Risk Analysis Doesn't Have to Be Scary

I'm working on a project and we're having an important phone meeting on Friday. The Project Manager (my friend) was talking with me about some things that could go wrong. What if the clients postpone the call (again)? What if they don't like who we're proposing to do the work? What if the partner on the call goes off on a different agenda that doesn't further the purpose?

My friend was spit-balling ideas and worries. "No problem," I said. "You're doing a risk analysis and that's the perfect thing to do at this time." I suggested we talk about the very worst case scenario that could happen – just to get that out of the way. My friend laughed.

We realized that even if the worst happened, we could deal with it. Even thinking about the worst possible thing happening was balancing. What if these things did happen? Would we survive? (Of course!) Would the world fall apart? (Well, no.)

Doing a risk analysis in a project involves a few more steps but this is a good start. It's also a great way to get perspective on a project and deal with what could go wrong... or very right!

New Ways for Canadian Government Projects

If you're interested in agile, change and projects, the CBC has an excellent article on these topics: Canadian Digital Service takes startup approach to building better IT for government.

If you have two minutes to spare, take a look at the video "Shopify's lessons for the public service" in the article. Hint: failure is not a bad word.

Statistics on Project Failure

Most Common Causes of Project Failure:

• Changing priorities within organization – 40%
• Inaccurate requirements – 38%
• Change in project objectives – 35%
• Undefined risks/opportunities – 30%
• Poor communication – 30%
• Undefined project goals – 30%
• Inadequate sponsor support – 29%
• Inadequate cost estimates – 29%
• Inaccurate task time estimate – 27%
• Resource dependency – 25%
• Poor change management – 25%
• Inadequate resource forecasting – 23%
• Inexperienced project manager – 20%
• Limited resources – 20%
• Procrastination within team – 13%
• Task dependency – 11%
• Other – 9%

source: Project Management Institute: Pulse of the Profession 2015: Capturing the Value of Project Management 2015

Want to Write Your PMP Exam Before the Test Changes?

The sixth edition of the PMBOK is now out. This means the Project Management Professional (PMP) exam will change soon. The Project Management Institute (PMI) has said that will happen in the first quarter of 2018.

What does this mean to PMP aspirants? If you have studied using the fifth edition, you will likely want to get your exam written before the test changes.

If you are in this situation, and are looking for a refresher course or individualized training for the PMP, we have what you are looking for: classroom training, online learning, and one-to-one study sessions. Get in touch!

The Emperor's New Clothes

My friend Amy was telling me about a project she was on. Being new to the industry, she had asked her project manager (PM) for more information on a term. The PM blustered through an explanation. My friend left the conversation, still not understanding.

The next day, Amy decided she would go back to the PM and ask some more questions. Amy told the PM she just didn’t get what the term meant. With that, her PM admitted she didn’t really know either. They decided to look into it together.

When Amy told me about this situation, I thought of the story of The Emperor’s New Clothes. Sometimes we are afraid to admit we don’t know something because we are supposed to be the expert. (In the story, everyone can see the Emperor has no clothes but the only one who will say this is a young child.) However, admitting to not knowing something is really a sign of strength. After all, who knows everything?

Probably even more importantly, the manager admitting her lack of knowledge built more trust with Amy. Only by admitting we don’t know can we grow, both personally and professionally.

Do All Project Managers Follow the Same Process?

In May, I am giving a talk at PDSummit 2017 in Halifax, comparing the project management processes used in the television and construction industries. Having taught project managers from many different industries, I have seen that the process is generally the same for all projects. The terms used may be different but, going from one industry to another, the five process groups (Initiating, Planning, Executing, Monitoring and Controlling, and Closing) seem to be followed by project managers everywhere. But is this really true?

To test my theory I am conducting research, gathering input from project managers in the television and construction industries on their project management processes.

I have a request for you: if you work, or have worked, in either the TV or construction industry, would you please have a look at the questions and send me your input?

Individual replies will be kept confidential but I will be sharing a summary and highlights of my research. (If you really want your name stated, though, I will make sure to do so!)

Click here to answer this brief survey.

If you would like to give any other information on your projects, I would be glad to receive it - email me. Thank you very much!

Projects: Helping Others Become Successful

I just read an article by Ross Simmonds on creating blogs. Most of it was about technical aspects of blogging - distribution and the like. But the last point struck me. It was general good advice for anyone at any time, and especially for project teams. He said:

"I’ve noticed something in the last few years that I wish I knew when I was 19:
It’s easier to become successful when you’re committed to helping others be successful.
When you make a commitment to helping the people around you achieve their dreams, the people around you tend to help you back."

I believe humanity is getting better and better at helping others become successful. The marches worldwide show how people from all over the word are attempting to help others achieve their dreams.

Nurses, healers and teachers often show a commitment to helping others. Project managers do, too, after all, that's what we do: help our customers achieve their goals (dreams) - big or small. We help our customers figure out what they really want when we clarify their requirements - defining the dream. While we are ensuring the project stays on track, we are helping customers in goal realization. Incorporating changes along the way is important, too - the refinements in the dream need to be made as the picture becomes more clear.

So, congratulations to project managers and those working on projects for making dreams come true!

What is the PMBOK?

The articles I write have to do with project management. The document upon which I base much of my viewpoint is the Guide to Project Management Body of Knowledge, or PMBOK (pim-bok) for short. This article gives a short overview of the PMBOK. I hope you find it useful if you are preparing for your PMP exam, and maybe you will find it informative if you are not!

The PMBOK is a document that basically describes how to manage projects well. This book has an appendix (annex) that describes the order of managing a project. However, the main part of the PMBOK is organized by knowledge areas and their related processes.

You could think of a knowledge area as a topic. There are ten such topics that the PMBOK consists of: integration (putting it all together), scope, time, cost, quality, human resources, communications, risk, procurement and stakeholders. These are the areas we need to consider when managing a project.

There is a chapter for each knowledge area.

There are also forty-seven processes, with each process belonging to a process group. There are five process groups: initiating, planning, executing, monitoring and controlling, and closing. The process groups and processes represent what we, as project managers, do in a project. Each chapter lays out the processes that relate to the knowledge area, in order of process group. The processes discuss inputs, tools and techniques, and outputs.

Examples of processes are: Develop Project Charter, Manage Project Team, and Identify Risks.

I hope this description has been of use to you. For more information, you can purchase the PMBOK online (Amazon works well, or through pmi.org). You can also find the PMBOK in many bookstores.

Where's the Project Manager?

Yesterday a friend told me the story of a house under construction. The carpenter arrived to install kitchen cabinets but discovered the drywallers' work wasn’t complete. She also learned the electrician hadn’t completed his job either, so she left the site frustrated. She had not been notified and her crews were already tight with the schedule. Subsequently, she heard a few days later the painters showed up (likely on schedule) but, because the drywallers hadn’t been able to work, they also had to leave.

This experience - poor coordination, planning and communication - left her asking, "Where is the project manager?"

What could have been done to avoid this situation? A schedule outlining who was doing what work would have helped. Maybe this was done but clearly it was not communicated to all of those involved. A communications plan - showing what needs to be communicated to whom, when, and how - would also have been useful.

And what could be done at the point where the project was going off the rails, possibly due to lack of communications and planning? In this example, there was obviously a lack of monitoring and controlling. The carpenter could have let the person who hired her know what was happening, hopefully prompting them to get a grip on the project. Without this prompt, who knows how long the project manager would be unaware of what was happening (or not happening in this case)?

Let’s say the project manager decided a few days later to check in on the site to see how the work was going. Upon inspection they see no one is working as expected and, of course, no progress has been made. At that point, it is easy to see that the project is prone to disorder and delays. A review of the situation and plan, along with some risk analysis, then timely communications with the various trades, would help mitigate time loss.

Schedules not coordinated and communicated can result in extra costs and time for a project. In this example, it also leaves the tradespeople in a position to possibly lose money on a job when their scheduled work can’t be completed in the timeframe they allotted for in their estimate. On top of this, the lack of communication in this case caused some of them declare they would not work for this builder again.

Project management prepares a leader and tradespeople with the skills required to successfully manage projects and navigate through inevitable disruptions.

Good luck to you in all of your projects!

In "the Biz"

Recently, I fell into a new project – getting a TV series produced. It's amazing how much project management is involved in the entertainment industry.

When I was in St. John's last month, my friend Anne Marie told me that the romantic comedy series she had submitted to a producer could use a boost to get going. People who saw the write-up liked it, but things weren't happening. Hmm, I thought, we have the wherewithal to get this on the go. So, that's how our project together started.

First, we talked with a friend who was in "the biz" here in Halifax. He generously gave us an indepth view on the process for getting a series started and what type of key players would be needed.

Seemed to me this effort required a lot of project management - creating a workable plan, coordinating resources, and keeping stakeholders engaged, among other things. It became clearer and clearer to me that those project management principles will help us keep this project on track.

Wish us luck! If you have worked in the TV industry, and have some advice (or contacts!) to share, please drop me a line.

Managing Projects the PMI Way

Most projects have many moving parts. When you’re in charge of all those parts, you need to stay on track and be organized.

I am very proud to have taught the three project managers referenced in the Halifax Chamber's Business Voice magazine this month. Knowing how to manage projects 'the PMI way' helps projects large and small. Continue reading this insightful article (pdf).

Who is a Successful Project Manager?

My manager at Motorola, Jim, was one of the most successful project managers I have known. His projects completed as planned, but he was successful because his team got the work done happily. He hired people to do a job and he let them do it. Now that I am teaching about project management, I take some of the knowledge that PMI (Project Management Institute) gives on project management and apply it to Jim’s approach.

As a successful project manager, Jim was:

1. Inclusive: He made everyone on the team feel like they were the project manager. Once responsibilities were accepted, Jim let you do your job. But he didn’t ignore you – we knew any time we needed to communicate with him the door was open.
This is related to the PMBOK (the Guide to the Project Management Body of Knowledge) in that roles and responsibilities were assigned, and everyone knew who was doing what on a task. We knew our RACI (chart for who is Responsible, Accountable, Consulted and Informed.)

2. A delegator: Jim told us to figure things out ourselves. He didn’t take on our jobs, and he had faith that we could do what we were lined up to do. When I asked Jim a question about a software model, he said, “Read the book, that’s what I did.” It might have sounded gruff, but I got the point. And I was also encouraged that he thought I could do what he did.
The PMBOK says, “Successful project managers have strong leadership skills.” Jim was a good leader and set an example.

3. A communicator: He provided structure to the team. Everyone knew what they were supposed to do. We met weekly. We were never “lost” about what to do or what was expected of us.
We had: the RACI, mentioned above; a schedule with milestones; a communications plan; and project ground rules – these weren’t necessarily named using PMI terminology, but followed the standard.

4. A leader: He gave direction in a clear manner.
We always knew where we were in the project schedule and what we had to do. The team was led by Jim and the work was managed, monitored and controlled to stay on track.

Jim died a number of years ago from ALS (Lou Gehrig’s disease). Right up to the end he maintained his attitude and approach, and continued to lead and be insightful.

If you are interested in learning more about project management, our needs assessment at PMneeds.com will help you determine which type of development would benefit you most. There are opportunities for learning about the fundamentals of project management, advanced project management applications, and PMP certification preparation.

Why Project Management?

Applying project management techniques and skills benefits both individuals and organizations.

If you know how to manage your projects well, you will gain many benefits, such as:

• Career advancement
• Competence in project delivery
• Confidence in working with project stakeholders and applying management techniques
• Greater opportunities for yourself and your organization
• Improved results at work: less stress, better time efficiency, fewer sidetracked projects - all resulting in a better run organization.

Project Management is one of the most in-demand careers and methodologies today. Whether you are in the business of information technology, retail, construction, oil and gas, or other, you will find that using project management tools and methods will lead to greater success.

“Done” for Wealth and Project Success

Twice this week I have read how the word “done” can bring wealth and project success.

According to Brian de Haaff (The One Word That Will Make You Rich on LinkedIn), being rich is about achieving what you have dreamed of accomplishing, and using the word “done” can confirm you’ve achieved it.

Similarly, Glen B. Alleman in Performance-Based Project Management states that being able to define what “done” looks like is the basis for project success.

So, if getting things done brings happiness and success, and completing projects successfully is getting things done, who could be happier than the project managers of successful projects?!

Alleman gives advice on increasing the probability of project success through answering “Five Immutable Principles”:

• What does “done” look like?
• How are you going to reach “done”?
• Do you have all the resources you need to reach “done”?
• What impediments will you encounter along the way to “done”?
• How are you going to measure progress towards “done” in units meaningful to the decision makers?

PMPs will recognize that these questions cover a lot of ground from the PMBOK. But even if you are not an official project manager, these questions can be helpful to achieving any goal.

And this article is... “done”!

Stress & Conflict Management

The Project Management Institute (PMI) says that project managers need to have good conflict management and stress management skills. When I mention this in class, there is usually one person who says, “I manage conflict all day long.”

No doubt how we see and handle conflict has to do with our personalities and other factors. And, of course, how we handle (or ignore!) conflict can give us more stress.

I have found two tools that have helped me with stress, and therefore conflict management.

About a year and a half ago I started meditating daily. Meditating has changed how I react to and see situations. I can’t quite explain it at this time, but I do know my world and stress level have changed dramatically for the good since I started meditating.

Another tool that I have found lately is tapping. I first heard about tapping (emotional freedom technique) a few years ago, and even bought a book on it which I promptly ignored. It just didn’t resonate with me at the time. But in the last few weeks I found another book (Tapping into Wealth by Margaret M. Lynch) that I dove into. Ms. Lynch explains why tapping works – it has to do with acupressure. She explains this fascinating concept very well. According to Lynch, “At a physiological level, it calms the sympathetic nervous system responsible for the stress response and turns on the parasympathetic nervous system responsible for the relaxation response.” Tapping has been used to treat post-traumatic stress disorder and to remedy the fear of flying. You don’t need to have major fears to use it - it is good for even slight annoyances!

Meditation and tapping may or may not be for you at this time (or maybe any time!) but I have to say, they are good starting points for stress management.

Project Managers - Focusing to Get Results

“A recent story about the use of transcendental meditation by top Wall Street traders was given a lot of attention, but I just see it as more evidence of what our research has shown for years,” says Hannah Shaw Grove, an authority on the behaviours and characteristics of the high-net-worth markets and the executive editor of Private Wealth magazine. “The professionals who are the very best at what they do and have monetized their skills always find ways to stay focused on the most important tasks and forget about the trivialities.”

(excerpt from: To Become Wealthier Do What You Do Best, Forbes Magazine)

When I read this article in Forbes Magazine, I thought - that’s what project managers do: focus on the important tasks.

We have a few tools to help with this, not the least of which is the Work Breakdown Structure (WBS). In defining a WBS, we are looking at what the end result/product/service is to be, and breaking that down into manageable groups. We then define the steps to get there and follow these steps to achieve the outcome. What could be more focused?

How about those diversions along the way? Project management is largely based on having a good plan, being prepared for what could lead the project astray, and having a change control system. Whether the changes are related to the roles and responsibilities of the project, budget, scope, etc., following the plan and using the system will help keep us on track.

And, like the article said, meditation is an excellent input to keeping focused. I started meditating about a year ago after a few nudges. I can attest that meditation has changed my outlook on life and work - more positive and calmer. If making the big bucks is what motivates someone to start meditating, I say go for it. The results will enhance focus and much more.

There are a few more project management tools and techniques that help us stay on goal. If you'd like to discuss, send me an email at brenda@brendaniel.com.