Kill Your Weak IT Projects Now

Kill Your Weak IT Projects Now | E-Oasis Alerts

Blaine Berger of E-Oasis (@eoasis for you twitterheads) wrote this article back in November and I’ve gone back and re-read it several times in the months since then. It’s still as relevant now as it was the day he wrote it.

Almost every company of any size has IT (Information Technology) projects at various stages of completion. Many of these may have substantial resources dedicated towards them and yet they wander in the desert of incompleteness. Can you afford this?

Too many projects carry on via shear inertia. Project Managers and business leaders need to have the courage to ask the difficult questions when no one else will:   Does the business case for this project still hold up?  Would we be better off stopping this project and redirecting the resources somewhere else?  (Or go for the gusto and ask “Why are we even doing this project?”)

You may ruffle a few feathers but that’s only because people don’t like having the spotlight turned on. It’s the right thing to do.

As Blaine says:  Kill your weak IT projects now. It may be painful, but it’s long overdue and you know it.

Time is on your side (yes it is)

As I see it, some of the newest challenges for managers and business leaders are brought about by “connectedness”.    Each day we become more and more connected to ‘the network’ and to each other via our devices and tools.  Being on-line no longer requires you to be at your desk with your computer.  Our cell phones, smart phones, TVs, gaming systems, and even cameras are now ‘on the net’.

With this ubiquitous connectivity the line between “work time” activities and “personal time” activities becomes increasingly  blurry and that poses a challenge to the way in which we lead.

When someone is online 12-18 hours per day we shouldn’t worry so much if they are goofing off with twitter/facebook/email/chat/browsing or if they are using those same tools for business, frankly they doing BOTH all the time.

Employees may take a few minutes during the day to watch a youtube video or view someone’s vacation photos, just as they may pop online before bed and check work email.

When I’m on Twitter I may be telling a joke or finding out about a friend’s day and I’m also learning about project management or software programming or Sun’s new product announcements.

The fact that these streams are intermingled and that we do both at the same time has to be something that we’re all ok with.

Corporate policies like “no personal email on company time” just don’t hold up in this new connected world.  The network connection is no longer a private resource but rather a pervasive service that we depend upon and expect.  If you forbid access via the corporate net they’ll bypass you with cell phones on 3G and personal devices with WiMax.

As a leader or manager you’re being judged by your employees on how you trust them.  If you’re an insecure micromanager type and need to know that you and only you are getting the employees’ thoughts and energy from 9-5, you will soon find that is ALL you’ll get from them.  Your employees won’t tolerate it for long.  That style of management is as outdated as lunch boxes and the noon lunch whistle. 

If you’re going to thrive as a leader in this connected world you must learn to accept that your employees will play during their work time just as they will work during their play time.  Give them your trust and you’ll reap the productivity rewards of their 24×7x365 connected behavior.

What does a Project Manager Do?

Arno Van Leest stumbled across this gem today.  Please excuse all the misspellings, he’s English.  ;-)

from:  http://www.visitor-tracking.com/pm-jokes.php#pmp

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What does a Project Manager Do?

 

Project Managers are a fortunate lot, for, as everyone knows, a project manager has nothing to do; that is, except…

• To decide what is to be done;
• to tell somebody to do it;
• to listen to reasons why it should not be done,
• why it should be done by somebody else,
• or why it should be done in a different way;
• and to prepare arguments in rebuttal that shall be convincing and conclusive.

And then:

• To follow up to see if the thing has been done;
• to discover that it has not been done;
• to enquire why it has not been done;
• to listen to excuses from the person who did not do it;
• and to think up arguments to overcome the excuses.

And then:

• To follow up a second time to see if the thing has been done;
• to discover that is has been done incorrectly;
• to point out how it shall be done;
• to conclude that as long as it has been done it might as well be left as it is;
• to wonder if it is not time to get rid of the person who cannot do a thing correctly;
• to reflect that in all probability any successor would be just as bad, or worse.

And finally:

• To consider how much more simply and better the thing would have been done had he done it himself in the first place;
• to reflect satisfactorily that if he had done it himself he would have been able to do it right in 20 minutes and that as things turned out, he himself spent two days trying to find out why it is that it has taken somebody else three weeks to do it wrong.
• To realise that such an idea would have a very demoralising effect on the project team, because it would strike at the very foundation of the belief of all employees that a project manager has nothing to do.

Don’t Worry, Be Happy – Not such a bad idea

John Baldoni wrote an interesting piece for Harvard Business Publishing:

Why You Need to Be a Happier Manager

It’s an all around good read for leaders in any situation, not just business.  I particularly liked this section:

Resolve to cheer. It is a leader’s job to spread confidence. Optimism is critical. While few of us can do anything to affect business conditions, we can control what occurs on our watch, in our organizations. Therefore, managers owe it to their people to look on the bright side, when possible. Not naively, but resolutely. Optimism is not an excuse to be oblivious; it is an obligation of leadership.

 

As a leader you set the tone for your team. The words you use and the tone you take matter. Do you inspire them? Do they feel the importance of their work? Do they see how they are helping your company succeed? Or are they feeling frustrated and scared because the market is a mess and the company struggling?

These are tough times that impact our jobs, our communities, and our families. Whether you’re a leader at the office, on the local PTO, on your hockey team, or just in your house – your attitude matters!

Why the Big-3 fail – why Sun won’t

In the last several weeks we’ve heard plenty about the Big-3 US automakers, how they are failing, and why they think they need government bailout monies.  There have been some well thought out articles detailing why we should let them fail, arguing that only through the protections of bankruptcy law can they truly get out from under the burdens that have made them fail.  

Jack and Suzy Welch’s thoughts are good, but I think former POTUS candidate Mitt Romney really nails it in his assessment for the New York Times

I love this section from Mitt, and the last sentence in particular.  That’s everything that’s RIGHT about Sun over the last 5 years:

Investments must be made for the future. No more focus on quarterly earnings or the kind of short-term stock appreciation that means quick riches for executives with options. Manage with an eye on cash flow, balance sheets and long-term appreciation. Invest in truly competitive products and innovative technologies — especially fuel-saving designs — that may not arrive for years. Starving research and development is like eating the seed corn.

 

Sun has done the right thing here and just need it to start paying off!  We have such great products now, way ahead of our competitors who didn’t invest in R&D after the dot-com bubble burst.  This is our time.  I just hope our Volume Drives Value, community based strategy catches on before it’s too late!

Go Sun Go!

My Meeting with Colin Powell

On Sunday, October 19th I had a meeting with Colin Powell.  The event was one that had been on our calendars for several months and one that I was personally looking forward to as General Powell was going to share his insights on leadership and project management with me.  The fact that 4,000 other Project Managers and leaders were in the room was beside the point – he was the keynote speaker at the 2008 North American PMI Global Congress.

 

General Powell’s presentation was absolutely amazing.  He had a very down-to-earth style that was engaging and entertaining, but he spoke with authority and gravity on topics from world politics to (my favorites) project management and leadership.

Below, in no particular order nor coherent gathering are my notes from his presentation.  The quotes are as exact as I can make them.  I hope you find them as inspiring and empowering as I did.

 

• What I really wanted to say this morning (referring to his announcement of support for Barack Obama) is that every American should study the issues, study the candidates, study their conscious, make up their own mind, and then GO VOTE!
• Education is one of the most important political forces in the world today.
• What do I miss about being Secretary of State?  I miss having my own 757!  (said with comedic sadness over having to use commercial air travel)
• The greatest strength we have (America), our greatest power, is our openness.
• Leadership doesn’t change from 40 troops to 3 million, from private sector to non-profits, the purpose of a leader is to put your followers in the best position for success.
• Followers need to believe in something, a mission, a goal, and get behind the leader’s passion and enthusiasm. 
• Be the example of leadership in your organization.  Treat everyone with respect.  The janitor is not just a janitor, he is a key part of your organization and it’s image!
• Take care of your troops.  Be a person of selfless service.
• Don’t just motivate your followers (a one time activity), inspire them (so that they are self motivating).
• Inspiring people implies rewards, but they need not be purely financial (raises and promotions) – recognition, kind words, and hand written notes of gratitude will go a long way.
• Match your intensity to the task at hand.  Never look tired, afraid, or spent.
• Make sure everyone knows what’s expected and what role they play on the team.
• You know you’re a good leader when your people follow you if only out of curiosity!  (People will follow you because they trust you, even when the path you are taking looks impossible to them.)

• There are 4 major political forces at work in the world today:
  1. Economy – the creation of wealth
  2. Energy – which fuels the growing economies
  3. Ecology – we must grow the economies in an environmentally responsible way
  4. Education – “The US had better get serious about this!”
• Great leaders face reality, they don’t hide from it.  (Face up to tough decisions and conversations.  Don’t be afraid to cut weak team members or to abort failing plans.)
• Be a situational leader – understand your team, build upon their strengths and help them with their weaknesses. 
• When someone can’t pull their weight you have to manage them out, if you can’t then you’re not a leader.  The troops are waiting for you (they know dead wood when they see it, they expect you to fix it).
• Leadership is born but it can be improved through training.

 

I can’t even begin to touch the stories he told, the humor he brought to the presentation (including doing impressions of Ronald Reagan, Arnold Schwarzenegger, and the Prime Minster of Japan), nor the self deprecating quality he displayed.  If you ever have the opportunity to hear General Powell speak, do make every effort to see him, you won’t be disappointed.

Here’s a link to PMI’s report on Colin Powell’s keynote address.
Also check out these blog entries:
Powell’s Impression – by Brantlee Underhill
Colin Powell At Congress – by Kelley Hunsberger

I echo the comments of “Zabin” on that 2nd blog posting:

General Colin Powell’s keynote address set the tone of excitement, passion and inspiration for the rest of my experience at the 2008 PMI Global Congress. He was engaging, articulate, genuine, passionate, down-to-earth and awe inspiring. He gave you the feeling like you were having a conversation with a close friend. Sharing his wisdom and life lessons in a way that, I believe, touched each person in that room. Thank you General Powell…thank you PMI!

Audience GPS Monkey – Presentation Tips from Gopal Shenoy via chrisbrogan.com

via Audience GPS Monkey- Presentation Tips from Gopal Shenoy | chrisbrogan.com

 

This presentation is useful for 2 reasons:

1) It’s a good example of how to communicate effectively – deliver a clear message using simple methods – it’s not a glitzy over processed video with animation, dancing baloney, or dozens of bullet ridden slides.  It’s simple and clean (and cheap/easy to make).  Simplicity enhances your message rather than distracting your audience from it!

2) It provides good advice for presentations of any form – focus on the message not on the tool

 

(6.5 minute investment of your time)

http://www.chrisbrogan.com/audience-gps-monkey-presentation-tips-from-gopal-shenoy/

Props to Chris Brogan (@chrisbrogan) for the reference and Gopal Shenoy for the content!

Risky Business

Risk management is perhaps the most difficult and misunderstood part of project management.  In project management circles there is the classic “triple constraint model” – it’s every PM’s duty to balance Cost, Schedule, and Scope.

 

PRINCE2 defines a full 6 constraints that must be managed, adding

• Benefits
• Risk
• Quality

 

In the truest sense the PM can hold the big three (cost, schedule, scope) constant if they increase risk, decrease benefits, or decrease quality.  One of the great things about PRINCE2’s approach is the extra focus it brings on Risk Management.

 

The trouble is that PRINCE2 doesn’t give much advice on how to actually DO risk management.  There are discussions of risk logs (and the related issue logs), risk classification, and even risk tolerance.

 

 

 

 

 

 

 

 

 

 

However, there is little practical guidance on how to manage risk in projects.  I’ve heard lots of good thoughts from peers in industry but there’s no codified body of knowledge (yet – both OGC and PMI are working on their versions).

 

In my experience, most executives aren’t ready for a conversation on risk appetite and risk tolerance.  I find that many PMs present risks to their stakeholders, believing the execs understands the implications but in fact there is a huge gap which is left undiscussed.   The executives often aren’t looking for mitigation plans and offering contingency budgets or schedule tolerance, instead they are saying “Ok, I get it.  Don’t let that happen!”  

 

As a PM you need to recognize the difference between risk acceptance and risk acknowledgement.  Know which you’ve been given – if it’s merely acknowledgement you need to put a comms plan in place quickly… you need to bring those executives around until they actually accept the risk.  Either that or you’d better cook up some darn fine mitigation plans that will let you still nail your baselined cost, schedule, and scope!  Otherwise it’s your career (or at least your reputation) you’re gambling with should your risks become issues.   What happens in Vegas may stay in Vegas, but what happens on your project will follow you!

 

Risk Acceptance or Risk Acknowledgement – know the difference or let it ride!

Proper Preparation Prevents Piss Poor Presentations

Fantastic advice for all your presentation and public-speaking engagements:

How Sarah Palin Should Prepare… and How You Should, Too

This is a quick read and I highly recommend it.  Yeah, it’s pretty basic -obvious stuff, but do you really take the time to do it?

60 Minute Man

I’ve come to realize that in the business world we have collectively developed perfect 1 hour internal clocks.  Parkinson’s law states “Work expands to fill the time available for its completion” – so to it is with meetings.

I’m amazed at the ways in which a meeting will degrade into 50 minutes of discussion, and then without any prompting, at around the 10-minute to go mark people suddenly begin to come together and wrap it up.  It’s uncanny how at the end of the hour we can leave a meeting more or less done with the topic at hand.  Why can’t we accomplish this in 55 minutes?  50?  45?  or even… 30! (GASP).

We find our days packed with back to back to back meetings without so much as a minute for a drink or a bio-break much less checking email or taking a moment to have a personal conversation or build a relationship.

Our presentations take an hour, our staff meetings, our 1×1s, our process debates.  No one expects 65 minutes, no one asks for 70… we’re conditioned to fit it all into 60 minutes.

I mentioned this casually to a colleague a few weeks back.  She not only saw the same thing, but she’d begun working with her direct staff to wrap up their meetings at 50 minutes.  She she’s starting small, with just her team, and it doesn’t work every time, but it’s a beginning.

I’m with her, it’s time to reprogram my internal clock.  I say let’s all join in… and let’s take it one step farther… 45 minutes.  It’s not much to ask.   A little less debate, a little more organization, let’s have an agenda, let’s stick to it, let’s get our business done in 45 minutes and have a few moments to live between the meetings in our overly booked days.

Won’t you join us?