Advice to Pass: My Mother’s Favorite Sayings

I apologize to my readers for not posting anything in the last couple of weeks. My mom passed away recently and as you know by now, each event is a learning opportunity. As we were gathering for the service and meeting with the pastor, he had asked my brothers and me to reflect and talk about some of our mom's favorite sayings. He asked what were things that we would hear around the house and things that she said that we will never forget. Here are some of those sayings:

If you seem to have a problem with the whole world, maybe it isn't the world with the problem. Ever feel that way? That it seems the whole world is coming down on you? I definitely know the feeling. When my mom would say this to me, it was not something that I really wanted to hear. Especially at that time! However, when I would think about it, I would be experiencing a defeatist attitude or just overall having a grumpy day. This saying would make me step back and think about how I was approaching the day. Believe it or not, it helped.

Someone needs to go back to their room and have an attitude adjustment! This was another famous saying that you didn't want to hear. Again, a grumpy day was taking over. We would go back in to our room and begin. It would first start with a mumbling of, "I don't have an attitude problem, she has the attitude problem." I would then trail off. Pretty soon, I would forget about what I was mad about in the first place and lo and behold, the attitude adjustment would work!

If you want someone to learn a behavior or skill, make them care about it. My mom was a saleswoman and seminar leader as well. She always would tell us the story of how motivation truly works. She would tell the story this way:

Ask somebody to learn how to play the tuba. Most likely, they will not or they will say that they can't. Now, take away their family, or home, or something that they hold dear. Tell them that they can't get it back until they learn how to play a specific song on the tuba. Amazingly, they will learn how to play the tuba.

The moral of the story is that unless they care about learning, doing, or being a part of whatever it is you want them to do, it won't happen. Find a way to make them care, and you will get results.

My mom had tons of sayings and knowledge nuggets that she passed on. I know my brothers and I are successful due to the drive, determination, and work ethic that she helped form in us. She will be missed. Rest in peace.

Rick

The Iron Triangle of the PMO: People, Processes, and Technology

Project management has always been fond of the "Triple Constraint" or the "Iron Triangle." In traditional terms, the sayings represent the three constraints on a project: cost, schedule, quality. It is often taught as the iron triangle because if one shifts, one of the other sides must also shift in order to stay balanced. For instance, if schedule is the constraint and you are behind schedule, you either add staff (cost) or reduce scope (quality) to bring the date back within the constraint. As I continue to work with executives and their PMO's, the iron triangle for the PMO is people, process, and technology. Company after company continue to make significant investments in one of the three areas and often neglect the other two. For instance, a company will purchase Clarity, but then not hire project managers thinking that the tool will fix their issues. Another company may make significant investments in creating the process but then not hire enough project managers to complete the process. Each time this occurs, the company will then question the value of the investment. Just like in projects, the PMO must make investments and measure their success on the three sides of their triangle.

Process
In most of the organizations that I work in, they have some sort of governance or process that is documented. Many times, these have been purchased from various consulting firms and consist of templates and mandates of which documents are completed when. As outlined in an earlier post, "What About My Capacity" I outline how to quickly determine the amount of work it takes to complete the project management process. Companies are often frustrated at the lack of information or quality of information that they receive during project reviews. Their answer is to create templates and mandate the completion of the templates. However, they ask people who are not familiar with the concepts or the templates to fill them out. This is akin to handing somebody who finished high school math a tax form and expect the same results that a trained accountant would give them. An investment in the process is a key factor in the creation of a successful PMO. However, the process alone can't fix your issues.

PeopleThe right people in the right positions can make a tremendous difference in the quality of project management. I will state it as plainly as I can for the record: projects should be run by trained project managers. It is that simple. As an example, you are at a car repair shop because you have something wrong with your engine. You are told that the mechanic that is going to fix your car will not be able to fix it for 4 hours. Right then, a 17 year old kid walks up and says, "I know about cars, I can fix it." Do you wait for the trained mechanic even though it means waiting four hours or do you let the kid fix it? Most of us would wait. Why? We want someone who is trained, certified, and warranties the work. We also want someone with experience. You want experience and training. This is true for many professions: Teachers, Doctors, Dentists, Surgeons, Executives, Accountants, Home Builders, Engineers, Architects, etc. This is true for just about every profession.......except project management. I have worked with organizations that have invested many millions of dollars mandating processes. These processes require the project managers to complete forms, risk planning, project scheduling, etc. The process is so important that it is mandated. Then when they roll out the process, they do not have enough people to complete the demand for project management. This forces them to select someone who is not a project manager to complete the work. However, if the work is completed with poor quality or the results do not add up, it is the profession of project management whose value is questioned. Not the people performing the task, but the profession itself. In some cases, I have seen resources that cost three or four times the amount a project manager would cost to complete the activities. These people do so begrudgingly and will readily admit they don't want to do that type of work. I have seen organizations lose highly valuable resources because they were making them do activities outside of the job that they were hired to do. Why do we invest so much in a process, but do not invest in the people to complete the process? Or better yet, we think that if we by the right product, it will solve our issues.

TechnologyI have completed over 70 project and portfolio management technology implementations. I have worked with Clarity, Microsoft Project, Planview, Primavera, Daptiv, @task, and others. These are all great tools. However, they do not solve your project management process or people issues. What they will do is make your poor processes run faster or expose the lack of quality of information. They are compliance tools that help make your processes and people efficient. If the project manager you have selected on a project has never really written a project schedule or been trained how to do so, why do we think making them enter it into Clarity is going to make it better? I will give you the number one reason why PPM tool implementations fail: lack of executive mandate. Unless the executives prove that they are in the tool, looking at the data, using the data for decisions, and mandating compliance, then the tools just become another process that project managers (or the people selected to do project management) must fill out. I have taken over many failed PPM tool integrations. In each case, the executives were never really looking at the information or making sure that the information within the tool is accurate. I worked with one organization where they spent a significant amount of money purchasing and installing the tool. They never trained their project managers to use the tool properly because they thought that the cost was to high. In three months, the data was so disjointed that the project managers held a meeting and decided that the tool was too hard to use. So they all agreed that they would use the tool as a project reporting tool, but would maintain all plans and schedules outside of the tool. The executives never really checked the tool because they were using printed reports that came from the tool. The tool had become an afterthought. The next question then become, what is the value of the tool? In other organizations, they will say that the tool was the wrong tool and will consider purchasing yet another tool to try to do the same things. This tool then is not implemented properly so they will question the value of project management itself. It is a downward cycle that happens in roughly 70% of the clients that purchase the tools. They think that the investment in technology is going to solve their issues. It just exposes them.


PMO Value: Process, People, and Technology
Unless there is investment in all three branches, the PMO will usually either fail or become a non-strategic resource. To build a successful PMO, the following must occur:

• People - If project management is important to the organization, then invest in project managers. Stating that you do not have the funds to hire a project manager and then turning over the duties to someone who costs three times as much is not only a waste of money, it is provides poor quality. Invest in the right people and the right training.
• Process - Do not just invest in templates and mandates. Make sure the investment is made to educate the executives on the value of project management and the value of the proper process of project management. Dr. James Norrie in the book "Breaking Through the Project Fog: How Smart Organizations Achieve Success by Creating, Selecting and Executing On-Strategy Projects (Jossey-Bass Leadership Series - Canada)" has the best answer to the value of project management that I have heard to date: the value of a project manager grows exponentially the earlier you involve them in the process. The other key to proper process is to ensure the right amount of governance to the right amount of projects. There should always be some sort of tier system within projects so that the process to complete the governance of the project does not cost more than completing the project itself.
• Technology - Invest in technology that will enable the organization to enforce compliance, each roles data builds on the other roles, and provides key decision metrics to executives. The technology should be invested in that streamlines the process, stops duplicate entry of information, is the single source of the truth, and provides value add activity. If you are entering the same information into three different systems or the system that you are entering information in is not the single source of the truth, then we are adding cost for process, not for results.

I have seen many organizations spend tremendous amount of money on one or two of the sides of the triangle while neglecting the others. To be successful, the three sides must be balanced to an organizations needs and ample focus should be placed on all three.

Be strong and stay true to your principles,

Rick

Do We Have to Own Projects Start to Finish?

I know what I am about to suggest is controversial.  I will state up front that it is not the most ideal situation.  In my experience, over 90% of the companies that I work with have more projects than project managers.  This is a problem that plagues the industry.  Companies should recognize this as an issue and address it by either hiring or reducing the project load.  Instead, they give projects to other people who are not project managers, nor do they want to be.  In these environments, I have a new theory.  Do project managers have to own the project start to finish?

I know that is what we have been taught and what we believe.  However, if a company will not commit to the resources necessary, the answer can't be to wallow in self pity.  I recently worked with an organization on the maturity of their project management practice.  Using the capacity model that I explained in an earlier blog post, I found that the company needed 35 project managers and they had five on staff.  When we presented this to the CIO, he stated that he would just tap 30 of his resource managers to become project leads.  This is just as ludicrous as asking 30 people who finished high school math to help with the backlog in accounting.  It would never happen!  Yet it does on a daily basis in the industry of project management.  When we countered that the 30 people were not trained project managers, he stated that the 30 should be mentored by the existing project managers.  This would further reduce the time that the project managers had on their projects.

The decision was devastating.  We were all at a loss on how to proceed.  To further complicate the issue, the client was on Clarity.  This would mean the training of 30 people who are not project managers how to perform project management functions and try to protect the normalized data that was within Clarity.  It was definitely an uphill battle.  This is where the theory was born.  I held a meeting with the project managers.  Although we want to, the real question is do we have to own a project from start to finish?  We began to analyze the activities  that were required to run the project.  We came up with the average time it took to do the normal project management activities and the value that each activity played in the overall success of the project.  The high value activities were creating the WBS, project plan, risk analysis, and high level monitoring.  The lower value activities were scheduling meetings, writing meeting minutes, filling out the various reports.  There are some of you out there that may disagree with these value rankings, but this was the case at this company.

What we began to see is that if we split the duties on each project, there was a way to improve the quality of projects without the hiring of 30 more project managers.  What we decided was that all projects would be planned by project managers and they would be responsible for creating the initial schedule and loading that into Clarity.  They would also monitor the status logs, issues and risks, and monitor variances.  The project leads would schedule and conduct the status meetings, be responsible for the meeting minutes and status reports, and handle the day to day monitoring of the tasks.  This worked especially well since most of the project leads were resource managers and the tasks that they were monitoring came from staff that reported to them.  This approach allowed the project managers to focus on planning, risk, corrective, and preventative actions.  The project leads were responsible for day to day execution.  If projects were going well, then the project manager was free to monitor the other projects.  If the project wasn't going well, the project manager could re-engage and put the project back on track.

This model has been in place for over a year now and has been quite successful.  The overall quality if the projects rose because every project was being planned by a certified project manager.  Since then, the company has hired 5 more project managers to bring them up to 10.  They are beginning to realize the value that the certification brings and that there is a method to the madness. 

Again, I know this is not the ideal setup.  It is an effective one for a company that has a low maturity, questions the value of project management, and will not make the investments required to be successful.  This is a nice bridging technique that can be measured and prove the need for properly trained resources.  So I will answer my own question.  Do we need to own the project start to finish?  Ideally, yes.  However, with the current state of project management, it is time we start challenging some of the older principles and come up with innovative new ways to solve old problems.  So the answer is:  not always!

That is my story and I am sticking to it! 

Rick

But It's The Way It Has Always Been Done Here! - Part 2

After posting my last blog post, a friend of mine told me about this story. I researched the story and found what I believe to be the originating post. The link to the original blog can be found here: Original Blog


Here is the story written by Ron Beasley:

As a Psychologist I have studied human behavior. While I am not a veterinarian, I can make several applications and lessons learned from the following story about monkeys, especially as it applies to life and business. Can you?

Start with a cage containing five monkeys. Inside the cage, you'll see a banana hanging on a string with a set of stairs placed under it. Before long, a monkey will go to the stairs and start to climb towards the banana. As soon as he touches the stairs, all of the other monkeys are sprayed with cold water.


After a while, another monkey makes an attempt to obtain the banana. As soon as his foot touches the stairs, all of the other monkeys are sprayed with cold water. It's not long before all of the other monkeys try to prevent any monkey from climbing the stairs.


Now, put away the cold water, remove one monkey from the cage and replace it with a new one. The new monkey sees the banana and wants to climb the stairs. To his surprise and horror, all of the other monkeys attack him as he makes his way toward the stairs. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted.


Next, remove another of the original five monkeys and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm! Likewise, replace a third original monkey with a new one, then a fourth, then the fifth. Every time the newest monkey takes to the stairs, he is attacked.


Most of the monkeys that are beating him have no idea why they were not permitted to climb the stairs or why they are participating in the beating of the newest monkey.


After replacing all the original monkeys, none of the remaining monkeys have ever been sprayed with cold water. Nevertheless, no monkey ever again approaches the stairs to try for the banana.


Why not?

The Answer is: That's the way it has always been done here!

Interesting story!
 
Rick

But It's The Way It Has Always Been Done Here!

How many times have you heard that? Other familiar change barriers are "That's not the way we do it here," or "that will never work!" With that type of attitude, most likely they are right! I deal with change on a daily basis. As project managers, we enact change. We are the change agents and the front lines for change. I have brought in over 200 projects in my career and they all deal with change. I have heard many statements that try to stop the change from occurring in the first place. I have developed a technique on helping start the change discussion or even defend the change barriers that are typically thrown my way. That is the topic of this post.

I will find the ways that things "used to be done" in various industries and professions and use that to start the discussion for change. I usually like to make a game of it. For example, I was working on a project for a hospital and we were streamlining a process for the patients. The process would require the nursing staff to change a system that they were all comfortable with, but quite antiquated. The rumor mill had been quite active and many opinions had been formed about the project and it hadn't even been kicked off yet. At the initial kickoff meeting, you could feel the tension. I had done some research on the web and found a Top 10 list of insane medical practices published on a comedy site called Cracked. Click here for the article. Some of my favorites were: 

• Children's Soothing Syrups were made to help calm children down. They were often pumped full of narcotics.
• Mercury was used to treat wounds and a litany of other ailments.
• Heroin was used to suppress coughs.
• Bloodletting was used to cure just about everything.

I kicked off the presentation by showing some of these old medical practices. Then I followed up with, "Aren't you glad some things change?" There was quite a bit of laughter and surprise, but the point was made. Sometimes change isn't all bad! We moved right into the scope of the project and the tension was drained from the room. It was a fantastic lead in and the team really became engaged in the project.

Riding the success of this meeting, I began utilizing the technique for many other industries. For each project, I research practices that have changed or ideas that revolutionized the industry. I then have those on the ready when I am talking to someone and I hear a change barrier. I was working with a financial services firm when the CFO challenged one of the changes that the requested project was bringing. I answered back that all of his data entry people used to have to be trained on a 10-key by feel and processed manually as well. He said, "Good point."

Change is really just an idea coming to fruition. Someone has an idea, thought, product, or goal and change is what brings that to light. Some of these ideas are astounding such as CNN's article or Tim Crane's article of ideas that have changed the world. Some of the ideas are not so good, like the ones found in the Time article about the 100 worst ideas of the century. This technique has been very successful in preparing an organization for change. While it can be funny, it also sets the tone that things do change for a reason (most of the time). It is a good way to open the minds of the team and get them prepared. I will leave you with some of my favorite change resistance quotes of all time.

• "I think there is a world market for maybe five computers." -- Thomas Watson, chairman of IBM, 1943.
• "I have traveled the length and breadth of this country and talked with the best people, and I can assure you that data processing is a fad that won't last out the year." -- The editor in charge of business books for Prentice Hall, 1957.
• "But what...is it good for?" -- Engineer at the Advanced Computing Systems Division of IBM, 1968, commenting on the microchip.
• "There is no reason anyone would want a computer in their home." -- Ken Olson, president, chairman and founder of Digital Equipment Corp., 1977.
• "This 'telephone' has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us." -- Western Union internal memo, 1876.
• "The wireless music box has no imaginable commercial value. Who would pay for a message sent to nobody in particular?" -- David Sarnoff's associates in response to his urgings for investment in the radio in the 1920s.
• "While theoretically and technically television may be feasible, commercially and financially it is an impossibility." -- Lee DeForest, inventor.
• "The concept is interesting and well-formed, but in order to earn better than a 'C', the idea must be feasible." -- A Yale University management professor in response to Fred Smith's paper proposing reliable overnight delivery service. (Smith went on to found Federal Express Corp.)
• "Who the hell wants to hear actors talk?" -- H. M. Warner, Warner Brothers, 1927.
• "I'm just glad it'll be Clark Gable who's falling on his face and not Gary Cooper." -- Gary Cooper on his decision not to take the leading role in "Gone With the Wind."
• "A cookie store is a bad idea. Besides, the market research reports say America likes crispy cookies, not soft and chewy cookies like you make." -- Response to Debbi Fields' idea of starting Mrs. Fields' Cookies.
• "We don't like their sound, and guitar music is on the way out." -- Decca Recording Co. rejecting the Beatles, 1962.
• "Radio has no future. Heavier-than-air flying machines are impossible. X-rays will prove to be a hoax." -- William Thomson, Lord Kelvin, British scientist, 1899.
• "It will be years -- not in my time -- before a woman will become Prime Minister." -- Margaret Thatcher, 1974.
• "With over 50 foreign cars already on sale here, the Japanese auto industry isn't likely to carve out a big slice of the U.S. market." -- Business Week, August 2, 1968.
• "Everything that can be invented has been invented." -- Attributed to Charles H. Duell, Commissioner, U.S. Office of Patents, 1899, but known to be an urban legend.

Make sure you are ready for the next change headed your way!

Rick

Want Success? Kill the Ambiguity!

I was talking with a friend recently and an old story popped into my head. I was working for a large organization and was the project manager for a notoriously tough client. The client, we will call Barbara, was known for constantly complaining, never being pleased, and generally difficult to deal with. At the time, my incentive package included a customer survey. I met the category of my incentive if I received an overall rating of 4 or 5. Barbara was widely known for distributing a 1 or 2 overall score. There is a large percentage of survey respondents who would rarely give a 4 or 5 based on the feeling that nobody is ever perfect!

In the first meeting, I openly told Barbara that I would be distributing a survey at the completion of the project. The survey would ask for ratings in several categories including an overall rating. I asked Barbara directly, "My goal is to have you be satisfied to the point that you feel compelled to select a 5 on the survey. Can I ask you, what constitutes a 5 in your mind?" She was perplexed. She asked me what I meant. I continued, "Given this project and what we are trying to accomplish, imagine you and I are now meeting for the final review and I have just given you the survey. In order for you to select a 5, what would the end look like?" She thought further and started to name things that she felt would be important. The first thing she said is that she wanted to be completely satisfied. I dove in deeper. "Barbara, while I want you to be completely satisfied, we need to define that into terms that can be measured. Such as stating we need to be on budget. If we were to come in over budget by 5%, would that be a 5?" She said no. I asked her what would be a 5? She thought further. At the end of the meeting, we had a list of defined objectives that could be measured. We both agreed that if the objectives were met, then I could receive a 5 on the survey. A couple of examples were:

- Budget: To achieve a 5, the budget must come in under the amount documented. If it goes over at all, it is a 4 and every 10% over will reduce the score further.
- Time: All tasks within the scope of control would be completed within the timeframe documented. If more that 10% of tasks run late, the score will be a 4. For every 10%, the score will reduce further.

There was a definition applied to each score on the survey. During the project, the software that was purchased and installed did not function as it had advertised. We were installing the hardware and then rolling out the package after the software had been delivered. Many tasks were late, but those that ran behind were outside of the scope of my control. There were also some new things, just like in every project, that the client had discovered, changed, or decided they wanted during the project. We completed the work, but due to the multiple software errors, the project felt clunky. It didn't flow very well. There were many issue resolution calls and late nights. At the closing meeting, I presented the survey to Barbara. She proceeded to state that she would follow her pattern of circling 1's and 2's. I then went back to the definitions that we had agreed upon and showed the facts of the project. According to our definitions, I deserved a 5 on all categories. We discussed why she was thinking the 1's and 2's and each reason was something that came up well after she had defined success. While these items were items that we could address on the next project, it would be unfair to rate us against criteria she hadn't thought of until later. She agreed and circled all fives. She listed in her comments that she was unhappy about a few things but realized that they were not things that were directly attributable to me or my organization.

When the survey was turned in, I immediately received calls from many levels of management inquiring how I could have gotten her to turn in a survey saying that she was completely satisfied. I told them that it was simple. I asked her to define what a 5 was and then held up my end of the bargain. In the end, she held up hers. The next time I worked with her, she had new and tougher definitions of what constituted a 5, but we both were clear on what had to be done to achieve the rating. To this day, she is still a reference for me.

The reason I wanted to share this story is that we often list project success and failure in ambiguous terms: on time, on budget, within scope. I have taken the technique that I learned and now apply it to projects. I ask the sponsor to define what a 5 would mean. There are always issues and things outside of our control. This technique is a good one to start talking in more realistic terms as to what success really means.

Keep marching forward!

Rick

A Positive Mindset

It is what it is. This is one of my favorite statements. I teach project managers that they should always reveal the truth and believe in the concept of "it is what it is." No amount of sugar-coating or truth bending can shade the fact that the project is where it is. It may be behind budget, it may be late or doing very well. No matter what, the project manager should always tell the truth. This statement seems to get questioned the most. In a recent seminar, I received the question "Telling the truth is often considered 'being negative' or 'not a team player' even with data. How do you get past that?" Fantastic question! I get past that with my mindset.

I truly believe that with the right time and resources, a project manager can accomplish anything. In the 1960's, John F. Kennedy stated that we would put a man on the moon, which at the time was only accomplished in science fiction. We have accomplished that feat. There were many failures before success, but we did it. Computers today are more robust and cheaper than they ever have been. We would have never dreamed that 25 years ago. That being said, I have the mindset that we can accomplish anything, given that we have enough time and resources. If I have the proper mindset, then the message that I am delivering to my sponsors or stakeholders takes a different spin. If I say, "That date is impossible unless I get three more resources," then likely that is perceived as negative. However, if I state it as "We have analyzed what you want and found a way to deliver it successfully. I need three more resources, but we can deliver," it takes on a different connotation. I try to never say no. Instead, I try to say yes with conditions. It is the same statement. One is negative and one is more positive.

Being a stakeholder on many projects, more often the project manager approaches me with why something can't be done versus the data of what is necessary to accomplish the task. Remember that in your next negotiation. Instead of telling a sponsor why it is unlikely to achieve success, tell them how to achieve it. I often hear "we can't, we don't, it is unlikely" instead of "here is what I need for success." It is all about mindset and approach. If you establish the proper mindset, it can be very freeing. In fact, you are more likely to achieve success by asking the question of "how can we meet this objective" instead of "why will this objective fail?" It is human nature to grab the negative and roll with it. It takes practice and optimism to grab the positive and enable it.

I know that most project managers have been taught that they own a project from start to finish. Ownership and accountability are two different things. The reality is that project managers do not own the budget, timeframe, or scope. They enable them. Therefore, a project manager should never say no. They should say, "absolutely we can get that done, here is what we need." Try it. You might like it!

Sincerely,
Rick