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Riding the Waves of a Project

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Projects can be like riding the crest of a wave—super fast and exciting, but stressful. But along with the swells, there are troughs where suddenly there’s “nothing to do.” Take advantage of the troughs!

Projects can be crazy busy. Long days, back-to-back meetings, milestones, updates, and endless decisions to make. My stress level climbs just typing it out!

But there is a flip side that we don’t often acknowledge, and one that we should take advantage of.

While much of our project maintains hectic pace, there are also periods where we’re simply waiting. We may be in the midst of testing, or waiting for a contract to be signed. Or there’s no one around during the holidays so you hear, “We’ll pick it back up in January.”

I think of it as ocean crests and troughs.

While the surge of activity can be overwhelming, it is also exciting. We feel a sense of accomplishment when we solve a challenging issue or reach a milestone. We can even look back on a full day of meetings and be proud (and amazed) that we lived through it all! These wave crests are the reason they hired us, a professional Project Manager. No one handles it better.

But what about the troughs?

For me, this downtime can be more stressful than the crests. Too little to do is worse than too much!

Waiting is not my strong suit, I’ll admit. A day with no meetings is fantastic if I’m in the middle of creating a complex project schedule or preparing for a Launch decision. The rest of the time, however, I’m just about ready to jump out the window if there’s nothing else on deck. Which is why, over the years, I’ve learned how to take advantage of the slow times on a project.

I find these to be most useful during this “down time”:

  • Create a Project Plan. I’m not talking about a schedule but a Word document with a section for different project areas like testing, documentation, project strategy, and special considerations. Use this document to write out ideas, decisions, and plans. Allow your mind to flip between areas without the need to keep focused on one. You will likely never need to present this document, but I find that going back and updating it helps me retain the project thread when my schedule get crazy again.
  • Catch Up on Documentation. Not the ones you’re simply behind on, though yes, do those first! Take this time to start the next few documents you know you’ll need. (And having a Project Plan handy is a great jumpstart.) You may be months away from your launch date, but starting your Launch Plan (aka Cutover Plan, Go Live Preparation Plan, etc.) will take the pressure off later when things are busy—you won’t have to start from scratch.
  • Rest. It’s easy to say but so hard to do! Take time off if you can. Actually take a break for lunch instead of eating at your desk. Put in eight hours and go home (or shut down your laptop). I consciously try to slow down my typing speed so I’m more thoughtful in my chats and emails. And, as I work from home, I take a minute to step outside and breathe some fresh air.

We all know the wave crests will come again soon, and we’ll wish we took advantage of the downtime that comes with a trough. Plan for it now so you can take advantage when it hits.

Three Truths About Praise

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There are three truths of workplace praise. And all have their roots in communication style and human behavior.

The topic of workplace feedback is wide and deep. Maybe I will write a book about it someday, but to keep this article a reasonable length, I’m going to focus exclusively on praise.

There are three truths about praise:

  • Not many people take the direct path and say, “Good job.”
  • Most people are oblivious.
  • Not everyone likes to be praised.

Let’s look at each of these in more detail.

The Indirect Path

I was working with a client a while back who felt disconcerted because his manager never said, “Thank you.” He thought he was doing a good job at work, but never received direct positive feedback. When we took a closer look at the situation, the proof his manager valued him was right there all along.

Here are some clues that your manager is pleased with the job you’re doing:

  • You’re invited to meetings. Most people are so busy they think of another meeting as a punishment. But consider: Who else is at the meeting? Is it a topic that expands your current role? Will being involved create opportunities down the road or make your current job a bit easier? Most often, the invitation is a gesture of growing trust or belief in your abilities.
  • You’re called upon to present…again. Like attending more meetings, many people don’t enjoy presenting. But if you did a bad job the first time, your manager would hesitate to put you in front of an audience a second time. It’s actually a compliment to be asked to lead a meeting and share your knowledge.
  • Your manager stops attending your meetings or no longer wants to be copied on every communication. This isn’t a sign that they don’t care, but that they trust the work you’re doing. Just remember they expect you to keep them updated on the project’s progress, and to let them know if you need them to help resolve an issue.

Most People are Oblivious

Yes, it’s true. 😉

What seems like a monumental task to you, something you’re exceptionally proud of, your manager may never even mention. They’re not trying to ignore your good work. They just have a myriad of other things to do. (Hey, if they had time to do your work as well as their own, you wouldn’t have a job.)

A long time ago I had a friend who worked for a big supply company. He used to go in on the weekends when no one was around to inventory the warehouse, straighten the shelves, and basically do a ton of things that kept the place working efficiently during the week.

I’m sure you can guess what happened: his boss never noticed, and if he did, he didn’t say a word.

Don’t expect anyone to be focused on what you’re doing. Most managers expect you to do a good job—you were hired to do it, so just being competent won’t merit praise. There are no participation awards.

I gave my friend this advice and it is still relevant: either don’t do the extra work, or let your manager know the relevant outcome.

There was no reason for my friend to go in on his own time to clean the warehouse. He could do it, or assign someone to do it, during the workweek. If he wanted to show his initiative, he could have told his boss about a significant finding during his time the past weekend. Remember, fishing for compliments is unprofessional and will backfire. Better to focus on the outcome. And again, if there’s no benefit to the project or company, don’t do it.

If you have an “oblivious” manager, simply let them know a particular event or effort went well. Here are some tips to receive a positive reaction:

  • Keep your delivery in your normal communication style. You want your manager to focus on the event, not be distracted by your altered style.
  • Don’t tell them about every little thing; the big efforts won’t stand out.
  • Be consistent in your communication so sharing good news won’t come during a special meeting.

Not Everyone Likes to Be Praised

This may shock some people, while others will raise their hand and say, “Oh, yeah, right here!”

For those who can’t imagine anyone who doesn’t enjoy a good pat on the back (or bouquet of flowers), take a moment to think about your teams. You have many personalities and styles to manage every day. Your communication methods vary to make sure you reach everyone.

So if Brenda doesn’t speak during a meeting, or if Lonnie blathers on about everything he did last weekend, you will likely find they will receive praise very differently, too.

And there are more of these folks on our teams than we know. They usually just grin and bear it.

A few years ago, I worked with an amazing team lead. She was the lynchpin to success in her area. I wanted to let her know how much I appreciated her. But she told me that she hates (yes, hates) to be called out, even if it’s praise. And she didn’t just mean in the obvious, public way. Her name attached to a team thank-you email caused her discomfort.

For team members like this, balloons aren’t going to be well received. Here are some low-key ways that, if they accept anything, may work:

  • Reply to all their email / DMs. That’s it. Just do them the courtesy of acknowledging their communication.
  • Use their data. They want to contribute and to know they’re doing a good job. When you actually use their work product, they’ll feel valued.
  • Do something for the whole team, but not together. A team gathering is probably not going to fly. But something non-personal will be more appreciated, like letting people know that next Friday you want everyone to take off at noontime (if within your power).

At the end of the day, the most important part of praise is paying attention to the communication style of the person on the other end of the line. When you’re seeking validation, you may want direct feedback but receive indirect signs of trust. On the other hand, you may feel uncomfortable with a public shout-out, but your manager loves to hand out awards.

And when showing appreciation to a team member, the best outcome happens when you focus on their most receptive communication style, not your own.

Is your role sliding from PM to BA?

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It’s easy to slip into doing BA work. Is it taking away from your PM role?

I started my career as a Business Analyst at a software company (we were called “Application Consultants” back then). I loved my job! Nothing better than poking into a new company and figuring out what they do and how they do it…and then making the software sing to help make life easier for the users.

As time went on and I moved into Project Management, I never lost my interest in the process…or digging around in the software.

The PM’s role is not the same as the BA’s. I think of the PM role as broad and shallow vs. the BA’s as narrow and deep. That’s an oversimplification, of course, but here’s what I mean:

Unlike a BA, as a PM you don’t need to understand the nuts and bolts of the solution, and your job isn’t to sit with the users to gather requirements and set up test cases to make sure all requirements are sufficiently met. Likewise, unlike a PM, a BA isn’t focused on cross-department communication and how the project fits into corporate strategy. And a BA won’t be staring at a 6-month project plan, trying to find those 2 weeks we can use as cushion when things start to get off track.

One of the biggest risks we personally face on a project is being told, “We’re assigning you a BA…but she’s a shared resource.”

Why is it a risk for us? Because it’s very easy to slide, ever so subtly, into doing both roles. And one day you find yourself overwhelmed, trying to do it all, not being able to give your full attention to anything!

A friend of mine had the opportunity to step into a recently vacated PM position. He was currently performing a BA role on the project, so he gave the client the choice: He could be a PM or a BA, but not both because the project was too big and the timeline too short. I admire my friend for being clear with the client and sticking to his guns. He knew the dual role would set him (and the project) up for failure.  In the end, the company moved him to Project Manager and got another BA—smart move!

When you are considering a job change, a new consulting opportunity, or even a new project, make sure to ask questions about your resources: Will you be sharing your BA? Do you even have a BA? If it is a large project, will there be several Business Analysts, or is one person assigned—and how much experience do they have? 

If there is no BA, are you expected to cover that role? Does the company even understand the responsibilities and importance of the Business Analyst role? Red warning lights should be flashing if the answer is, “Oh, the Subject Matter Experts will write all the requirements and stuff.”

Now, sometimes it is possible to be both PM and BA. I am happy to take on BA responsibilities (see the first paragraph above!), but I do so with eyes wide open. When reviewing a new opportunity, I make sure the dual role is discussed up front so we can set some expectations and ground rules. I make an assessment of the company and the project, and if I believe they’re asking way too much of one person, I decline the opportunity.

Finally, there are many PMs who want to stick to straight Project Management. Asking questions about the project’s BA resources is key, as well as setting those ground rules around responsibility, so you have something to refer to when you find you’re the only one around who knows how to write test scripts.

If you’re thinking, “Oh, yeah, we need a RACI,” then you’re exactly right. We don’t usually have a RACI built before we start a new job or project, but it should be high on your priority list once you do. A simple chart of “who is responsible for what” gives you a solid foundation when things start to get crazy.

PM Consulting – Mastering the Interview

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How do you leave an interview demonstrating you’re the perfect fit?

Consultants are constantly looking ahead to the next assignment. Since the nature of consulting is temporary, we can’t afford to shut down our networking efforts and let them fade while we work on our current project. Logically, if we wait until we’ve rolled off from the existing client, it will take a lot more effort to ramp up again, reconnect with our network, and then start looking for a new opportunity.

So while we are focused on our current client, project, and team, we are also working on relationships, looking ahead to trends in the market and industry, and leveling up our skills so we can transition smoothly and quickly from one job to another.

When the next great opportunity comes along, all that long-term preparation helps us be ready for the next step: the interview.

The most fundamental advice I can offer is this: you will never be an exact match for a job posting. There will always be some software, product, or project nuance that you don’t know. But if the company has requested an interview, chances are you have at least the minimum skillset they require. So don’t let the fear of “I’m not a perfect fit” hold you back.

Showing positivity and confidence in your abilities are the obvious ways to combat that fear, but it’s easier said than done. Let’s talk a bit about what’s behind that confidence and what brings that genuine positivity to the conversation.

Keys to demonstrating your fit

  • Focus on the client. Are you there to help the company and the project? Do you really believe you can make a difference…or are you just hoping to get someone to hire you? No company hires a consultant for his or her benefit and growth. They have a need, and they’re doing their best to bring on the right person for the job. And since you’re, by definition, not a permanent employee, you have even more reason to focus on the benefits they will receive when you come on board.  

  • Understand your experience. Have you been in situations before where you had to learn something new and succeeded? Have you done something similar in the past that is close enough that you could ramp up quickly with this new tool/methodology/product? A little research can help here. If you understand something about the company’s product or industry, you can use that to draw parallels to your own experience.

  • Bring the energy. This doesn’t mean all you introverts should suddenly love the spotlight. If your energy is calm confidence, you need to show it. Don’t sit back and make the interviewer pull information out of you. Lean into what the interviewer is saying. Ask basic but thoughtful questions and listen actively to the answers. This isn’t a tennis match. Working together for a good interview helps you both picture working together on the project.

  • Enjoy discovery. This is one of the keys to my own success. Every new contract brings with it a ton of opportunity for discovery. Not just the bits on the job posting, but a whole new group of people, a different corporate culture, and new challenges and methodologies on the project itself. You will likely learn a new set of tools, too. All this brings the need for you to stretch and grow.

Don’t just “look” interested

When you’re truly interested in this opportunity for discovery, it shows. Of course, this doesn’t imply you should bounce up and down in your seat like a toddler. But if you have energy behind your words, you’re genuinely looking forward to all you’ll be involved with, it will come through loud and clear.

Interviewing for a permanent position takes a similar attitude to consulting. But the overall mindset when going for a temporary position is just that: a knowledge and understanding that your job is to get in, hit the ground running, and take as much project management burden from the permanent employees as possible. If you decide the company is not the right fit during the project, you can always leave when your contract is up.

When you have the right focus during the interview, they will get a much better sense of who you are, what you can do, and how you will fit in.

And that will naturally give you more confidence in return.

PM Tasks – You’re Not Alone

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A picture of a cat is always more fun than looking at a PM working hard, don’t you think?

It’s been a while since I’ve written a post for my Leadership Notes blog. My apologies!

I’ve been hard at work on a new project (or three). I’m sure you can understand; it’s intense, heads-down digging in, learning the players…the requirements…the timelines…and, as a software implementation PM, the product.

So while I get back into the swing of writing about leadership, know that you are not alone in your daily routine. I’m living the same joys and frustrations that you are. With one year of experience or thirty-five, we have the same work to get to a successful Close, and there are no shortcuts.

Here are a few thoughts I’ve had over the past few weeks:

  • Scheduling is a bear. All the tools and formulas in the world can’t remove the depth of consideration that needs to go into a solid plan. And no matter how much time and effort you put into it, be prepared for it to change. Because…things happen. Remember: it’s not the plan, it’s the planning.
  • Don’t put yourself into a box. It’s easy to say we’re only going to do “project manager things,” to run meetings and create the budget and communication plans. But sometimes, leading also means we need to get our hands dirty. If there’s no one to lead the training team, and it’s in your wheelhouse, pick it up and run with it. Success comes when we all pitch in—wherever we can.
  • We’re not in charge of everything. Sometimes we hand over the reins to a team member in charge of a workstream. And if the executives are talking about a directional change in the project, sometimes all we can do is accept it. We are there to make sure the company’s goals are being met, and that can mean taking a step back.

Keep putting one foot in front of the other. You’ll reach your destination – and so will I!

Do You Know How To Use Your “Puppy License”?

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Puppies can get away with a lot more than older dogs!

When our dog, Lumos, was young, we took him to puppy training. It started with Good Dog 101 and he loved it so much we went onto 201 and then Basic Agility!

One of the things the trainer said in that very first class was this: your new dog has a Puppy License. When older dogs are around him, they will put up with his antics—jumping and nipping and playing. But as he gets older, he loses his Puppy License, and you’ll notice the other dogs will quickly put him in his place if he gets a bit too rambunctious or playful.

I always think of this when we’re on a walk and meet a puppy along the way. Lumos will let the puppy, well, be a puppy. But at a certain age, he’ll only put up with it for so long before a short but definitive bark will settle the other dog down. “That’s enough! Time to act your age,” he seems to be saying.

When you start a new job, position, or project, you have your own Puppy License. Only we call it a Ramp Up Period.

During this period you are allowed to introduce yourself and ask lots of basic questions. You’re expected to, in fact. And your job is to gather a lot of information about your new world because before you know it, the time for ramping up is gone and you lose your Puppy License. You’re expected to have analyzed the information and come up with solutions, not ask more basic questions.

Here’s how to get the most out of your Puppy License:

  • When introducing yourself, let people know who you are, how long you’ve been there, and what your role is. You are definitely not at the top of everyone’s mind. Don’t feel bad if they forget exactly why you called a meeting!
  • Let them know you’re gathering information and may ask a few very basic questions. This way they won’t worry you don’t really understand what you’re doing.
  • Ask them if there is anyone else you should be talking to, or any information that you need but haven’t asked for. People want their new colleagues to succeed. They also remember what it was like to be “the new guy.” And they enjoy sharing their knowledge.

Every once in a while you’ll run into someone who couldn’t be bothered with someone new. In this case, I save them for last. I gather as much information as possible so when I talk to this person, my questions aren’t so basic.

The next trick is moving from Puppy to Adult without spending too much time in Adolescence! But that’s a topic for another day.