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project management

Include Your Whole Value Chain from the Start

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We need to gather input from the teams down the length of the entire value chain.

As an IT/IS project manager, I am often involved in the selection of business software. The RFP is a key component of any large purchase, as it allows us to compare several systems against a set of common requirements, including business, technical, cost, and support.

But it doesn’t go far enough.

It’s easy to focus on marketing, finance, and the end user requirements. But what about infrastructure, manufacturing, or field technicians? How about quality control or customer service? We need to gather input from the teams down the length of the entire value chain.

I’ve been in situations where two systems look great: functionality, front end, and cost all are where we need them to be. Vendors, of course, talk a good game. Their RFP responses look similar. On the surface they’re both shiny new sportscars with all the latest gadgets.

But then the technical folks get in there and check under the hood. They find one still has an engine circa 1980! There’s no way this will work in your organization. You don’t have the resources to maintain the servers or update the desktop-based application. And it makes no sense to revert your users to 32-bit!

Good thing you included the tech folks before you signed the contract.

But not all projects involve software.

Years ago, our company was struggling because our manufacturing costs were consistently high. A review of our new product development process revealed that the problem wasn’t our product, and it wasn’t the skill of our manufacturing team. It was the NPD process itself.

R&D would design a product, test it in their small, flexible lab, and hand it over as a defined product. They weren’t aware of the constraints of large-scale manufacturing. No one asked them how long it would take to change over a line.

Manufacturing was not involved in the process until the very end. They had no input! The result was a product that worked as designed but could have been made at half the cost if only someone had checked with them first.

In the software example, it is wise to plan for a technical deep dive with the vendor finalists. We don’t want to bring them in too early, before we’ve finished analysis on other areas. But adding this tech review as a normal part of our software selection process can eliminate years of headaches for end users, IT, and you!

For product development, we want to make sure all areas of the value chain are involved in the NPD process. That doesn’t mean Support has equal say in the design as R&D, of course, but reviewing early and keeping them in the loop can keep you from launching a product that’s unsupportable.

All projects rely on communication through the whole value chain, at each phase of a project. Pull in the experts when it makes sense and plan to make adjustments. Reach out to teams you don’t traditionally include. And be prepared for a better outcome!

All Metrics are NOT Created Equal

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Your data can show just about anything. But how do you know you’re showing the right data with the right amount of detail?

Mark Twain was fond of the saying, “There are three kinds of lies: lies, damned lies, and statistics.”  These words are as true now as they were back in the 1890s.

Living in this information age is incredible. There’s no waiting for another team to calculate and then hand over results. You don’t have to guess anymore—you know. This independence grants you both speed and security in your decisions.

With so much data available, and a myriad of ways to analyze it, it’s ridiculously easy to create the exact metrics you need to prove any point. You need no more than Excel to produce a compelling data story.

This, of course, adds amazing value to your project. You can spot trends in an instant and use a chart to make the impact hit home with your executives. Compiling results data and using it to determine the success or failure of testing takes seconds instead of days.

  1. It’s easy to slip into a pattern of going for flash instead of substance.

I’ve seen plenty of Project Management presentations showing colorful, complex charts with lines and bars…in 3D. Super cool. But I haven’t the slightest idea the point they’re trying to make. Lots of glitter with no substance.

To combat this, constantly remind yourself who you’re presenting to. I don’t know many executives who are impressed with flash. The easier you make it for them to understand the bottom line, the more you really will impress them. So, unless you’re presenting a new advertising campaign, all your design efforts should go into honing how to easily communicate your point.

2. We can make the data say pretty much anything we want.

It’s a matter of perspective. We can make a 1% increase look big or small, depending on the overall volume. Your judgment here is critical. If you’re concerned about a 1% increase, what other data supports the larger impact? Thinking through the supporting data will do more than help present your case: it will help you determine whether the change is as relevant as you initially thought.

Your stakeholders, including your team, aren’t going to know all the data available. They are trusting you to give them the information needed to move forward. What will best support them in their role?

When you are alone at your desk, take some time to play around with the data. Ask yourself questions like these:

  • What can I use to show a mitigation is working?
  • How can I prove out our success metrics?
  • How do I show the risk vs. reward of a decision?
  • What are my sponsors’ biggest concerns, and can I validate our solution?

This broad knowledge base will do a few things for you. First, it will give you a feel for the data available, and what’s useful and not. Second, when it’s time to answer a question or make an important point, you’ve already done half the work.

Keep in mind the goal of your project, and always focus your metrics to that end. I don’t mean to show the project is amazingly successful if that’s not really the case. Your job is to cut as clear a path to your goal as you can, and that means being honest about the backslides as well as the surges forward.

Finally, don’t discard a super-cool graphic just because it is flashy. Maybe a 3D chart is exactly right to help your team understand a trend on your project. Just consider the sparkle a bonus, instead of the heart of the communication.

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.

How Is A School Year Like A Project?

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f it has beginning and end dates, a goal, resources, and a budget, anything can be viewed as a project…so it can also benefit from project management.

Over the years, one of my most consistent readers has been my father (thanks, Pop!). He was a very successful public school Principal, Assistant Superintendent, and, in later years, Mentor to new Administrators.

He often comments on the connection between project leadership and school administration. But the vocabulary of project management is not something he’s familiar with. He’ll wonder if my readers understand what a “Launch” or “process owner” is without a vocabulary list.

Even though language may differ, the principles of project management cross industry boundaries. Most anything can be thought of as a project if you swap out the wording. So with that in mind, here’s my take on how the school year can be seen as a project, with clear project stages.

Initiate

  • Check your Charter: What’s the vision for the year? Do you have clear goals and an idea of how to reach them, from planting a third-grade flower garden to the annual school musical? And is this reviewed by anyone outside the staff (the team) like the School Committee or the Superintendent?
  • Just like all projects, receive your budget and start planning and tracking against it.
  • Gather dates of important milestones, such as first day, last day, vacation weeks, and holidays.
  • Nail down resource requirements and make adjustments (teachers, custodians, office staff). If they’re not already on board, hiring personnel and setting up contracts may be in order.

Plan

  • Schools don’t shut down when kids aren’t there. During the summer months it’s busy preparing for the students’ return with facility upkeep, supply orders, curriculum planning meetings, and special program proposals.
  • Lists of children are matched with classes, bus routes are worked through, and adjustments are made in all areas.
  • Communication planning is important here to let parents know the important calendar dates, their child’s teacher, class schedule, supply needs, bus pick up time, etc.
  • Risks are assessed, small and large. If the school is located somewhere cold, the risk is mitigated by adding snow days into the schedule. Teachers have sick days, just like the kids, and need to stay home from school. Both a substitute list and a way to contact them need to be in place before the beginning of the year.

Execution

  • Kickoff, of course, means the first day of school! Sometimes there’s even an assembly with everyone there, including the Principal and all the teachers, with presentations, instructions, special activities, and a building anticipation of the year to come.  
  • The “work gets done” during the school year—classes, testing, grading, gym class, music lessons, lunchtime, recess for the little ones, and those special programs you planned during the summer (like the third-grade garden and school musical)!
  • Risks are mitigated as they occur (such as unexpected maintenance issues), and additional risks are identified and handled accordingly.
  • Communication is constant—notices about Parents’ Night, homework, upcoming standardized testing, etc. Status updates are given to the School Committee or Central Administration, and individual meetings are held with parents.
  • Team meetings and workshops are held within the school for teachers and administrators to level up their skills or learn how to handle a new issue that’s come up.
  • Documentation is completed throughout the year, such as annual reporting to the state or updates to a grant that’s been given.
  • Launch is the last day of school. The staff has prepared the kids as much as possible but now it’s time for them to move on to the next level, whether that’s Third Grade, College, or a trade. There’s usually anticipation, a flurry of activity as the date approaches, and excitement when it finally arrives.

Close

  • After the frenzy of the last day of school, things start to slow back down and everyone has time to take a deep breath as they bring everything to a close.
  • There is always a period of clean up—physical (someone forgot their backpack), putting to bed documentation (recording the final records), and follow-on training (some students will attend summer school).
  • Schools will hold teacher meetings and talk through ways to improve for next year, a literal “lessons learned.”
  • Finally, resources are released and hopefully take some well-deserved time off…before it all starts again with next year’s Initiate and Planning stages.

This was only a glance through the lens to the school year as a project. So much more could be said, and I’m sure there are even greater parallels and examples.

For those of you outside the education system, I hope this helps you see how to adapt the principles of project management outside of the corporate world. No matter what we run, a project mindset can help us plan and execute with greater confidence. And it provides an simple but effective framework to communicate with our stakeholders.

Narrow & Deep or Shallow & Wide—it’s a matter of perspective

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view of river from high above is wide but shallow
While your vantage point is “wide & shallow” on your project, you’re seen as “narrow & deep” when you present to an executive.

I was talking with a client about communicating to the C-Suite. They were struggling with how to retain an executive’s attention, to make sure their points are heard…and remembered.

I’ll be honest, the higher you go the shorter their attention span seems to be. It’s easy to feel frustrated when you get cut off mid-sentence, or they take the conversation in a completely different direction, and you’re left with three minutes to make a case that needed a full ten.

There are several factors at play here, including your proximity to them (direct report vs. several layers down) and their own personality. But let’s focus on the main one: vantage point.

Think about the quantity of areas and topics they’re involved in. An executive needs to see and respond to dozens of different people, topics, projects, strategies, and issues. They can cut across the company, so their vantage point is one of standing on a mountain, watching a river twist across the landscape but not seeing the bear fishing in it. Their view is “wide & shallow.”

You’re on the ground. You notice the bear but can’t see beyond the next bend in the river. Your vantage point is “narrow & deep.”

Bringing this back to business, the CEO is responsible for many areas, but their role is to gather information and make decisions, rather than do the work in all these areas personally: “wide & shallow.” And the lower down the hierarchy, the more “narrow & deep” until an individual contributor is focused on accomplishing their daily tasks, like the bear fishing in the river.

This is natural…and relative.

Think about your own project. Your role here is considered “wide & shallow.” Your job is to understand, assess, schedule, and resolve, but as a PM, you don’t do the actual “building.” Your resources are “narrow & deep,” digging into the work itself, raising issues, and preparing information.

When your team member is faced with a challenge, you, as the leader, don’t need to understand every nuance; just enough to get to the heart of the matter and make a decision. While talking with your resource, you may realize the problem they’re facing is actually the symptom of a very different issue, and you’ll start asking them questions to understand how big that one is!

So while you are “wide & shallow” on your project, you’re seen as “narrow & deep” when you present to an executive.

Given this perspective, it doesn’t make sense for your executive meetings to focus on the details. Their vision is about a thousand feet up, and miles wider.

Even understanding why the higher up you go the less likely you are to have an executive’s full attention, how do you effectively communicate with them?

First, think carefully about what outcome you’re looking for. Is it advice? Help? Money? A “Go” decision? Maybe you want to convey confidence in your team/timeline/project?

Whatever your goal, the rest of your communication (meeting, email, phone call) should support that. I know it’s nice to tell the CEO how great your team is, but if the meeting is to get a decision to purchase new testing equipment, talking about your awesome team is just an opportunity to get sidetracked. (That’s not to say you shouldn’t ever praise your team, but in this circumstance, they’d probably appreciate the equipment more!)

If you’re having a 1:1 meeting, make sure to leave time for discussion. If you have a half hour, expect the first five minutes to be “How are you doing?” questions…if your executive is on time. Then you need a few minutes to set up the discussion. Remember that while you’re living and breathing your project, it’s only one of a dozen they’re following. So start with a status or reminder of where you are in the project schedule. (“As you probably know, we just finished training everyone on the new process and we’re getting ready to roll it out next month.”)

Plan some room for detours. (“How did the training go?”) If you load up the meeting with details, it will be tougher to know what to cut out when time runs short. The risk is you’ll rush through all your data, hoping you hit on the information they need to make a good decision.

I’ve mentioned it before: The more important the communication, the more time I spend preparing for it. If I need that purchase decision, and the CEO doesn’t know too much about it already, or I only get this one shot to ask, I can take hours…or days to prepare. Because the message and the outcome are too important to risk anything other than crystal clear communication.