Tag: Project Managers

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Which of These 5 Types of Project Managers Are You?

The outcome of a project largely depends on the behaviour of the manager as their actions will directly influence the behaviour of the team. Even with all the efforts, employees may put forth to salvage a once positive work environment, at the core of every toxic working environment is the bad manager. There are different types of managers, and each one has their own characteristics that determine how employees will react, the working environment and overall production.  Five common types include:

1. Laissez-Faire

‘Laissez-Faire’, is French for leaving things to take their own course without interference. These types of managers tend to leave subordinates to get on with the work on their own and have little to no communication with them. They fail to provide regular feedback when supervising. Though this form of management may seem irresponsible, it requires a lot of trust. Highly experienced and capable employees need very little interference, as they are trusted to do the task to the best of their abilities. However, when it comes to employees with limited experience, this form of management means there will be low production value as these employees feel they do not have to do any work due to the lack of authority they have over them. It can also make these employees a lot harder to control and since work is not being done, resources, money and time are wasted, which in turn increases the costs of the project.

2. Autocratic

This form of management is most suitable for places such as the Army as it gives the manager complete power. These types of managers make all the decisions with very little or no input from the subordinates, and since they have total authority over them, employees find it hard to challenge the manager. This can create an atmosphere of fear and because of this quality of work and production may increase, however, retention rates might increase along with it, as employees may feel threatened and begin to resent their job. Nonetheless, this form of management might be suitable for employees who need close supervision as they need to be told what to do and when, but creative employees will find it hard to work in an autocratic environment.

3. Participative

This type of manager values every member of the team and listens to whatever input employees may have. However, the manager ultimately makes the final decision. This form of management will increase morale as employees make contributions towards the decision-making process and they feel that their opinions matter. With this management style, the employees easily accept changes in the company as they played a role in the process. As morale increases, production will increase along with it, making this a very effective management style.

4. Transactional

This management style is used to give out either rewards or punishments to employees depending on their performance. The manager along with the employees set goals together and agree on rewards or punishments depending on whether or not they reach their goal. The employees then follow direction and instructions set by the managers in order to achieve the goal. The manager has the power to analyze the results of the project and either give out rewards and praise the employees or train the employees depending on the outcome.

5. Transformational

This type of management is used to increase the morale of the employees and is normally used in situations where employees feel discouraged. There are high levels of communication between the manager and the subordinates to reach their goals. These leaders motivate the employees and enhance efficiency and production using communication. These types of managers delegate smaller tasks to smaller teams and focus on the big picture to achieve their overall goals.

Conclusion

There are many different types of managers, and some are used specifically to adapt to certain situations. Some management styles are more effective than others however it depends on the type of employees they are supervising, the task at hand, and the goals that are set.

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3 Tips for Dealing with a Manipulative Project Co-Worker

Are you stuck working with a project manager who is manipulative and dishonest? If you are, you’re not alone!

Today’s workplace is a cut-throat environment with everyone trying to get ahead in some way, shape, or form. It’s no surprise that there are malicious, sneaky project managers who will do anything to get a leg up to succeed or survive, even if it means throwing you under the bus. Like a clever politician, these project managers keep their desires hidden, but underneath a friendly and charming exterior is a highly destructive individual whose goals are power and control. Pretending to pursue the greater good, he or she adopts the mantra of “company first” with a fervency that inspires admiration and respect, and most people accept his or hers claims of a selfless pursuit of noble causes.

Regardless of your industry, profession, experience level or company, these manipulative people exist and, if given the right opportunity, they can ruin your reputation and career prospects. They’ll tell you that the entire team hates you, thinks you’re arrogant, stupid, or incompetent, and attempt to manipulate you into believing that their opinions are objective facts. A study published in the Journal of Applied Psychology called it “social undermining” and “bottom line mentality.”

“According to a recent survey,  roughly 90% of folks who read this post are presently working with at least one person who, mentally, would be described as a manipulator”.

Proving yourself in a new organization is hard enough. When someone manipulates and lies about you, it can hurt your relationships, your reputation, and your career. Luckily, Project Journal has 3 tips for effectively dealing with this workplace danger.

1. Don’t Ignore Your Gut
I should’ve seen it coming. Unfortunately, there isn’t a clear-cut answer to the question “Friend or foe.” If you find yourself putting up your guard around a co-worker, you might wonder if you’re imagining things and being paranoid? Well, maybe you are, but under no circumstances should you ignore your feeling. From experience, this is often the very first sign of trouble. Weak leaders sometimes resort to emotional deceit as a weapon for getting things done. Try to consider facts objectively. Manipulation is normally felt, rather than heard or seen, so you must listen to your gut.

What makes you mistrust this person?  Do they constantly gossip? If so, be careful as those who gossip to you, will probably be doing the same about you too and like Mom always said, “If you don’t have anything nice to say, don’t say anything at all.” Plus, you don’t want to get caught up in the drama when people find out about this control freak’s gossiping.

Trust that you will be thrown under the bus when “stuff” hits the fan. If you’re still unsure, you should run their behaviour by objective people you trust. As trust is built on the foundations of a good relationship, instead of basing trust on someone’s words, observe their deeds.

2. Dealing with a Bad Apple
There’s a lot to be said for the old saying, “One bad apple can spoil the whole barrel.” Not only is that true for fruit, but it holds a lot of merit in the work environment. Rude behavior is contagious. Toxic manipulative employees have an unhealthy ripple effect that harms co-workers, managers, and subordinates alike. They lack positive personality traits, such as genuine concern for others, a generous and understanding nature, a desire to teach and encourage, a desire to have straightforward dealings with others. They dwell in a very dark place lit only by their own ambition.

“It takes just one malicious employee among the ranks to wreak havoc on your team’s culture.”

Healthy human interactions are not dominated by manipulation. If you feel you can’t trust them, don’t. Manipulators do not communicate openly. Instead, they resort to flattery or play the victim to gain your trust and sympathy. Through artful, indirect and devious methods, they influence and control others and have a fair amount of social support, most likely because no one wants to be on their bad side. But that doesn’t mean their behavior isn’t harmful.

Your priority in this situation must be to protect your professional standing. Begin documenting every instance of destructive behavior and take it to a higher authority. When a co-worker starts manipulating you and ignoring the behavior doesn’t work, distance yourself, if possible and keep all correspondences. When colleagues try to sabotage you, they might tell you lies to cause you to make mistakes. The more you cover yourself, the less you have to worry about. Change your passwords, shut down your computer when you leave your desk, and keep sensitive documents under lock and key. Remember to “choose your words carefully when sending emails so that things you write can’t come back to bite you. Unfortunately, if you lose your cool, you will be in danger of looking undignified.”

“When you know what a man wants you know who he is, and how to move him.”
’- George R.R. Martin, A Storm of Swords

It can be tempting to excuse the antagonistic worker who seems zealous about his job, but clearly, those employees may be undermining the entire workforce. Being direct lets the other person know you’re aware of their manipulative behavior, and in some cases, that may be enough to nip it in the bud.  If you stay out of their world of negativity, you will be a much more difficult target for their manipulation.

3. Counteracting Sabotage
Manipulators are blind to the serious defects in their character, but keenly aware of the slightest weakness or imperfection in others. They are judgmental, suspicious, demanding and calculating, all negative personality characteristics. Even their outward charm is cold and calculated. Before you can deal with the situation, you need to understand the impact.

Is it a small lie with little effect? Is it a big lie that requires damage control or even legal action? Consider how others might view the situation. Although it may be difficult, the best choice might be simply to move on as the people who make it in the long-term are the ones who are honest, hardworking and able to maintain their professionalism.

“According to a recent Wall Street Journal article, workplace sabotage is on the rise in this difficult economy.”

If you choose to directly address the situation. It is critical to use neutral language and tone of voice. Do not stoop to their level, it is important to keep your integrity. Consider having witnesses to your conversation so it’s not your word against theirs.

Your final action can be accepting an apology and moving on, or it can be reporting the lie to a higher authority. In extreme cases, it can be making a formal complaint or hiring an attorney. It’s smart to search for job postings, even when you have no intention to quit. Obviously, you don’t want to let one bad apple lead to your resignation but, if nothing else, knowing you have options can help you feel more empowered and in control of the situation.

Other signs sabotage may be in the works: You don’t receive a promotion or responsibilities you logically should have gotten; cold or averse behavior from management that is (seemingly) out of nowhere; sudden and unexplained alienation by individual co-workers or even entire cliques; or unwarranted and continuous kind behavior from someone that was formerly aloof, ambivalent or even aggressive.

Manipulative behavior is widespread, but fortunately, it doesn’t exist everywhere. Do you have manipulative co-workers? How do you dodge their requests and still manage to pave a successful career path?  Tell us what you think?

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Politics and Project Management, a Lesson in Leadership

We all know that the more power you have, the better you are able to get the job completed. The problem is most project managers have lots of responsibility, but hardly any authority and since most projects exist outside core business structures, they are forced to develop other methods of influence.

One unspoken evil that is often ignored on project management training courses is the politics of project management. While most of us view politics with disgust; there is no refuting that effective project managers are often seen as those who are equipped and able to employ fitting political strategies to further their project goals. 

“In a Perfect World the Best Workers Would Be Promoted on Merit Alone and the Best Ideas Would Be Adopted Regardless of Personal Interest – but We Do Not Live in Utopia”

Have you ever included ‘office politics’ as a risk on your risk register? Probably not. Though, consider the potential implications of ignoring the ugly stepchild of project management?

“The Objective of Office Politics Is to Manipulate a Situation in Order to Achieve an Outcome That Will Benefit One Individual or Group at the Expense of Other Individuals or Groups.”

While it is unlikely that ‘office politics’ would be listed directly as a risk on your risk register, it is quite likely that one or more of the outcomes of it would. As a result, if you want to survive and prosper in the real world you need to combine good work with smart politics to ensure your own success and that of your projects. The biggest mistake a project manager can make is to assume that politics in project management doesn’t exist. After all, politics is human nature and has played an integral part in history since the dawn of civilization.

In a group where working interactions are fraught with tension and individuals have their own personal agendas or want to be “top dog” personal conflicts will often get in the way of the project aims. Issues between members of the team become the over-riding concern both for the individuals afraid and sometimes even the project manager. Meetings can consist of jostling for power or simply trying to justify your position and when that happens progress on the project will undoubtedly suffer.

For most project managers, playing politics is a form of slow, soul-destroying torture where logic, self-control, transparency and trustworthiness are replaced by deception, concealment, and sabotage. However, ignoring the external and internal politics surrounding your project or organization is dangerous. Successful project managers need to understand organizational politics and how to make them work for project success.

In the case of project politics you can use these key techniques in a constructive manner:

Carefully Manage Your Own Conduct

  1. The first rule is to at all times act in a way that commands respect and beyond that, respect others. That means not gossiping, spreading rumors or getting sucked into interpersonal conflicts and arguments. Maintain your honesty!
  2. Be positive as a positive outlook is a choice that you can always make and remain professional. 
  3. Be confident and firm but not hostile and make sure you take organizational perspectives, not a personal one when voicing objections or giving criticism.
  4. Always assume things will be disclosed, so don’t rely on confidentiality.
  5. Over time you will learn what works in your organization’s culture and what doesn’t. Try to watch other people and identify successful behaviors that you can model to navigate the political minefield.

Review the Organization Chart

  1. Sit back and watch for a while. Identify the real influencers, those who are respected, champions, those who have authority but don’t use it, the mentors and last but not least the true brains behind the organization. Then re-map the organization chart in terms of political influence as politics will often bypass the formal organization chart.

Understand the Social Network

  1. Once you know who’s who in the organization, you have to understand the social networks. This involves identifying who gets along with whom, groups or cliques that have formed and ongoing interpersonal conflicts. Over time you will learn who has the most trouble getting along with others and the basis for the interrelationship whether it be friendship, respect or manipulation, including how the influence flows between all parties.

Build Good Relationships

  1. Now you need to build multiple networks but avoid aligning yourself with one group or another this way you can keep your finger on the pulse of the organization.
  2. Don’t be afraid of politically powerful people and instead, develop relationships that cross the formal hierarchy in all directions.
  3. Build your relationships on trust and respect and avoid empty flattery.

Use Your Social Network

  1. You will need to learn to use your social network to stay clear of negative politics. You can do this through positive political action.
  2. Use your network to gain access to information, build visibility of your achievements and improve difficult relationships.
  3. Attract opportunities where you can shine and seek out ways to make yourself, your team and your boss look good.

Counteract Negative Play

“The Expression, Keep Your Friends Close and Your Enemies Closer” Couldn’t Be Any Truer When It Comes to Office Politics.”

  1. Your mapping of the organization will help you to identify those people who use others for their own political purposes, and not for the common good. Know that these people typically have low self-worth (that’s why they rely on destructive politicking to get ahead). Always be very careful what you say to them.  Understand what motivates them, their goals, and how to avoid or counter the impact of their politics
  2. Remember loyalty is not a reliable factor in the workplace!

“It is easy to become a target if you’re ambitious or if you strive for change. One of the biggest mistakes we make in our career is to assume that everyone likes progress. This is not true’Å —’Å many are content with the status quo and will defend it with their life.”

Projects are rarely easy and office politics can compound other sorts of problems that arise so they need to be dealt with swiftly and firmly. 

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15 Shocking Project Management Statistics

15 Shocking Project Management Statistics

The project management landscape is changing  with an increased emphasis on productivity, reporting, and information technology. A number of studies have been completed that look into the success and  failure rates of projects.

Below are  15 shocking  statistics that reveal how project management has changed and is performing across various industries over the last 5 years.

  1. There is  projected to be 15.7 million new project management roles to  be added globally across seven project-intensive industries by 2020 reaching an economic impact of over $18 trillion, across seven project-intensive industries  including  Manufacturing, Finance & Insurance, Information Services, Utilities, Business Services, Oil & Gas  and  Construction (Project Management Institute)
  2. 75% of IT executives believe their projects are “doomed from the start. (Geneca)
  3. The healthcare industry is projected to increase project management roles by 30%,  a higher growth rate than any current project intensive industry between 2010 and  2020. (Project Management Institute)
  4. A third of all projects were successfully completed on time and on budget over the past year. (Standish Group)
  5. 80% of “high-performing” projects are led by a certified project manager.  (PricewaterhouseCoopers, Insights and Trends: Current Programme and Project Management Practices 2012)
  6. One in six IT projects have an average cost overrun of 200%.  (Harvard Business Review 2004)
  7. 44% of project managers use no software, even though PWC found that the use of commercially available PM software increases performance and satisfaction. (Pricewaterhouse Coopers)
  8. More than 90% of organizations perform some type of project postmortem or closeout retrospective. (The Standish Group: CHAOS Research Report 2013)
  9. On average, it takes 7 years in the profession to go from entry-level to managing large, complex projects.  (ESI International: Annual Salary Survey 2013)
  10. The average large IT project runs 45% over budget, 7% over time, and delivers 56% less value than expected. (Project Management Institute: Pulse of the Profession 2015)
  11. Only 64% of projects meet their goals. (Project Management Institute: Pulse of the Profession 2015)
  12. 60% of companies don’t measure ROI on projects. (KPMG New Zealand: Project Management Survey 2010)
  13. The United States economy loses $50-$150 billion per year due to failed IT projects. (Gallup Business Review)
  14. In just a 12 month period 49% of organizations had suffered a recent project failure.  In the same period only 2% of organizations reported that all of their projects achieved the desired benefits.  86% of organizations reported a shortfall of at least 25% of targeted benefits across their portfolio of projects and many organizations failed to measure benefits so they are unaware of their true status in terms of benefits realization. (KPMG – Global IT Project Management Survey 2005)
  15. According to an IBM study, only 40% of projects meet schedule, budget and quality goals. (Harvard Business Review 2004)

If you have any other project management statistics please share them with us.

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A Day in the Life of a Project Manager

Managing Daily Routines: A Day in the Life of a IT Project Manager

We all know that project managers are responsible for managing projects through to completion while remaining on time and within budget, but how exactly do they do it? What does a typical day look like for a project manager?

Here’s a sample of what a typical day might look like for a project manager.

The Early Bird Gets the Worm, Success Comes to Those Who Prepare Well and Put in Effort

8.30  am: Starting the day
After settling in for the day’s activities, it’s time to plan out the day. Start up the computer, email clients, draft team schedules, organize time sheets and  create the to-do list.

To-do lists help managers and their teams stay on track. If a manager notices that one team member has yet to deliver an assignment, they can address this issue first thing in the morning; otherwise, delays can build up and affect the project. Likewise, lists help managers see the next course of action for projects.

9:15 am: Time to get moving

Efficiency is a must and there is no time to be wasted in project management. After a quick review of project plans and to-do lists, the manager must be prepared to get his team moving right away.

Round up team members, review the project’s current position and emphasize the next course of action. In order to get the team moving on assignments, strong project managers set deadlines throughout the day.

Morning team meetings are also necessary to make sure each member understands the project and their assignments. It’s also a time to answer any questions for clarity or to get feedback or concerns from individuals.

While daily group meetings can be important, they are not always necessary and can be counter-productive. If the team is on the same page and everyone is ready to tackle the tasks of the day, spend a short period re-grouping so that the team can get on and complete their assignments. There’s no need to spend hours planning and reviewing.

10 am: Meetings, meetings, meetings
More than one project manager will be  more than likely  in the office  and they will all need to work together for the benefit of the programme. This is why meetings with other managers and higher ups are necessary in a project manager’s day.

Meetings allow each project manager to go through the status of their respective projects and to track the weekly schedule and other deadlines. It is also a time to address any business-critical tasks that might come up.

It’s worth considering that only 7% of communication is spoken. The other 93% is made up of tone (38%) and body language (55%). So although facts and figures are easily communicated via email, letter or phone, an actual discussion or negotiation is best handled where you can see the other person and therefore are able to see for yourself what their tone and body have to say on the matter.

10:30 am: Tackling the small stuff
Meetings will be on and off throughout the day for project managers, which is why it’s important to tackle the small tasks in between appointments. Small tasks include wrapping project reports, booking future meetings, answering correspondences with other colleagues, reviewing items and team reports among other things.

It’s also important to schedule post-mortem meetings with the project team  to review the success of  projects  in order  to apply any  lessons learnt to future projects.

11 am: Project kick-off meeting
When one project ends, another begins, which means it’s time for yet another project kick-off meeting. Kick-off meetings can take on various forms, depending on the type of business. However, they all share the same basic needs.

Every individual involved with the new project should be in attendance and have the latest version of project specifications in written form. As project manager, it might be wise to send this to team members several days before the kick-off meeting to ensure everyone has time to review.

During a kick-off meeting, it’s important to review the overall goals for the project, both commercial and technical details, break down functional requirements, and spend time for discussion and questions. By allowing team members to communicate questions and share ideas, it opens the lines of communication and may bring up potential concerns that might have been missed in the initial planning stages.

Conclude kick-off meetings with a definition of the next steps and be sure individuals are aware of deadlines and their assignments.

11:30 am: Reviewing project specs, budgets and scheduling submissions
Other important tasks to tackle in between meetings include reviewing specifications and budgets and schedules for future projects. If a project begins that day, now would be a good time to  apply the  finishing touches to the project documentation before presentation and approval.

When it comes to establishing project estimates and budgets, a project manager must bring all of his experience into play in order to create a realistic budget that includes wiggle room for factors such as project complexity, team experience and skill levels, stakeholders involvement, time needed, third-party services needed, and contingency allowances among many other things.

It’s Not Easy to Squeeze in a Lunch Break, but It’s Often Necessary for the Project Managers Health and Sanity

12 pm: Lunch
In the midst of the seeming chaos that is project management, be sure to fuel up for the rest of the day’s work. Lunch is also a great span of time to check in with team members to make sure they are still on target for later-day deadlines.

2 pm: Launching the next project
After digesting lunch, it’s time to launch the next project. Get the whole team ready to go live and present the project to the client and begin testing aspects of the project in a live environment. It’s a time to spot problems and address them and review schedules and deadlines and other project needs.

3 pm: Time for everything else
The final two hours in the office are spent addressing everything else on the project manager’s plate. A project manager must be good at multi-tasking and whatever duties couldn’t be accomplished throughout the day are reserved for the final hours. Most of the time, lower priority tasks are reserved for afternoon hours. These tasks could include project update meetings with various departments, logging finances, reviewing monthly project schedules, approving time sheets, writing weekly reports, sorting purchase orders and communicating with suppliers. There are so many other small to-do list items that project managers are responsible for, but are often overlooked.

Spending Time at the End of the Day as Well as the Beginning to Review and Plan Will Only Help You Succeed as a Project Manager

5 pm: Review the day, plan for tomorrow
Before heading home, review the day’s list and what’s been accomplished. Anything that has been added or was left unfinished should be scheduled for the next day or sometime throughout the week. Reflect on your team’s work and clear the email inbox. Use a filing system that makes sense for you and be ruthless about deleting stuff. The beauty of an empty inbox is a thing to behold. It is calming, peaceful and wonderful.

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65% of Mega-projects Fail

There’s a reason why  Mega-projects are simply called “Mega-projects.” Extremely large in scale with significant impacts on communities, environment and budgets, mega-projects attract a lot of public attention and often cost more than 1 billion. Because of its grandiose, a successful mega-project requires a lot of planning, responsibility and work. Likewise, the magnificence of such projects also creates a large margin for failure.

Mega-projects Come with Big Expectations. But a Project’s Success Is Often in the Eye of the Beholder

Despite their socio-economic significance mega-projects – delivering airports, railways, power plants, Olympic parks and other long-lived assets – have a reputation for failure. It is thought that  over optimism, over complexity, poor execution, and weakness in organizational design and capabilities are  the most common root causes of megaproject failure.

Blinded by enthusiasm for the project, individuals and organizations involved with mega-projects often miscalculate the complexity of the project. When a mega-project is pitched, its common for costs and timelines to be underestimated while the benefits of the project are overestimated. According Danish economist Bent Flyvbjerg, its not unusual for project managers who are competing for funding to massage the data until it is deemed affordable. After all, revealing the real costs up front would make a project unappealing, he said. As a result, these projects are destined  for failure.

For example, building new railways spanning multiple countries could prove to be disastrous if plans are overly complex and over-optimized. Such a large-scale project involves national and local governments, various environmental and health standards, a wide range of skills and wages, private contractors, suppliers and consumers; therefore, one issue could put an end to the project. Such was the case when two countries spent nearly a decade working out diplomatic considerations while building a hydroelectric dam.

Complications and complexities of mega-projects must be considered thoroughly before launch. One way to review the ins and outs of a project is through reference-class forecasting. This process forces decision makers to look at past cases that might reflect similar outcomes to their proposed mega-project.

Poor execution is also a cause for failure in mega-projects. Due to the overoptimism and overcomplexity of a project, it’s easy for project managers and decision makers to cut corners trying to maintain cost assumptions and protect profit margins. Project execution is then overwhelmed by problems such as incomplete design, unclear scope, and mathematical errors in risk assessment and scheduling.

Researchers at McKinsey studied 48 struggling mega-projects and found that in 73 percent of the cases, poor execution was responsible for cost and time overruns. The other 27 percent ran into issues with politics such as new governments and laws.

Low productivity is another aspect of poor execution. Even though trends show that manufacturing has nearly doubled its productivity in the last 20 years, construction productivity remains flat and in some instances has even declined. However, wages continue to increase with inflation, leading to higher costs for the same results.

According to McKinsey studies, efficiency in delivering infrastructure can reduce total costs by 15 percent. Efficiency gains in areas like approval, engineering, procurement and construction can lead to as much as 25 percent of savings on new projects without compromising quality outcomes. This proves that planning before execution is worth its weight in gold.

We Tend to Exaggerate the Importance of Contracting Approach to Project Success or Failure

Finally, weaknesses in organizational design and capabilities results in failed megaprojects. For example, organizational setups can have multiple layers and in some cases the project director falls four or five levels below the top leadership. This can lead to problems as the top tier of the organizational chain (for example, subcontractors, contractors and construction managers) tend to focus on more work and more money while the lower levels of the chain (for example, owner’s representative and project sponsors) are focused on delivery schedules and budgets.

Likewise, a lack of capabilities proves to be an issue. Because of the large-scaled, complex nature of mega-projects, there is a steep learning curve involved and the skills needed are scarce. All the problems of megaprojects are compounded by the speed at which projects are started. When starting from scratch, mega-projects may create organizations of thousands of people within 12 months. This scale of work is comparable to the significant operational and managerial challenge a new start-up might face.

In the end, it seems that if organizations take the time to thoroughly prepare and plan for their mega-projects, problems like overcomplexity and overoptimism, poor execution, and weaknesses in organizational design and capabilities could be avoided. After all, mega=projects are too large and too expensive to rush into.

 

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How To Deliver On The Promise of MegaProjects

Due to the large scale and outlook attached to them, mega-projects have a large opportunity for failure. Typically, the failure begins at the outset of the project, whether that be due to poor justification for the project, misalignment among stakeholders, insufficient planning, or inability to find and use appropriate capabilities.

Underestimated costs and overestimated benefits often offset the baseline for assessing overall project performance. This is why it is important for organizations to first establish social and economic priorities before even considering what projects will answer their needs. Once social and economic priorities are established, only then can a project be considered. Selecting projects must be fact-based and transparent in order to ensure accountability with stakeholders and the public.

Successful Megaprojects Must Have Robust Risk-analysis or Risk-management Protocols

It’s also important to maintain adequate controls. Successful megaprojects must have robust risk-analysis or risk-management protocols and provide timely reports on progress relative to budgets and deadlines. Typically, progress is measured on the basis of cash flow, which is less than ideal as data could be out of date and payments to contractors do not correlate construction progress. Instead, project managers should deliver real-time data to measure activity in the field. For example, cubic meters of concrete poured relative to work plans and budgets.

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Overall, improving project performance requires better planning and preparation in three areas: doing engineering and risk analysis before construction, streamlining permitting and land acquisition, and building a project team with the appropriate mix of abilities.

Project developers and sponsors should put more focus into pre-planning such as engineering and risk analysis before the construction phase. Unfortunately, most organizations and sponsors are reluctant to spend a significant amount of money on early-stage planning because they often lack the necessary funds, they are eager to break ground and they worry the design will be modified after construction is underway, making up-front designs pointless.

However, it’s proven that if developers spend three to five percent of capital cost on early-stage engineering and design, results are far better in terms of delivering the project on-time and on-budget. This is because through the design process, challenges will be addressed and resolved before they occur during the construction phase, saving both time and money.

It’s not unusual for permits and approvals to take longer than the building of a megaproject. However, if developers look to streamline permitting and land acquisition, that would significantly improve project performance. Best practices in issuing permits involve prioritizing projects, defining clear roles and responsibilities and establishing deadlines.

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In England and Wales, developers applied these approaches to cut the time needed to approve power-industry infrastructure from 12 months to only nine months. On average, timelines for approval spanned four years throughout the rest of Europe. Likewise, the state of Virginia’s plan to widen Interstate 495 in 2012 was able to cut costs and save hundreds of homes thanks to land acquisition planning by a private design company.

Investors and Owners Must Take an Active Role in Creating the Project Team

When it’s all said and done, projects cannot deliver the best possible return on investment without a well-resourced and qualified network of project managers, advisers and controllers. Investors and owners must take an active role in creating the project team.

It’s not enough to have a vague overview of what the project might look like in the end. Instead, it’s necessary to review risks and costs and draft a detailed, practical approach to tackle various issues. An experienced project manager cannot do it all alone. The project team must include individuals with the appropriate skills, such as legal and technical expertise, contract management, project reporting, stakeholder management, and government and community relations among others.

Failure to Properly Plan for These Projects Could Have a Negative Impact on Society

While mega-projects are important in filling economic and social needs, failure to properly plan for these projects could have a negative impact on society.  Take  Centro Financiero Confinanzas (Venezuela), the eighth tallest building in Latin America at 45 stories, located in the financial district of Venezuela’s capital, Caracas for example.

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To those unaware of its history, the Centro Financiero Confinanzas is actually home to over 700 families, a “vertical slum” that is a truly fascinating example of reappropriation of space in an urban environment. An ironic symbol of financial failure that was intended to represent the unstoppable march of Venezuela’s booming economy.

It’s much more than an unbuilt building, bridge or tunnel, failed mega-projects are a blow to the economic growth and social improvements of communities around the world.

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Why Should I Hire a Project Manager for My Church Project?

Is it worth hiring a project manager when any seemingly knowledgeable pastor or church member might do?

The truth is, project managers can be a valuable asset to any organization. Whereas the average church member who is only familiar with certain tasks might be overwhelmed by the complexity of major organizational assignments, project managers are trained to handle programs with elaborate factors such as high budgets, increased manpower and layers of duties.

An Astounding 97% of Organizations Believe Project Management Is Critical to Business Performance and Organizational Success. (Source: PricewaterhouseCoopers)

On the flip side, some professional bodies disagree, arguing that professionals like pastors, marketers, and accountants are able to manage projects just as well as any project manager with some effort.

Barely over Half (56%) of Project Managers Are Certified  (Source: Wrike)

“It’s a raging debate,” said Tony Marks, author of the 20:20 Project Management guide.

“Some industries, such as oil and gas, are hesitant to hire outside project management specialists because they may lack industry knowledge. Instead, these industries prefer to employ technical experts and put them through project management training.”

“The danger is that these  people  are more likely to get  sucked into their comfort zone dealing with the nitty-gritty and technical detail they understand and are fascinated by when they should be managing the project,” said Tony Marks.

In addition to being trained to juggle tasks efficiently, project managers spend an enormous amount of time honing their skills. Much more goes into the craft than obtaining Prince2 or APM certifications.

According to Mike Savage of Thales Training and Consultancy, the International Project Management Association requires its professionals to have at least 15 years of experience and training. The association has four grades from D to A. At the A level, project managers must have a minimum of five years project management experience, five years of program management and five years of portfolio management.

“So to Say That Anyone Can Be a Project Manager Is like Saying Anyone Can Be a Brain Surgeon, Said Savage.”

But just because there are individuals specializing in project management doesn’t mean non-specialists can’t learn the techniques as well. Ian Clarkson of training course provider QA encourages everyone to learn project management practices.

“The skills, leadership, planning and stakeholder engagement techniques are vital to all disciplines,” he said.

“Projects which are run by engineers with project management training are less likely to be successful than the reverse,” said Lloyd’s Register energy program director Roger Clutton. “If there is a lack of technical expertise that will show up in the risk assessment. But a lack of project management skills is much less likely to be detected.”

With that, it seems that the argument on whether or not hiring an outside project management is necessary will continue. But the debate only seems relevant to rival professions as there is projected to be 15 million new project management jobs within the decade. (Source: Project Management Institute).

No matter how you look at it, though, it seems that trained and experienced project managers  must be  worth their weight in gold.

 

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The Good, the Bad and the Ugly of Project Management for Christian Leaders

It’s Monday afternoon at the office. The week has only begun, but you’re already swimming in a sea of memos, spreadsheets, and schedules. Just as you’re daydreaming about what leftovers you might reheat for a late dinner, your boss pokes his head into your office. He or she mutters something about quotas and deadlines before he or she drops the bomb about a “little project” he or she needs you to complete by the end of the week. And just like that, you know you’ve been handed a nightmare but for whatever reason accept the challenge.

“According to the Cranfield School of Management in the Uk, 68% of Projects Are Destined for Failure Before They Even Start.”

The lack of project management training or experience of many Christian leaders can be an enormous stress factor for them. Whilst natural organizational ability is enormously helpful, in itself it is no guarantee of any project being both successful and low stress.

What is a  nightmare project? It’s something we’re all familiar with. The boss assigns us some vague task and a deadline but leaves the means to a solution up to our creative intellect.

So how do you solve  the problem of this dreaded “project”?

1.             Understand the scope of the project  

First things first, create a list to layout your ideas on how to go about the job at hand. Write out questions you might have that need to be answered, people you might need to work with or talk to in order to understand what work must be done.

Without fully understanding what work must be done, it is impossible to accurately estimate a project’s schedule or budget.

After creating a list, share your ideas with colleagues. Work with peers who have the same goal and share the same work ethics as you. Too often, when faced with an unrealistic project, we tend to work with just about anybody who wearily agrees to have their name on board. The enthusiasm of a new project quickly fades when actual work is needed. Instead of “How can I help?” were met with “I’m busy right now” and “Can it wait until next week?”  The sponsor, project manager, and project team must share a common understanding of the scope of the project.

2.             Get estimates from the people who will be doing the work

To avoid the stress of friendly fatigue, create a solid plan of action with your co-workers. Assign duties and responsibilities and set a deadline for each task.

4.             Re-estimate as soon as you realize an estimating assumption was wrong

Don’t get discouraged if people and other things fall through. Even though it’s frustrating with the broken promises, missed deadlines, mistakes, and poor quality outputs. As soon as you realize a mistake was made, assess the impact and re-estimate the project.

“Unfortunately When Project Managers Spend the Majority of Their Time Trying to Achieve the Unachievable, the Result Is Frustration and Potential Burnout.”

But say you’ve followed those steps and were able to remain positive throughout this grueling week. You completed the assignment, whether enthusiastically or completely drained of all energy, only to be told the higher-ups decided to go a different route and don’t need the results of your project after all. “Good effort, though,” your boss tells you as he or she hands back your laminated report.

If you find yourself in this situation, just remember to never say “yes” to a “little project without first taking a look at what you’ve been handed.

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6 Project Management Taboos Christian Project Leaders Should Break

6 Project Management Taboos You Should Break

The lack of project management training or experience of many Christian leaders can be an enormous stress factor for them. Whilst natural organizational ability is enormously helpful, in itself it is no guarantee of any project being both successful and low stress.

A taboo is an activity that is forbidden or sacred based on religious beliefs or morals. Breaking a taboo is extremely objectionable in society as a whole. We have  isolated six  project management taboos that are common in PM discussions.

The upside of understanding and acting on  these most common project management taboos  is tremendous. Not only will your project success rate increase, you’ll also improve satisfaction among internal customers.

1. ‘The customer is always right’ is wrong

The project  sponsor is a role in project management, usually the senior member of the project board and often the chair. The project sponsor will often be a senior executive in a corporation who is responsible to  the  business for the success of the project.

However, project  sponsors are people, and they can be wrong. This taboo prevents project managers  from openly examining the actions of senior individuals  in power. In its more stringent form, this taboo can even convert “lessons learned” activities into simple exercises in fawning praise for the vision of our leaders. When we cannot question the actions of the powerful, the organization  can have difficulty finding its way out of trouble. This problem is most severe when the actions (or failure to act) of an Executive sponsor  in power is the issue.

Ignoring a Problem Is, Enabling the Problem

2. ‘Ignore your problems and they will go away‘  

The perfect employee. The perfect manager. The perfect workplace. Wouldn’t it be nice if that existed?  When it comes to managing people, one of the best things we can do is to realize that nothing will ever be perfect. There will always be problems. It’s how we deal with them that matters the most,  so do not ignore them, because  they won’t miraculously go away. The problem only gets worse, frustration levels increase, productivity suffers  and  complacency will set in. They fester the longer you ignore them and ultimately compound the cost of the project.

You aren’t fooling anyone, people know when there is a problem! Occasionally things can get better by themselves, however,  the majority of the time this doesn’t happen.

If you do something wrong, it’s about how well you fix it,” says GlassHouse Technologies’ Scannell. “Most people batten down the hatches and close up shop. Understanding when you’re starting to fail and quickly being able to engage as many stakeholders as possible to fix it is critical.”

Emotional Intelligence for Project Managers – Nice to Have or Necessity

3. Showing emotion is a sign of weakness

If only it were just about defining scope, creating a project plan and tracking costs.

Project Management obviously encompasses all those things, but it’s also about relationship development, team building, influencing, collaborating, and negotiating often in very complex environments.

In most workplace environments project managers  have difficulty showing feelings. Project managers  cannot even discuss them. It’s a pity — feelings are part of being human. When we can discuss feelings, we  can manage them, and we can use them as indicators of morale, future performance, or motivation. This project management taboo can limit the effectiveness of project retrospectives. In projects, strong feelings are common. They play an important role in determining project performance. Yet feelings are rarely discussed in project retrospectives, and this omission can prevent project managers  from truly understanding the evolution of the projects they are  supposedly managing and examining. However, whatever form a project takes there will always be people involved and where there are people there are emotions.Emotions influence people’s actions, their behaviors and their responses to the emotions of others. So welcome to the world of ‘emotional intelligence’.

The concept of Emotional Intelligence (EQ) was first popularised by Daniel Goleman in 1995 with his book, “Emotional Intelligence: Why it can matter more than IQ.”

Just Jump Through the Hoops, Don’t Try to Fix the World

4. Project Managers should play by the rules

Most organizations have processes that nearly everyone understands are outdated  and counterproductive, however,  when project managers dismiss  these processes, neglect to  model their costs to organizations, the outdated  processes are then very difficult to change.

Indeed, the taboo is part of the cultural infrastructure that enables these dysfunctional processes to persist. If project managers discuss them openly, they  might find that upgrading them could provide significant payback.

Keep Complaining! It’s Good for You!

5. Keep complaining! It’s good for you!

We’ve all know that rush of relief you feel as soon as you wrap up a major rant. This is  the national art and sport of the UK.  However, complaining is viral misery.  Back in 2006, an American pastor named Will Bowen launched a campaign he called “A Complaint Free World”. Drawing on the philosophy of Arthur Schopenhauer, Alessandri pushes back against the assumption that complaining is only worthwhile if it gets concrete results; there’s no point in it, the received wisdom goes, if what you’re bemoaning is beyond your control.

Peace Is Not Absence of Conflict, It Is the Ability to Handle Conflict by Peaceful Means

6. You must  take sides in a  political conflict

Just keep neutral. It is possible to be respectful to (and respected by) your colleagues by staying neutral.  Politics are as old as civilization and have continued to be a source of fascination since Machiavelli wrote The Prince, a treatise on how to acquire and retain power, in the 16th century.

There are a lot more project management taboos that aren’t included listed here.  We are interested in your thoughts and suggestions?

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Top 10 Project Management Myths Debunked

Since the dawn of time, mankind has used myths to make sense of the uncertainty that surrounds us.  In the early 1990s  a lot of  people believed that project management was the best kept secret in business.  However,  because project management was not  seen as a  prevailing profession at that time, it suffered from a lack of awareness  which was  in a sense, a double edged sword. Those who were knowledgeable in the practice of project management became extreamly valuable to organisations and pioneers for  the profession.

These early adopters were able to convince organisations that project management practitioners were needed.  Myths around project management began to form in the business community  and as the role of the  project manager was unclear, questions were raised as to what project management was  and what it could offer organisations.

The definition of the word myth is a “widely held, but false belief or idea.” Here, we’re going to examine 10 of the most pervasive PM myths that have emerged.

Myth #1 – Contingency pool is  redundant  

This is one of the most ‘mythical’ myths that has plagued the industry  for a long time. Coupled  with the tendency to presume that ‘real work’ is tantamount to implementation or building something concrete and you have the perfect recipe for project disaster.  The thought pattern behind this approach typically originates from budget constraints and/or having unrealistic expectations. As we all know, or should know, the unexpected happens quite regularly. An effective contingency plan is important as it aims to protect that which has value (e.g., data), prevent or minimise disruption (e.g., product lifecycle), and provide post-event feedback for analysis (e.g., how did we fare? did we allocate funds correctly?).

Myth #2 – Project Management software is too expensive

If your idea of project management software involves purchasing servers, and purchasing a software application from a major vendor for a small practice with 10  practitioners  then, yes, it  is too expensive. If, however, you have gone cloud and elected to use a powerful web-based project management solution (such as Smartsheet), then you are likely to save thousands of pounds while reaping the benefits of a pay-as-you-go price structure. The present, and future, lie in cloud solutions that provide equal, or superior, functionality at a fraction of the cost.

Myth #3 – Project Management methodologies will slow us down

Project  managers  have  a reputation of using  process-intensive  methodologies  that favour ideology over pragmatism. In some instances this may, indeed, be the case when  there is a mismatch between a specific project management approach and the organisation’s acutall needs (e.g., a process-driven method, such as PRINCE2, may not be appropriate for a slightly chaotic environment that favours an adaptive approach, such as Scrum). So, in sum, put down the paint roller (“Project Management isn’t for us!”) and take out your fine-bristled brush (“The Critical-Chain method may not be our cup of tea, but Agile on the other hand”¦”).

Myth #4 – Facts and figures are more important than feelings and perceptions

While facts are very important, projects are often derailed and sabotaged because of false perceptions.  The PM must pay attention to both fact and fiction to navigate through turbulent  organisational change.

Myth #5 – Project managers need to be detail oriented and not strategic in nature

While it is of the utmost importance for the project manager to understand how to read the details of the project, they must also understand how the project supports organisational objectives.  Having a strategic perspective adds great value to the skill-set of the project manager.

Myth #6  Rely on the experts in everything that you do

It is true, we do need to rely on the experts but our trust can not be a blind faith.  The job of the project managers in this area is twofold.  First we must extract information and second we must verify that the information is accurate.  A good example of this is asking a planner  to provide an estimate on the effort required to perform a task.  In some instances team members forget to include tasks which ultimately results in a faulty estimate.

Myth #7  All the battles have to be fought and won so that we can succeed

Project managers sometimes make the assumption that they need to stand firm to get the job done, however, coming to compromise  on a particular issue is often a better course of action  in order to  win the war.

Myth #8 Project Managers  can wear multiple hats  

Wearing different hats can be extremely confusing.  This is especially true if the project manager is asked to be a business analyst or technical expert on top of serving in their PM role.  They end up doing  both roles with mediocrity.  When we “wear two hats” we essentially tell ourselves that both hats fit on one head at the same time. However, what happens if the demands of two roles conflict  and what assurances do we have that we’re managing the inherent conflict of multiple roles  and the  risks the  roles introduce? Sadly, multiple roles become more common as we move up the management hierarchy in an organisation, and that’s exactly where potential conflicts of interest can do the most harm.

Myth #9  Once the risk register is created, it’s full speed ahead

Risk management provides a forward-looking radar. We can use it to scan the uncertain future to reveal things that could affect us, giving us sufficient time to prepare in advance. We can develop contingency plans even for so-called uncontrollable risks, and be ready to deal with likely threats or significant opportunities.  Too often, it’s not until a catastrophic event occurs and significantly impacts project progress that ongoing risk reviews are conducted.

Myth #10 Project managers can not be effective in their role unless they have specific technical expertise in the given field that the project falls  within

You don’t need to be an engineer to manage a construction project or a IT  technician to manage a software development project.  All you need is a  fundamental  understanding with strong PM skills to manage  the team.  Experience in the field helps but does not guarantee success.

Project management is challenging enough without the myths. The profession has come a long way since the 1990s and some of these myths are fading. However, we still see remnants of them in one form or another.  Great projects cut through false assumptions and confusion, allowing their teams to make smart decisions based on reality.

These are just 10 project management myths, what are yours?  

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Project Manager or Scapegoat?

You Need to Stop Pointing That Finger

Big Project Failures Claim Their Victims in Spectacular Fashion

You’ve just been assigned a high visibility failing project  and  you’re working round-the-clock to get the work to the client on time, despite the fact that the job bears barely any resemblance to the project  you initially discussed. The  scope keeps creeping, the risk  and issue alerts are coming in thick and fast, the project is already  two months  past the original deadline, the clients are getting antsy even though they’re yet to provide you with various key pieces of information in order to baseline the project.  Is this your chance to shine  and showcase your skills?

If You Don’t Know Where You’re Going, You Will Probably End up Somewhere Else – Laurence J. Peter

If you manage to turn the project around and the project is successful, you will attract many fathers. However, if the project fails, you will probibly be  offered up as the  sacrificial lamb (scapegoat),  there is absolutely no way around it.  A  high percentage of projects fail to deliver useful results, that’s a  fact.

Project managers are  regularly blamed for schedule delays and cost overruns for projects they inherit by no fault of there own, however, in most cases, the fault for such issues rarely lies with just one person.

Sufficient data has been gathered to indicate that blockers such as unsupportive  management, senior sponsorship or low  resource availability are as much to blame for project failure as ineffective stakeholder management or poor communication.

Capture  all decisions

The only way to protect yourself is to ensure that you capture all decisions made in the project. In most cases  many of these decisions  will have been made by people above you. While you can influence decisions made by people under you. Get into the  habit  of building a dashboard early in the project and updating it each week with actuals.  Also consider using a  standard repeatable technique to analyse the health of your project.

Constrained resources

If you are in a project where resources are constrained, clearly outline the resources that you require to deliver the project in terms of time, scope, budget, risk  and  quality. If resources are pulled from your project, clearly articulate the affect of that in delivery terms and measure that to time delayed or cost added.

Risk and issues register

Operate  a strong risk and issue register,  ensure  it is both visible  and assessable so  your team can  actively participate in updating it.

Stop  the project

Always remember, cancelling the project is not always a failure. There can be many reasons why the project may no longer be desirable now. If you have done your job well, you can be really successful by ensuring a project does not continue to meander along, wasting time and money when there is no possibility of completing the project.

Organisational change management

Unfortunately, the same can’t be said when there are organisation change management issues.   While there are a  few project managers who feel their jurisdiction ends at the triple constraint, most now  understand the need to achieve the expected benefits from their projects.

So when is it fair to blame a project manager for poor implementation of a  project’s deliverables,  this is assuming that they were employed at the beginning of the project?

  1. If they didn’t perform good  stakeholder analysis during the project initiation stage as well as at regular intervals.
  2. If they turned a blind eye and deaf ear to factors that could impact value achievement
  3. If they didn’t insist on a clear communication strategy and progressive information sharing with relevant  stakeholder groups.
  4. If they didn’t engage influencers from key stakeholder groups throughout the project lifecycle.
  5. If the organisation management deliverables were not built into the project’s scope definition and work breakdown structure.

Assuming the project manager was appointed at the start of the project and had undertaken  all of the above, what are invalid reasons to blame the project manager  if the project failed?

  1. A lack of timely resource availability or commitment by the organisation
  2. Directives to the project manager to not engage certain stakeholder communities
  3. Ignorance by senior sponsors to management risks raised by the project team
  4. A management decision  that is too bitter a pill to swallow in spite of how much it has been sugar coated

Have any comments or stories that could help to expand this article?

 

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