After-action session is a term mostly used in the military. I never worked in military but sometimes get inspiration from it for project management. There are many approaches to the … Continue reading After-action team session
I liked this presentation, even if it seems to paint a rather rosy picture of the project manager’s life https://www.apm.org.uk/news/how-to-become-a-project-manager-video/. Not that the project managers’ life is dull. Quite the opposite on some days. I know a project manager who was once introduced by her boss as “this is our project manager who was greeted with a kiss by the deputy minister at our last steering committee’s meeting”. You may call it “perks” of the job.
From what i’ve seen so far, project management is for anyone who enjoys the action and aims higher, is ready to serve others and plans the details to the devils’ envy so that others relax.
Anyway, if you are doing project management or plan to do it, love it – wisdom by Alfredo, Cinema Paradiso.
– “I have a change request”.
– “We want these new features to the product. And by the way, why doesn’t the software have these new reporting tools we just adopted?!”
– “We need the center to host 150 people, 50 more than initially planned, which means building one extra wing.”
– “We liked the study visit. We would like to go on one more by the end of the year.”
These are not Christmas letters to Santa. But it is pretty close. In the course of project implementation, beneficiaries tend to try to get more than initially planned. And it’s normal for them to try, for different reasons. I usually do not questions their motives. Not my job. My project manager’s job is to give them what we agreed, when we agreed and for the budget we agreed, without jeopardising the expected quality.
Because the project manager is not Santa, it’s ok to say “No”. There are a number of ways to say “No” in a project by considering the repercussions on the project and ultimately the beneficiary. The most important part is to have the beneficiary understand why the project manager says “No”. Reference to facts or similar past experience may support the understanding of pragmatic beneficiaries. One approach is to show what would happen if “yes” would be the answer. Let’s take one of the wishes from the above list. “Yes” to an extra wing would mean delayed opening of the temporary detention centre (due to reopening the construction authorisation procedure etc.) and increased risks of revolt at the current facilities, which hold 100 people in less than acceptable conditions. Data shows that over the last three years the number of incomers is stable and the documents processing rates have improved. Therefore, the centre’s capacity is aligned with the demand. It worked in a project I managed years ago with a data-adept beneficiary.
When the beneficiary is guided by emotional or more personal motives, he may not hear /want to hear a reasoned “No”. The costs of “No” can be also high. For example, it asks to choose a certain consultant/service provider. A “No”, even if demonstrated by strictly adhered to procurement procedures and open competition rules, can have the beneficiary complain to the project sponsor and/or lead to the rejection to work with the chosen consultant/service provider. Each project is different and each beneficiary’s powers are context specific, so careful consideration is warranted. What I found important in such situations is to be as open and transparent about these kind of requests with all concerned. It cost me once a friendship, but then it was not perhaps the kind of friendship I would keep.
A “No” does not need to be brutal and cutting-off. One soft way of saying “No” is to help the beneficiary find another project who can accommodate the request. It will bring value added through networking to the relationship with the beneficiary, in addition to the opportunity for a good collaboration with another project/partner.
A good project team starts with a meaningful and human centred job interview. I loved the human face this article puts on the job interview process http://blogs.hbr.org/tjan/2012/09/the-most-important-job-intervi.html from Harvard Business Review by Anthony K. Tjan.
It reminded me about my marriage proposal, when the “Will you marry me?” question received the ” Will you?” response.
It was a two word sentence meant to cement the mutual agreement and articulate the presence/or absence of a common vision. True for marriage. True for business. True for project teams.
I usually know at the end of an interview that I would not like to hear back from an employer when he/she:
1. is taken aback when I actually have questions as a follow up of his/her ‘Do you have questions” question. It closes the opportunity to find the match.
2. literally reads from a sheet of paper the questions to ask. If an interviewer cannot articulate one sentence, how he/she is able to assess the response? It is often a sign of simple lack of interest in the response.
“Too often, I feel, employers forget that they want or need the candidate as much as the candidate needs them“, writes Tjan. And I subscribe. Not treating the job applicant as a valuable customer is a certain recipe for driving away the best. I’ve noticed it in a year of 15 international competitions and an equally high number of local recruitments. It showed me that the job interview is a two-way process. Flexing muscles as an prospective employer helps only if you hire a gym instructor and even then it can be seen as a competition rather than interest in the candidate’s talent and skills.
The job interview is the basis for building trust and a mutually fulfilling work relation and team work. “If you were given this opportunity, would you take it?” is THE interview question proposed by Tjan to test the foundation.
I would follow it up with “Why?” and let the candidate talk.
I am fascinated by trouble shooters. They descend. Find the problem. And fix it. With one shot. The story of a Nike factory trouble with shoes taken out of its … Continue reading Project manager-trouble shooter
Project managers are the servants of the Goddess of Time. Things need to be delivered by a certain deadline. Time management is the project manager’s best friend who comes with another friend – the tasks management. The contract needs to be signed, the event – organised, the equipment – checked, the building permissions – secured, the meeting – attended, the plans – drawn, the email traffic – organised are only a few of the daily project manager’s tasks. Experiencing a feeling of being overwhelmed is not unusual in projects. There are number of ways to deal with it or, even better, prevent it.
One tool I find helpful is this Self-Assessment tool for Identifying Low-Value Tasks https://hbr.org/web/2013/08/assessment/make-time-for-work-that-matters from “Make Time for the Work That Matters” by Julian Birkinshaw and Jordan Cohen from the September 2013 Issue of the Harvard Business Review.
The results of the self-assessment will give you a clear idea of what to drop, delegate, or redesign.
Next, look at the things you should be doing but are not. And commit to what you delegated and the tasks that matter to the company/organisation, the project and to you.
If you are not a fan of self-assessments, there is another simpler way to manage your tasks at hand: “The Not-To-Do List” by Sage Grayson.
Or just try 🙂 whatever works for you and your projects.
Everyone was pushing for his dismissal. His client, the project sponsor, the implementing agency. All except for me. I’ve dragged on the file for four months, for as long as I could, given the pressure from all sides.
In the three weeks that followed from his resignation letter, he displayed the model of best professional behaviour. He was cooperating in his hand-over to a remarkable extent. I tried my best to respond to all his e-mails (up to seven a day some days), his telephone calls. I knew it was important to him. To talk to and to listen to him.
There was no blame. Just a set of circumstances.
A farewell coffee, a farewell note, cc-ed to entire team and a recommendation letter. A warm shake of hands and an eye contact to last throughout years. The least I could have done.
I often missed his honesty, integrity, eloquent communication style and a sense of humour to envy. Rare qualities these days.
My takeaway lesson from this is simple: As project managers, we need to look beyond strict client-consultant relations and understand the numerous complexities involved. Thanks to this mindfulness, I would like to believe, he was fully supportive of all management interventions that were required.
his last e-mail to me 10 June 20xx
I hesitate to say, “You’re an absolute darling”, for obvious reasons … but you are.