Tag: project design

“I would rather eat a cactus…than run a project” by Lesley Elder-Aznar

· Leave a comment ·

I found the title funny, even if I would rather not eat a cactus, in any event, unless it has been processed into agave syrup. Many of the aspects touched upon resonated with my project manager’s life in the corporate world: negotiations with other departments, the surprise of learning about costs recharging, change management…

The book covers the lifespan of a project from initiation to the business case, kicking of the project, executing, communication and training plans, to closing and monitoring of the project. Sections on project roles (who is who), agile project management and behaviour changes enrich the technicalities with insights.

As the author tells us herself: “The whole purpose of this book was to demystify project and project jargon, to make it less scary, to make it more accessible to everyone. Not just the people who are working in project world, but all of the people who are on the receiving end of change, or unwittingly seconded onto a project.”

It is indeed a book largely for uninitiated. Yet, those who are more experienced can still find useful reminders. I also read it as an invitation for staying humble in interactions with more junior by experience colleagues.

It also felt at times as reading through training materials or attending a training as on some pages the author “speaks” to you (“hold on..”, “humor me…”). There is nothing wrong with that and there are readers who prefer this way of presentation of information. It can also inspire you in you are preparing for a training delivery – forget not to give credit.

The lines that made me smile:

“If you have a Finance team that can organise this without you promising to name your first-born child after the Finance Manager, then you are destined for success!”

“Your friendly Finance business partner will spend much time explaining to you about cost-centres and WBS (work breakdown structure) codes and how it’s all going to take place in the monthly cycle. Just nod along and ask them to email you when it’s done. Or you risk wasting years of your life trying to understand it.”

“The biggest bluff” by Maria Konnikova

· Leave a comment ·

Project managers are decision-making machines. Every day, our brains process enormous amounts of information and engage in decision-making almost incessantly. It gives us the feeling of being in control.

Maria Konnikova challenges that with “We humans too often think ourselves in firm control when we are really playing by the rules of chance.” From academic research to gambling/poker, “The biggest bluff: how I learned to pay attention, take control and master the odds” is a witty immersion into psychology, people reading and emotional nuance. The book is beating out a number of illusions we hold dear in decision making.

It is not rare in project management to attribute success exclusively to skill and dismiss pure luck. In all of honesty, some things are pure chance. It is up to how humble we are to recognise it.

“No” – the project manager’s best friend?

· 1 Comment ·

I remember my first change request: “We need the center to host 150 people, 50 more than initially planned, which means building one extra wing.” That would have increased the budget by 30%. It was unrealistic, given the budget cycle. I had to ask another colleague from the regional coordination to say “No”. Then I came across Peter Taylor’s book ““The project manager who smiled” where I read:  “The most valuable and least used word in a project manager’s vocabulary is ‘No’.

Project managers get often requests like: “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?!” or  “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. Yet, 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” 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 of 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/she 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.