What’s in a Name?

May 14, 2015

When it comes to effective communication, a clear, concise and easily defined name for something is essential if you want people who are not directly involved in your special disciple to understand your message.  Jargon and ambiguity destroy understanding and damage credibility.

Potentially one of the major reasons senior executives still fail to understand ‘project management’ within their organisations is the fact that the project management profession uses its special terms in a multitude of different ways……

There are four generally recognised focuses within the overall domain of ‘project management’ Portfolio management, Program management, Project management and the overarching capabilities needed by an organisation to use project, program and portfolio (PPP) management effectively.

The starting problem is implicit in the above paragraph, ‘project management’ can be used as a ‘collective noun’ and mean all four areas of management or specifically to mean the management of a project.

The next problem is if project management means the management of a project, exactly what is a project?  The current definitions for a project are very imprecise and can apply to virtually anything. A more precise definition is discussed in Project Fact or Fiction.

Program management is fairly consistently defined in the literature and involves both the management of multiple projects and the realisation of benefits for the organisation. There are still legacy problems though; the ‘Manhattan Project’ to create the first atomic bombs during WW2 was a massive program of work involving dozens of separate projects.

Similarly, Portfolio management is fairly consistently defined. The core element of portfolio management is deciding on the best investment strategy for the organisation to meet its strategic objective through investing in new selected projects and programs and reviewing current ‘investments’ to ensure the project or program is continuing to deliver value (and closing those that are not to redirect the resources to a better ‘investment option’.

Both Program management and Portfolio management are relatively new concepts and have the advantage of being developed at a time where wide reaching communication was relatively easy allowing a consistency of though and definition. Where the real problems emerge is in the realm of the overall organisational capabilities to use PPP concepts effectively.

The management space around the core PPP management functions includes:

  • Governance
  • Multi-Project management
  • Organisational enablers such as PMOs, etc
  • The ‘management of projects’ (Prof. Peter Morris)
  • Benefits realisation
  • Organisational change management
  • Value creation

In general terms this area of management responsibilities can be picked up if ‘project management’ is used as an overarching term. Some times, some aspects get absorbed into people’s definition of portfolio management and program management. But this ‘absorption’ does not really help develop clarity; for example,  whilst benefits realisation is generally seen as part of program management, this does not help deal with the realisation of benefits for the 1000s of project that are not part of a program, etc.

Apart from project, program and portfolio management as defined I believe the global project management community, including academia and the major associations need to make a focused effort to develop a ‘standard’ naming convention for these various aspects of ‘project management’ – if we cannot be consistent in our use of terms our stakeholders will be permanently confused and confused stakeholders are unlikely to be supportive!

I feel there are three distinct aspects to this ‘fuzzy space’:

  • The second is the ability of an organisation to effectively select and support its project, program and portfolio management efforts. This includes the ‘management of projects’, organisation enablers and multi-project management: The Strategic Management of Projects.
  • The third area is the link between PPP, operations, strategy and value, encompassing benefits realisation, value creation and integration with organisational change management (which is an already established management discipline). I don’t have a good name for this critical area of our professions contribution to organisations but it is probably the most important from the perspective of executive management.

The overall architecture of the discipline of PPP management looks something like this:

WP1074_PPP_Architecture

 

The challenge is to start moving towards a consensus on a naming convention for these aspects of ‘project management’ so we can start communicating clearly and concisely with all of our stakeholders.  Hopefully this post will start some discussions.


Making Projects Work: Effective Stakeholder and Communication Management

April 16, 2015

Making Projects WorkMy third book, Making Projects Work is now generally available in hardback and Kindle editions.

Making Projects Work: Effective Stakeholder and Communication Management focuses on the skills needed by project management teams to gather and maintain the support needed from stakeholders to make their project successful.

The underlying premise in the book is that projects are performed by people for people. The key determinants of success are the relationships between people in the project team and between the team and its wider community of stakeholders. This web of relationships will either enable or obstruct the flow of information between people and, as a consequence, will largely determine project success or failure.

Making Projects Work provides a framework for understanding and managing the factors required for achieving successful project and program outcomes. It presents guidelines to help readers develop an understanding of governance and its connection to strategy as the starting point for deciding what work needs to be done. It describes how to craft appropriate communication strategies for developing and maintaining successful relationships with stakeholders. It highlights the strengths and weaknesses of existing project controls and outlines effective communication techniques for managing expectations and acquiring the support required to deliver successful projects on time and under budget.

Features – the book:

  • Provides a framework for understanding and managing factors essential for achieving successful project and program outcomes.
  • Facilitates an understanding of governance and its connection to strategy as the starting point for decisions on what work needs to be done.
  • Describes how to craft appropriate communication strategies to develop and maintain successful relationships with stakeholders.
  • Supplies an understanding of the strengths and weaknesses of existing project controls.
  • Outlines effective communication techniques for managing perceptions and expectations and to acquire the support necessary for successful delivery.

For links to more information on this, and my other two books, start at: http://www.stakeholdermapping.com/stakeholder-management-resources/#Books


For Stakeholders, 2×2 Is Not Enough!

April 4, 2015

The world loves 2×2 matrices – they help make complex issues appear simple. Unfortunately though, some complex issues are complex and need far more information to support effective decision making and action. The apparent elegance of a 2×2 view or the world quickly moves from simple to simplistic.

One such situation is managing project and program stakeholders and convincing the stakeholders affected by the resulting organisational change that change is necessary and potentially beneficial. As a starting point, some stakeholders will be unique to either the project, the overarching program or the organisational change; others will be stakeholders in all three aspects, and their attitude towards one will be influenced by their experiences in another (or what others in their network tell them about ‘the other’).

The problem with a simple 2×2 view of this complex world is the assumption that everyone falls neatly into one of the four options and everyone categorised as belonging in a quadrant can be managed the same way. A typical example is:

power-interest

Power tends to be one dimension, and can usually be assessed effectively, the second dimension can include Interest, Influence, or Impact none of which are particularly easy to classify. A third dimension can be included for very small numbers of stakeholders by colouring the ‘dots’ typically to show either importance or attitude.

The problem is you may have a stakeholder assessed as high power, low interest who opposes your work, who you need to be actively engaged and supportive – ‘keep satisfied’ is a completely inappropriate management strategy.

The Salience Model developed by Mitchell, Agle, and Wood. (1997) introduces the concepts of urgency and legitimacy.

Salience

Urgency refers to the degree of effort the stakeholder is expected to expend in creating or defending its ‘stake’ in the project, this is an important concept! However the concepts of ‘legitimate stakeholders’ and non-stakeholders are inconsistent with stakeholder theory and PMI’s definition of a stakeholder – anyone who believes your project will affect their interests can make themselves a stakeholder (even if their perception is incorrect) and will need managing. This model also ignores the key dimension of supportive / antagonistic.

The three dimensional Stakeholder Cube is a more sophisticated development of the simple 2×2 chart. The methodology supports the mapping of stakeholders’:

  • Interest (active or passive);
  • Power (influential or insignificant); and
  • Attitude (backer or blocker).

Ruth_MW

This approach facilitates the development of eight typologies with suggestions on the optimum approach to managing each class of stakeholder (Murray-Webster and Simon, 2008). However, the nature of the chart makes it difficult to draw specific stakeholders in the grid, or show any relationships between stakeholders and the activity. However, as with any of the other approached discussed so far, the classifications can be used to categorise the stakeholders in a spreadsheet or database and most of the key dimensions needed for effective management are present in this model. The two missing elements are any form of prioritisation (to focus effort where it is most needed) and the key question ‘Is the stakeholder in the right place?’ is not answered.

Information needed for a full assessment

The factors needed for effective stakeholder management fall into two general categories, firstly the information you need to prioritise your stakeholder engagement actions; second the information you need to plan your prioritised engagement activities.

The two basic elements needed to identify the important stakeholders at ‘this point in time’ are:

  • Firstly the power the stakeholder has to affect the work of the project. This aspect tends to remain stable over time).
  • Secondly the degree of ‘urgency’ associated with the stakeholder – how intense are the actions of the stakeholder to protect of support its stake? This aspect can change quickly depending on the interactions that have occurred between the project team and the stakeholder.

I include a third element in the Stakeholder Circle® methodology, how close is the stakeholder to the work of the project (proximity) – stakeholders actively engaged in the work (eg, team members) tend to be need more management attention than those relatively remote from the work.

The next step is to assess the attitude of the important stakeholders towards the work of the project. Two assessments are needed, firstly what is the stakeholder’s current attitude towards the project and secondly what is a realistically desirable attitude to expect of the stakeholder that will optimise the chance of project success?

Attitudes can range from actively supportive of the work through to active opposition to the work. The stakeholder may also be willing to engage in communication with you or refuse to communicate . If you need to change the stakeholder’s attitude, you need to be able to communicate!

From this information you can start to plan your communication. Important stakeholders whose attitude is less supportive than needed require carefully directed communication. Others may simply require routine engagement or simple reporting .

If this all sounds like hard work it is! But it’s far less work then struggling to revive a failed project. This theme is central to my new book, Making Projects Work, Effective stakeholder and communication management. You generally only get one chance to create a first impression with your stakeholders – it helps to make it a good one.

Making Projects Work


If you screw-up, own-up

March 5, 2015

Screw-upOne of the traits that strong leaders and credible advisers have is the willingness to ‘own up’ to mistakes they’ve made.  No one operating effectively as a project or program manager, or for that matter any type of manager making decisions can expect to be correct 100% of the time.

If you do something new some mistakes are inevitable. If you accept risks, some negative outcomes are inevitable. And time pressures increase the probability of error. And given project management is all about accepting and managing risks to create a ‘new’ product service or result under time and cost pressures – we probably have more opportunity to ‘get it wrong’ than most.

The generally accepted way to deal with ‘your mistake is:

  • Acknowledge it (“my mistake”)
  • Make restitution if needed (eg apologise)
  • Learn from it
  • Move on, only people who have never made anything have never made a mistake.

Conversely if someone makes a mistake involving you look for the best outcome rather than blame of revenge. We have discussed these concepts in a couple of posts:

https://mosaicprojects.wordpress.com/2011/10/01/mistakes/

https://mosaicprojects.wordpress.com/2008/12/13/learning-from-your-mistakes/

What is rare is a really good example of the basic steps outlined above being implemented.  This changed with a publication on page one of yesterday’s Age (also reported in the Sydney Morning Herald). What could have been a bitter and dragged out defamation case – you probably cannot be more insulting these days than incorrectly accusing a Muslim of being a terrorist – both The Age and the aggrieve person applied common sense and resolved the issue in a way that would appear to have left everyone ‘feeling good’ and with a sense of closure, not to mention thousands of their readers.

If you missed the item, you can read the story at: http://www.smh.com.au/national/fairfax-media-says-sorry-20150303-13ttpd.html

Mistakes are inevitable – strong people deal with them in an appropriate way, The Age’s example being exemplary.  This is a salient lesson we can all learn from.


Dealing with bad news

February 25, 2015

The current faux furore around the Australian Governments response to the Human Rights Commission offers a textbook study on dealing with bad news.

I am assuming none of the protagonists believe child abuse is acceptable and everyone is ultimately interested in minimising harm to vulnerable children. However, the political grandstanding may well be restricting the opportunity to achieve the generally desired harm minimisation.

Given the fact that the report from the Human Rights Commission was delivered to the Government in November last year, and they have had two to three months to carefully consider their response my other assumption is none of the reactions are ‘accidental’, rather the attacks on the commission are a deliberate (but I would suggest flawed) strategy.

So what are the lessons for project managers and business people that can be derived from the activity to date?

#1 – You need to be strong to deliver bad news effectively. The unprecedented personal attacks on the President of the Human Rights Commission, Gillian Triggs, is unusual at this level of society, but all too common within business and other situations. Generally, only bullies and people who know they have no substantive counter arguments resort to this type of tactic and try to ‘shoot the messenger’ to avoid dealing with the substantive issues.

Bad-news1

If you are the messenger, it helps to try to determine the nature of the person you are delivering the ‘bad news’ to, and prepare accordingly. If you are dealing with a bully, try to ensure you have support from others in a position of power. If you are dealing with a response based on no substantive counter-argument be prepared to ‘weather the storm’ and let the facts do the talking. Watching Gillian Triggs responses in the Senate Enquiry yesterday to thoroughly unprofessional attacks from Liberal Party Senators who had not even bothered to read the report they were attacking her about (despite having access to it for 12 weeks) was a classic example of weathering the storm and not being dragged down to the other sides level of ignorance.

Bullies don’t like being wrong, it pays to have a fallback position. The Abbott Government took exactly the same line of attack against the Climate Commission and defunded the body, fortunately that group were able to quickly reorganise as a ‘crowd funded’ body and are continuing to provide scientific information to the Australian public as the effects of global warming continue to manifest (for more on this see: Why we support the Climate Council of Australia Ltd) . The Human Rights Commission may need to have similar ‘fall back’ positions.

#2 – Dealing with bad news effectively needs subtlety. The attacks on the messenger and the timing of the Human Rights Commission’s report leave the Abbott Government looking like uncaring bullies who have no interests in child welfare. Assuming all of their allegations about political bias are correct, the way they are managing the problem simply makes the leaders of the attack look like uncaring bullies. The simple fact is children are still in detention and are still being abused. Consider the alternative approach that was open to the Government which is also the ‘text book’ approach to dealing with bad news.

1. Acknowledge the report and its contents.
2. Appreciate the work in the report: Regret the report had not been available sooner.
3. Highlight the positives: Note that since the Abbot Government has been in office the number of children in detention has been reduced by more than 80% from the numbers detained by the previous Labour Government.
Note: this tactic does not deal with the two main concerns in the report which is the length of time children are detained and child abuse but it does create a positive ‘atmosphere’.
4. Deal with the negatives: Describe how the Government will work to resolve the remaining cases.

Bad-news2

The facts around ‘children in detention’ are complex, but what would be better for the government (and the prospects of Tony Abbott)? The current situation of looking like an ignorant bully who is only interested in political point scoring (not to mention the overtones of misogyny, child abuse and the inability to accept bad news – just shoot the messengers); or looking like a strong and caring leader focused on doing the right thing despite the poor timing of the Human Rights Commission report? Unfortunately it’s too late for the latter option and the people likely to suffer most as a consequence are the children in detention.

The ABC’s ‘Fact Check’ outlines the rest of the data: http://www.abc.net.au/news/2015-02-23/triggs-detention/6083476

The report is available from: https://www.humanrights.gov.au/our-work/asylum-seekers-and-refugees/publications/forgotten-children-national-inquiry-children

Summary: The next time you have to deliver or receive bad news remember, the facts are simply facts, you choose how you deal with them and as a consequence how the information will be used and how you will be perceived. Importantly, when the sort of furore we are currently seeing around the Human Rights Commission report breaks out, the one certainty is the ‘report’ will get far more attention for far longer then would otherwise occur – there really is no such thing as ‘bad publicity’.

For more on delivering bad news see: Integrity is the key to delivering bad news successfully.


Take the time to be creative

January 22, 2015

Smell the dasiesOne of the most overlooked aspects of creativity and learning is simply taking the time needed to reflect and think.  Professor Manfred Kets De Vries suggests that the fast paced, continuous access, instant response culture we operate in is eroding people’s ability to reflect and create innovative solutions to problems.  The pressure to ‘just finish this’ or ‘find out about (and hit Google on your smart phone)’ is usually too great to resist. But working quicker and harder is not necessarily working smarter.

De Vries believes that deliberately slowing down  and setting aside regular periods of ‘constructively doing nothing’ may be the best thing  you can do to induce a state of mind that nurtures imagination, creativity, and improves your mental well-being, by giving ideas time to mature.

“Learning without reflection is a waste, reflection without learning is dangerous” – Confucius

Business may be all pervasive, almost everyone seems glued to their PDA and feels compelled to respond to virtually every email received instantaneously but being busy and being effective are not the same thing unless you work in a customer service or support role!

If you are in a management, problem solving, or creative role a significant part of your job is developing new ideas or concepts that have been though through  and optimised. This requires thinking time.  But is creatively doing nothing really acceptable? Most of us feel guilty if we don’t have something to do, and we get a buzz when we feel really busy. And these busy behaviours generate their own reward by stimulating the brain to shoot dopamine into the bloodstream giving us a rush that can make stopping being busy so much harder. It really is nice to feel wanted, busy and in demand.

The problem with being busy is that if you don’t allow yourself periods of uninterrupted, freely associated, thought then personal growth, insight and creativity are less likely to emerge. And taking the time to ‘smell the daisies’ has multiple benefits……

The world of multitasking and hyperactivity helps us to delude ourselves that we are productive. The reality is that social media is reactive and not very original. It contracts creativity and can impact mental health. If we don’t know how to calibrate the balance between action and reflection we may become a casualty of information overload and psychological burnout.

Similarly, in many contemporary organisations work addicts are encouraged and rewarded; the behaviour is superficially useful to the organisation. Unfortunately, a workaholic environment can contribute to serious personal and mental health problems including low morale, depression, and above average absenteeism. The most effective knowledge workers are those who can both act and reflect, which means unplugging themselves from the compulsion to keep busy.

Deliberately doing nothing creates valuable opportunities for unconscious thought processes. Unconscious thought excels at integrating and associating information; we are less constrained by conventional associations and more likely to generate novel ideas. As well as being good for our mental health, doing nothing may turn out to be the best way to resolve complex problems.  Italian painter Giorgio Vasari summed it up well when he said “Men of genius sometimes accomplish most when they work least”.

Some of the ways you can create time for reflection include:

  1. Maintaining your relationships. We all need meaningful contact with people to feel fully alive. Maintaining our relationships needs interaction, engagement and time out from work. Conversation is also a powerful stimulant for creativity (just make sure you have a notebook handy).
  2. Saying No. Being able to say no is a key skill. Simply saying no to unimportant requests can free up time for more important things (see more on personal time management).
  3. Managing your sleep habits. In a perfect world we should all sleep around eight hours a night. Good sleep is essential for personal growth and creativity.

The challenge with taking time out to be creative is the good ideas always come ‘from nowhere’, usually at the most inappropriate moments (eg, in the shower). If this happens to you, you are not alone; from Archimedes in his bath, to Newton in his Lincolnshire garden (but no ‘apple’), brilliant ideas just seem to just appear. So the final element in creatively doing nothing is being able to trap your ideas when they surface.

ProductivityIn summary, a walk around outside or time spent with your feet on the desk can be more productive than working through a lunch-break – now all you have to do is convince the boss.

For a different take on productive laziness see: http://www.thelazyprojectmanager.com/


Ethics, Culture, Rules and Governance

January 7, 2015

RulesFar too many governing bodies spend far too much time focused on rules, conformance and assurance.  While these factors are important they should be an outcome of good governance not the primary focus of the governors.

When an organisation sets high ethical standards and invests in building an executive management culture that supports those standards the need for ‘rules’ is minimised and the organisation as a whole focuses on doing ‘good business’ (see: Corporate Governance).

The order of the functions outlined in The Functions of Governance, places: ‘Determining the objectives of the organisation’, ‘Determining the ethics of the organisation’, and ‘Creating the culture of the organisation’ ahead of both assurance and conformance.  The rational being creating a culture of ‘doing the right thing’ that extends from the very top of the organisation to the very bottom, means most people most of the time will be doing the ‘right thing’ making assurance and conformance a relatively simple adjunct, there to catch the few errors and malpractices that will inevitably occur.

A very strong endorsement of this approach to governance has recently come from one of the world’s most successful business people, Warren Buffet.  His recent memo to the top management of his holding company, Berkshire Hathaway’s subsidiaries (his ‘All Stars’) emphasised that their top priority must be to ‘zealously guard Berkshire’s reputation’ (read act ethically). He also reminded his leadership team that ‘we can afford to lose money–even a lot of money. But we can’t afford to lose reputation–even a shred of reputation’.

His advice to managers also included this good advice ‘There’s plenty of money to be made in the centre of the court. If it’s questionable whether some action is close to the line, just assume its outside and forget it’. This is a simple ethical guideline that avoids the need for pages of precise ‘rules’ designed to map the edge of legality drafted by lawyers and argued over endlessly.  See more on Ethics. (http://www.mosaicprojects.com.au/WhitePapers/WP1001_Ethics.pdf)

Rule#1Reading the memo, its clear Buffet has built a massive organisation based on an ethical culture, employs executives that reinforce the culture, and still makes a very good profit. It’s a long term investment but infinitely preferable to the sort of issues that confronted Salomon Bros., 20 years ago (see: Warren Buffett’s Wild Ride at Salomon), the banks associated with the GFC, and the on-going damage continuing to be suffered by the Australian banks as more ethical failures come to light. I’m sure they all had hundreds of ‘rules’ some of which may even have been sensible.

A copy of Warren Buffet’s memo can be downloaded from:  http://www.mosaicprojects.com.au/pdf/Ethics_Culture_Rules-Buffet_Memo.pdf


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