Archive for the ‘Project Management’ category

Leadership Principles for Project Success

August 5th, 2011

We all need and thrive for successful projects. But what exactly does project success mean? Is project success the successful and timely delivery within budget? Or is it the path to glory? Do results always matter the most? What else does project success mean? And what does it take to achieve project success? Does success fall from heaven? Is it limited to a lucky few who happen to be in the right place at the right time? Is it coincidence? Or can we actually plan success?

There is no doubt that good project management is a critical factor of project success. That is, a project cannot be run without project management, be it formal or informal. You need to have something that holds things together. Underlying is the assumption that we need some form of order to organize and run a project. Someone has to do something. In this sense, project management helps set a frame, providing structure and order to potential chaos. Without this structure a project leads to nowhere; it will most likely fail, if it ever takes off.

If you want to generate results out of seemingly chaos you have to build structure that enables creativity, innovation, and results. Project management provides excellent tools to build this structure. They are important and necessary for project success. But are they sufficient? I don’t think so. As a matter of fact, I claim that unless you gear them into the right direction, they remain ineffective. If you really want to secure project success you have to understand what it takes to set the right direction. Project management alone will not do the trick. What it takes is leadership – your leadership.

Without project leadership there is no direction in project management. Leadership is the decisive factor for improving the chances for projects to succeed. Consequently, effective project management needs to have a solid foundation based in project leadership. Without leadership, chances are that a project will be “just another project.”

Based on my own experience in project management and the review of literature on leadership, project management, business, systems, and complexity theory I have identified five simple yet powerful leadership principles which, if applied systematically, can help you pave the path to project success. The five leadership principles for project success are as follows:

  1. Build vision
  2. Nurture collaboration
  3. Promote performance
  4. Cultivate learning
  5. Ensure results

Let’s have a look at each principle one at a time.

Principle 1: Build Vision

Sharing a common vision and goals and having the same understanding about tracking the progress towards this vision is one of the key factors in the success of a project and team.

A project vision sets the overall picture of your project. Project objectives qualify this vision, make it specific. Both project vision and project objectives are crucial for project success. Together they set the direction and tone of your project journey. They complement each other. The vision inspires your journey. It defines the purpose of your project.

The key to building vision is that people need to be able to relate to the vision in their daily activities. Give them the chance to identify themselves with the vision. Involve them in building this vision and participate in making it real. This helps build rapport and the necessary buy-in from those people to realize the project. Make them fans of the vision. Let it constitute their motivation and passion. Let them rave about it.

The story of a visitor who was curious about construction site illustrates the power of a common project vision. This visitor approached a group of workers to find out more about the construction. The first worker replied that he was a brick layer. The second worker told him that he was building a wall. Then he asked a third worker. This one explained that he and the other people in his team were building a cathedral. The interesting thing was that each worker was actually doing the same activity. Yet the motivations and their attitude differed a great deal. The third worker knew what he was devoting his time and effort to something big. His project may have been to build a wall. But it was the project vision of building a cathedral which enticed him.

A project vision without project objectives may give you an idea of the direction, but you may never get close enough to the destination to produce tangible results at a certain time. On the other hand, project objectives without a vision may describe the desired end result and time frame, but they cannot inspire the necessary enthusiasm in your team to drive the project to success. They do not form an underlying meaning for the work.

As a project leader you must make sure that both project vision and project objectives are in place. Project leaders do not start a project without a project vision and objectives. If you want to be or become a project leader, you either build vision and project objectives or make sure that both are in place, are crystal clear, and are mutually understood by every single person actively involved in the project. This is the meaning of the first leadership principle. Start with a unified vision and know where you stand before and during your project. Know your environment, know your potential, and identify your limits and overcome them. Build and involve your team and nurture effective collaboration across the board. This brings us to the second leadership principle: nurture collaboration.

Principle 2: Nurture Collaboration

A performing team yields synergy effects; the impossible becomes possible. This is why active team collaboration is crucial.

Project success is not about individual accomplishments. The project team delivers the project. As such, the team is the heart and soul of the project. Corollary, project success is, or at least should always be, the success of the team. Effective project leaders understand the value and huge potential of teamwork. This is why they actively nurture collaboration. They serve as role models and are part of the team. They thus actively participate and contribute to teamwork.

Collaboration is necessary for the team to achieve the vision and project objectives. By the same token, the project vision must include the concept of collaboration; it needs to be part of the vision as well as the project objectives. Collaboration is a means to achieve the objectives and thus to come closer to achieving the vision. It is a central element of every project. This is why vision and collaboration go hand in hand. You cannot move achieve project results without collaboration. On the other hand, collaboration without a common cause leads nowhere.

Collaboration is the juice of teamwork; it is what makes teamwork possible in the first place. It encompasses communication, individual and joint execution, as well as the delivery of results on both the individual and team level.

If you want to nurture collaboration you need to start with yourself. Be a role model to others: Share information openly. Give and accept open and constructive feedback. Be a good team player and work with your team.

Understand that the project is about the team. Project leadership becomes team leadership. It implies that if you want to be an effective project leader you have to be a good team player, too.

Nurturing collaboration can be hard at times. It takes a lot of effort and can be quite time consuming. The payoffs, however, are worth every minute invested. Having mutually understood and supported rules of engagement, characterized by open communication and effective collaboration, makes project life much easier. Once you have helped create an atmosphere of trust, team spirit, and fun, team synergy effects emerge. Magical things can happen, productivity increases, and the quality of the team’s deliverables is higher. Nurturing collaboration prepares the ground for performance on the individual and team level. As a project leader you want to cultivate this soil of performance. This leads us to the third leadership principle: promoting performance.

Principle 3: Promote Performance

Planning is good and important. At the end of the day you and your team have to perform. As a leader it is your responsibility to create an environment that promotes performance, on both the individual and team levels.

Building vision and nurturing collaboration are prerequisites for project success. Alas, they are useless if you cannot move your team to the performance stage. This is why you want to create an environment that helps promote performance. The following rules help achieve this.

Rule 1: Be a role model.

No matter what project you are working on, be aware that as project leader you are a role model to your own team and others. Act as such. Walk your own talk and be true to your own principles. Demonstrate authentic leadership.

Rule 2: Create the right environment.

If you want to promote performance in your team, take the time and find out what motivates each individual team member and the team as a whole. Discover what the individual team members and the complete team need to perform. Learn how you can help the team perform.

Rule 3: Empower your team.

You have to enable your team to do its job and perform. Give your team the power and all the information it needs to do its job and perform. Give your team the opportunity to excel and have an active hand in project success.

Rule 4: Develop a solution-and-results orientation toward problems and risks.

Performing teams focus on solutions and results rather than problems. A problem or risk is not seen as a potential show-stopper but a chance to learn and prove skills and competencies on the individual and group levels.

Rule 5: Invite productive competition

Productive competitiveness can actually help promote performance – provided that the competitiveness aims at improving team performance and is linked with collaboration and social sharing.

Rule 6: Let it happen

When you and your team have jointly built a common vision and developed collaboration rules, there should be no need to micromanage team members. Trust your team and let the team do its job.

Rule 7: Celebrate performance

“Look for behaviors that reflect the purpose and values, skill development, and team work, and reward, reward, reward those behaviors” (Blanchard, K. H., et al (2001). High Five! The Magic of Working Together. New York: HarperCollins. p. 190). Make sure that this celebration coincides with the successful project delivery.

Lasting performance can be achieved. It takes practice, training, endurance, and a results-driven attitude toward project challenges to develop and sustain it. Yet, performance and project success do not fall from heaven. You have to prepare and work for them, learning from mistakes and failures. There cannot be performance without training or learning. This leads us to the fourth leadership principle: cultivating learning.

Principle 4: Cultivate Learning

As humans we all make mistakes. Effective leaders encourage their teams to explore new avenues and to make mistakes and learn from them. An effective leader builds in sufficient time for the team to learn, create, and innovate.

As project leader, you serve as partner and coach for learning and information sharing. You facilitate learning. You are not the sole source of information. Instead, create a learning environment in your team. Set the expectation that you want everyone in your team to join and support you in cultivating learning for the purpose of the project.

Learning is not a one-time activity, say, in the form of formal training prior or at the beginning of your project. It is ongoing and should become daily routine in your team. Establish regular sessions with your team where you review past performance, share information about planned accomplishments, address and resolve impediments together. Invite external reviews. Outside views offer different perspectives; fresh and unspoiled perspectives. If they aim to help the team identify formerly unknown risks and issues and overcome them, external project reviews can be a great learning opportunity.

When you or your team make mistakes, learn from them. Correct your shortcomings, improve your performance, and continue to work toward accomplishing the project vision. Cultivate learning from the beginning of your project. It significantly increases the speed at which your team can perform and sustain performance throughout and thus secure delivery.

Create room for your team members to be creative, to try something new, share their ideas, and learn from each other. Plan in sufficient time for your team to think outside the box, beyond the known path traveled, and to find new avenues to reach the goals of the projects. Empower your team to perform, make mistakes, learn, and innovate. This helps reduce uncertainty as information flows more freely. Team members are not afraid of making mistakes. They see mistakes as learning opportunities and they help each other solve problems. Corollary, if you want performance to yield the desired results you have to cultivate learning. There cannot be lasting performance without learning, and there cannot be results without performance.

Principle 5: Ensure Results

Delivering results is both a prerequisite and an outcome of effective project leadership. Project delivery is a team effort, not an individual effort. The effective project leader builds and guides the team to deliver results by incorporating the first four leadership principles.

Ensuring results is not solely about end results. Neither is project success and project leadership. The fifth principle calls on us that in all our activities we keep the project vision in mind and produce results that benefit the purpose of the project. Project success is not defined by a single product or service delivered at the completion of a project. It is the accumulation of the many results yielded from each and every leadership principle. Vision, collaboration, performance, and learning are just as important. They culminate in results. When you talk about project success, the path to project results matters too. Corollary, an effective project leader always looks beyond the delivery of results.

The fifth principle of ensuring results reminds us that we have to make sure the results of the other four principles are aligned with the project vision and objectives. They have to serve the project purpose. Ensuring results is thus not an activity focusing only on the final project deliverables. It appeals to us that all of our project activities shall be results oriented, keeping the end deliverables in mind. It is a call for solution- and results-oriented leadership.

Ensuring results offer excellent learning opportunities, which in turn help boost collaboration, improve performance, give rise to innovation, and thus move us closer to realizing the project vision. Ongoing project results serve as a reflection of project leadership and how well the five leadership principles practiced. They reveal the true quality of team collaboration, team performance, and team learning. It is a form of quality assurance of effective project leadership for project success.

Dynamic Project Leadership

No single principle is the most important. It is the combination of all five leadership principles that helps secure project success. Building vision is the principle to start with, but you cannot achieve results if you do not embrace all five principles together as one system. Leadership is not merely the sum of applying the five principles. It is understanding and living the dynamics within each principle as well as all five principles as a unit.

If you want to gain a deeper understanding of one particular leadership principle, you need to account for the remaining four principles and how they relate to the one you are looking at.

Applying the five leadership principles in daily project life requires the project leader to practice all five principles constantly and consistently. It is an ongoing exercise. Depending on where you are in a project, there may be a stronger emphasis on one or two principles. But you cannot isolate one from the others. Holistic leadership comprises all five principles.

The five leadership principles serve as a guideline to effective leadership and how it contributes to project success. Following and practicing them is no guarantee for project success, but they make it more likely. They address the core of project success and thus improve the chances for success significantly. » Read more: Leadership Principles for Project Success

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Project Decisions

August 3rd, 2011

During the life of any project, many decisions must be made. The number and importance of these decisions will depend on the size and complexity of the project, but it is safe to say that any project will have some decisions and managing these is a critical part of the project manager’s job. How you manage these decisions will depend on several factors: whether the decision is yours, whether it is a gating decision, or whether the decision would change the scope, schedule, or budget of the project.

Let’s take a look at the higher profile decisions first. Perhaps the most prominent of decisions you are responsible for is the gating decision. This decision determines the fitness of your project to proceed to the next project phase and in the case of the decision to proceed from the planning to implementation phase; it can have a lot of money riding on it. Your job is not to make the decision, although you will be in a position to influence it.

Your job is to identify the right set of criteria your project must meet in order to proceed to the next phase. The criteria your project must meet will depend on the phase just completed but can generally be divided into work completed in the last phase, and resources and plans necessary to begin the next. That the work of the previous phase is complete is verified by the presence and completeness of its deliverables. The deliverables you choose as your criteria should be those that are visible to the decision makers. For a gate decision to proceed from the planning phase to the build phase, your deliverables will be project plans, scope statements, Statements of Work, requirements documents, signed vendor contracts and the like. For a gate moving the project from the build phase to the closeout phase, these deliverables will change to the objects, applications, and systems that support the business case for the project. This article is not intended to educate the reader on gate review meetings. For more information on that topic you might want to read Successful Gate Meetings elsewhere on the three o website.

Once you have identified the criteria necessary for the decision, identify the decision makers. If you’re lucky enough to have a Steering Committee providing oversight on the project, you need look no further. Failing that, your project sponsor should be able to help the decision makers. Give these folks lots of advance notice of your meeting and prepare your gating criteria in a format that they will be easily digestible. Don’t forget these people won’t be prepared to focus on the minutiae of your work.

Your objective for the gate meeting is to achieve a “go, no/go” decision on whether to proceed to the next phase. Don’t get hung up on the Boolean nature of the decision though. It’s perfectly acceptable to make a “go” decision contingent on some overlooked or incomplete deliverable being available in the next phase, when it is needed. The first slide in your presentation should speak to this decision. You may or may not find it necessary to define the process for making the decision. Keep in mind that the people in the room will probably be senior; be careful not to draw unwanted attention to differences in their seniority.

Keep your gate review brief and to the point. Contentious issues should already be addressed before you reach your gate meeting. In cases where you know, or suspect, you may have issues, you may want to hold a pre-gate meeting with your team and non-decision making stakeholders to flush these issues out so they can be addressed prior to your gate meeting. You should also be prepared to answer any questions your decision makers are likely to have about the deliverables or resources you are discussing. For example, why does your project need 10 programmers (or plumbers) when Jane’s only required 8? You may want to have an SME accompany you to the gate review to answer technical questions beyond your ability to answer. An inability to answer a technical question shouldn’t prevent a gate decision; this is where the contingent or conditional go comes into play. A deliverable not quite completed to a decision makers satisfaction, or a question unanswered can be addressed by an action on your part that will complete the deliverable or answer the question. You will need to record these items in an action register for the meeting and report back to the decision makers when the items have been closed.

Another important piece of information necessary for the decision, which I haven’t addressed, is the business case. The project is being undertaken to produce a positive result for the organization undertaking it. This result will be spelled out in the business case as increased revenue, increased profit, reduced expenses, correction of an operational problem, upgrade of a system to meet new technical or legislative demands, or an intangible benefit. The meeting should verify that the benefits are still as described in the business case and that the cost is still in line with that predicted in the business case. The business case should be updated to reflect the most recent forecasts. If the project does not have a business case, cover these benefits and costs from another source such as the project charter.

Changes to the scope, schedule, or budget of the project are another key decision area. These decisions should be governed by your project change management process. The process should define who the decision makes are, how information necessary for making the decision is to be gathered, how that information is to be tracked, and who is responsible for each step in the process. Doing all this should ensure that your project gets the benefit of good decision making. What it won’t do is guarantee that decisions are made on time, and without that element, your quality decision may be rendered worthless.

Each decision will have a timeline unique to it. The timeline may be explicitly stated in the requested change. For example, a request to change a product consumed by the project in favour of another which happens to be on sale should have the sale date in the request so everyone knows the deadline for rendering the decision. Other timelines will be less clearly defined. They may be implicit in the request such as a request to change the functionality or a software feature. That decision should be rendered before the application is built. It is your job to analyze the request and determine the deadline for the decision. If this analysis requires more technical knowledge than you possess, you must get the information from an SME who is able to determine the timeline.

Knowing the “best before date” of the change request is all that is required if you are the decision maker. Where a change control board is required to make that decision, adhering to the timeline may be a little more difficult. Your CCB should meet regularly and your first step should be to fit the decision on your requested change into one of these meetings. Choose the soonest available date where decisions are needed quickly. If the next available date would be too late for your decision, try arranging a special meeting which will meet your deadline. You will need to explain the urgency of the decision in order to attract the members of the CCB to the special meeting. If you find that impossible to do, go to your sponsor and ask for a decision. In the worst case scenario, where you find it impossible to get a decision from your CCB or your project sponsor, take the bull by the horns and make the decision yourself. This may sound risky but as long as you’ve availed yourself of all the information necessary to make a sound decision, and consulted all the right SMEs, you’ll probably find your initiative will be rewarded. In the worst case, you’ll find out you are on the wrong project.

Many project decisions, at least on software projects, are those rendered by a group of SMEs who are responsible for reviewing the plans, documents, and designs of the project, and providing feedback. The document or design is approved once the feedback has been reached. Decisions here are often delayed because these people are very busy, or don’t understand the urgency of meeting a deadline. Your job is to ensure that the value these people provide to the quality of the document or design they are responsible for reviewing is obtained while still meeting project timelines. Be clear with your deadlines. Don’t send the document out for review without providing the deadline and the reason for the deadline, and then hold the reviewers accountable for meeting that deadline, in the same way you would hold them accountable for meeting any other project deadline. Ensuring your reviewers understand the reason for the timeline should ensure there response. In case their response is not received on time, you have a decision to make: go ahead and approve the document for use without the feedback, or delay the project until you get the feedback. Make sure you render your decision on time.

Replacing individual review and feedback sessions with a group “walk-through” is an alternative that has 2 benefits: it adds the value of the group to the process, it can usually be completed in an hour or less, and you control the timing. Walkthroughs are an excellent tool for validating code but can also be used for the review of any project document by a group of SMEs. » Read more: Project Decisions

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Posted in Business, Project Management

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