Monday, April 18, 2016

Pivoting Project Management Reviews

Entrepreneurs are using the terms “pivot” and “persevere” to identify strategies for decision-making.  When confronted with a situation that is not leading to the desired results, they must decide whether to gut it out and persevere on the current path, or pivot to a new direction and new approach. 
This decisions process can and should apply to many of our business and project management practices.  If your practices are not leading to the desired results, make a conscious decision to pivot or persevere. 

Let’s talk about the project management practice of project reviews by senior management.  Are the reviews leading to better project execution and performance?  Are the reviews leading to better project selection and planning?  Are the reviews leading to better project portfolio performance in terms of business impact?  If the answer is, “No,” and you have been doing the same types of reviews for years, it is probably time to pivot.

Project Management Reviews

Let me describe the typical project management review I see when I first visit a new client.  Senior management is reviewing project status on a regular basis – normally tied to the calendar.  For example, one client had a weekly review a summary of all open projects and a “deep dive” on two or three projects based upon which projects were perceived to be in the most trouble.  At the deep dive portion of the reviews, the emphasis was upon the status of the problems or issues that had occurred and what the team was doing about those issues.  The project team received lots of “help” to fix the current problem, but there was seldom any discussion about extrapolating from the current issue to foresee future issues or to share lessons learned from this situation with other project teams so that they could avoid the same problems.

My recommendation for a project management review pivot is to change from this backwards-looking, reactive project management reviews to a forward-looking preventive project review.  What do I mean?  The project review should be focused upon all the open and remaining risk threats on the project (not just the current crisis) and the resources and management actions needed to reduce or eliminate those threats.  And when you get that working well, add a discussion about the possible risk opportunities for the remainder of the project and the resources and management actions that will enable those opportunities to be realized.

Superman

The current approach leads to a “superman” mentality among project leaders.  They bounce from crisis to crisis, using their superpowers to overcome each one.  They don’t prevent problems, they just solve them.  The leaders get great credit and often rewards for their effort.  In fact they often take on “rock star” status within the organization.  While they may be good fire-fighters, I would not call them good project managers.

Let me relate a story from a client of mine.  His high-tech firm had two major development projects underway.  Both were developing new product lines using emerging technology.  Both projects were large be this company’s standards – they were planned for three to four years in duration, with a budget of over $20 million, and a large team located in multiple sites.  Both projects were managed by senior project leaders with strong technical, business and inter-personal skills. 

One project leader, we will call him Jack, was a fire-fighter.  His team faced many problems and challenges and he overcame all of them.  Granted it took late nights, weekends, and some creative solutions but with his charismatic personality he rallied the team and they come through. The project was a major market success.  However, the project finished more than a year late and several million dollars overrun.

The other project leader, we will call him Dave, was a risk manager.  Dave emphasized proactive risk management.  He had a well-developed plan with risk triggers and options that were used by the team.  His project did have several minor fires that had to be resolved, but nothing like the problems that occurred on Jack’s project.   Dave also had a major market success.  But Dave’s project was only two months late and came in on budget.

So now it is six months later and the business is going through a major restructuring due to some problems in a different division.  The business is downsizing and it only needs one senior project leader.  So Dave was laid off.  I asked the senior management why they laid off Dave instead of Jack.  Their response surprised me.  In their opinion, Jack was a superhero who could fix any problem, but they didn’t know if Dave could handle the stress of a major project in crisis.

I pulled together a summary of the two projects, including the major challenges that each had to overcome.  I identified the proactive risk approaches that Dave had used and the absence of those in Jack’s project.  Several of the senior managers told me they had never stopped to consider the risk management approach in the project reviews.  They never asked about risk avoidance and mitigation. They were just focused on the current crisis and what was being done to fix it.

The Pivot

So if you want to transform your project performance, I encourage you to consider pivoting your project management review approach.  When reviewing a project, I recommend the following topics.
  • Quick review of the Project Charter.  Remind everyone of the project’s purpose and goals.
  • Current status with respect to the project plan.  Make sure the team is reporting against the plan and don’t just give a list of the things that they have been doing.  If they aren’t working the plan find out why. 
  • Risk issues with their response or mitigation strategies that should be encountered or resolved within the near future.   Ensure the team has an adequate strategy and resources to resolve the risks.
  • New risk issues that have been discovered since the last review.  What changed to create these risk issues and what other impacts could those changes have on the project.
  • Critical milestones and decisions that will occur on the project in the near future.  These are potential risk points and senior management may want or need to engage with those activities.

Changing your project management reviews into risk reviews will pivot your project management approach from reactive to proactive.  I can assure you the project performance and business impact will improve.  But some of your superhero project leaders may resist the change.  They are fire-fighters and want a fire to fight.  Risk based project reviews will suppress fires and expose these leaders as the arsonists whose poor project management practices are what started the fires.   

4 comments:

  1. Replies

    1. Tag: PM202A57. Let me share all of you about #5 Tips for Project Management Success,, I hope you enjoy it

      1. Plan your day using time management techniques

      As a project manager, time management skills are essential because you are dealing with a wide range of tasks that demand a quick turnaround time. Planning your day will go a long way in keeping you organized and increasing your productivity. Assist your task planning by using project management software which helps you track the work of you and your team.

      If you are not very tech savvy, a simple to-do list can also be a great organizational tool. Prioritize your most important tasks by putting them at the top of the list and less important ones at the bottom. Having a visual plan of your daily tasks helps to keep you on track and aware of time.

      Related post: Free ebook 104 secrets to become a great project manager

      2. Include stakeholders in important project conversations

      While you will have plenty of responsibilities regarding the project, don’t neglect your clients.

      Good communication is essential is keeping both parties informed of project progression, curtailing scope creep, and apprised of changing requirements. Some clients may have different expectations when it comes to communication, so make sure to establish the frequency and type of communication (like emails, phone calls, and face-to-face conversations) at the beginning of your project.

      Establishing communication expectations early helps alleviate stakeholder uncertainty about communication frequency and delivery.

      3. Regularly communicate with your team

      Daily team communication helps keep misunderstandings and unclear requirements under control. Keeping your team informed in every step of the project is essential to project management success.

      For example, a study published by Procedia Technology found that good communication skills were the cornerstone of project management. The study examined over 300 “construction project managers, architects, construction managers, engineers and quantity surveyors” and their successes and failures on various construction projects.

      4. Anticipate project setbacks

      Even the best-laid plans often go awry.

      Remember that even with a high amount of planning and attention to detail, your project may still encounter some challenges. Pay attention to complaints from stakeholders or colleagues, and other warning signs, like a missed deadline or cost overrun, that there may be a problem.

      Preventing a crisis will keep your project running smoothly, save you a lot of time, and keep you, your team, and your stakeholders confident in progressing with the project.

      Unfortunately not every complication can be avoided. Crisis management skills are essential for dealing with the unexpected. Project managers need to be flexible and pragmatic. Improvise and make sharp decisions when needed.

      Related post: 92 free project management templates

      5. Stay focused on the details

      A common problem project managers encounter is having the project aims not aligned with the organization’s objectives. A great project manager will strategize a plan for the project to lead back to the overall success of the business.

      Know your project’s scope by heart and avoid wandering outside of the project’s requirements. It’s too easy to get lost in minor details and forget what your focus is, so a well-planned project scope is essential for success.

      And final, you should use KPI to measure effectiveness of the project, here are full list: 76 project management KPIs


      Delete
    2. IEEE Final Year projects Project Center in Chennai are consistently sought after. Final Year Students Projects take a shot at them to improve their aptitudes, while specialists like the enjoyment in interfering with innovation. For experts, it's an alternate ball game through and through. Smaller than expected IEEE Final Year project centers ground for all fragments of CSE & IT engineers hoping to assemble. <Final Year Projects for CSE It gives you tips and rules that is progressively critical to consider while choosing any final year project point.

      JavaScript Training in Chennai

      JavaScript Training in Chennai

      The Angular Training covers a wide range of topics including Components, project projects for cseAngular Directives, Angular Services, Pipes, security fundamentals, Routing, and Angular programmability. The new Angular TRaining will lay the foundation you need to specialise in Single Page Application developer. Angular Training

      Delete

  2. This page must be the great article in the future.
    เล่นบาคาร่า Thank you for watching.

    ReplyDelete