Susan Cain just wrote a piece in the NY Times talking about the destructive force of groupthink (article found here: http://www.nytimes.com/2012/01/15/opinion/sunday/the-rise-of-the-new-groupthink.html?pagewanted=all). This started me thinking how groupthink applies to project management and the synergy created or hampered within a project team.
After reading the article I am more convinced that as a project manager it is important to encourage and draw out people’s experience and opinions. It is imperative that project teams have a voice and strong leadership to maintain project goals while remaining open to the team voices. Otherwise, we have the inverse problem. Instead of shortsighted groupthink that has little innovation and a blind rudder. You get analysis paralysis where the goal is clear but the wheels just spin. Which is worse? Probably about the same…nothing gets done, or it does, but it is completely wrong and misses the mark. What do you think?
Ever Have One of Those Meetings?
I was in an important meeting and the project team pretty much knew that a certain person wasn’t carrying their weight. This person wasn’t a complete let down…but could do more. During the course of our project meeting an issue was raised as to why a task had not been completed. This person became defensive and started pointing fingers and making excuses. I lost it. A normally mild manner person, I let him have it. I gave him the what for and how come. However, I was out of line and spent hours in one on one meetings apologizing to this person and the rest of the team. There is a time to kick someone in the pants and a way to do it. My way that day was wrong. It costs our team more time in apologizing then this person not completing their task. The bottom line is we have to play the game with the team that we have. There isn’t always time to replace someone and many times there isn’t anyone else available…period. My advice…if you aren’t getting the job done, own it and move on. People respect that more than excuses. Secondly, be slow to speak or you may make a situation worse. I know, because I did
Negotiating and Managing Project Expectations
One of the many factors in project cost overruns is due to setting unreasonable expectations. Whether working as a consultant outside a company or as a project manager within a company, all too often we become “yes” men to secure a deal or please superiors. We may win in the short term by getting the job or by delaying management’s wrath by telling them what they want to hear, but, in the long run, both scenarios are losers. As a consultant you land the gig and wind up with bad word of mouth advertising as being late and over budget. As an internal project manager you develop a reputation of being unreliable and/or overly optimistic. Instead, be real and upfront about duration and costs of expected projects. Give pushback to help set reasonable expectations. Maybe someone else will promise the moon? You should challenge competitors’ unreasonable assertions. You may still wind up losing the deal, but in the long run you will maintain your reputation and eventually land more deals because of it. Short term pain for long term gain is tough in this economy. What is your word worth and where do you go to get your reputation back?
Small Bites
I like keeping project tasks really, really short. A week-long task is sometimes too long, but obviously satisfying when finished. I also like keeping product releases very short. A release might have only a few of these short tasks. That ensures that the product is always within a few days of release. Project scheduling is simpler when tasks are short.
Do you like Project Robots?
You just buried your mom and returned from the funeral. You’re a Project Manager on a high profile project for one of the largest tech companies in the world. It has only been one day since the funeral and you are still raw with emotion. Now imagine that you get an email informing you that you are not getting a break from the loss of your mom, but in fact, your workload has been increased. How about a spouse fighting cancer? Need a little time? No! Instead, how about an increased workload? Sound crazy? Well, imagine no more…these are true stories. This brings me to an important point.
In talking with a friend of mine with 26+ years of project management experience about Agile vs. Waterfall methods, he said, “You can have all the methods and processes you want but it all comes down to personal relationships and human intervention”. This gentleman was responsible for one of the largest SAP installations in US history. I was taken aback by the simple answer when he stated another simple cliché, “Take care of your team and your team will take care of you”, which means that they will take care of the project.
The examples given in the beginning of this blog are not meant to say that we shouldn’t be tough or suck it up. However, besides being in my opinion morally wrong, it is flat bad for business. Is the man whom just buried his wife still ready to climb that mountain for the team? Or, is he waiting for the first chance to jump ship?
All too often we pay lip service to our employees, “Let me know if you need any more resources”, while completely ignoring the realities of life.
I guess the bottom line is we can keep on pushing the machine, but what happens when the machine navigator gets ran over? Does the machine keep going and if so, who is driving…a robot?
Make sure when you ask someone if they need help that you don’t ignore the reality that is staring you right in the face — unless you like robots.
CIO Insight: How to Retain Top IT Workers
CIO Insight did an article listing the top 10 ways to retain IT workers. The link to that article and results are listed below. It’s pretty interesting, but appeals strictly to the least-common-denominator or employment. The results could apply to a landscaping firm.
http://www.cioinsight.com/c/a/Management/How-to-Retain-Top-IT-Workers/
They rated each criteria from 1 to 3, with 1 being the lowest, and 3 being the highest. Notice that the results have little to do with IT workers.
Lowest Highest
1 2 3
1. Salary: 2.82
2. Training: 2.47
3. Incentive pay: 2.40
4. Paid Time Off: 2.38
5. Flex Schedule: 2.36
6. Work Facilities: 2.26
7. Insurance Benefits: 2.26
8. Retirement: 2.13
9. Work at Home: 2.06
10. Social Environment: 1.99
I’d like to add an intagible criteria to the list: “IT Imortality.” And I’m wondering where you would place it. A 1 or a 3? Send in your comments.
IT Imortality is the chance to rise above your peers in a significant way, building products that change the industry. It involves working with the brightest and most motivated individuals on the planet. It means leading (or participating in) a product development team that makes a true impact on your generation.
Although I cannot say I’ve achieved such a lofty status, the lure has certainly been there for every company I’ve worked for. And, at least a few of my projects have impacted individuals around the world. That’s offers a sense of achievement that no cubical job can. I rate that somewhere near 3.
–newshirt
Words Have Meaning…Coach.
I have written in past blogs about Project Management being a lot like coaching. One part of this I want to elaborate on is our words. I can imagine, in the heat of battle, coach Paul “Bear” Bryant would drop a few “f” bombs on a player, get in his face, and challenge him to do more–and to do it better. That does not fly as well in the corporate world. A football player can rush on the field and translate that aggression into physical action. It works on the field but not so much in a cubicle.
However, in the office, a manager must still learn to pull the right strings and push the right buttons. The best way to do this is by getting to know your team. Use personality profiles, spend time with your employees sharing their interests, and things outside of work. Then, you will have a better feel for who needs a kick in the pants and who needs a pat on the back. NOW GET YOUR TAIL OUT THERE AND MAKE SOMETHING HAPPEN…and do not drop the ball.
–Warren
PM aide during the day – the power nap :)
Hello,
I’m a project manager for Hewlett-Packard and enjoy my profession. A power nap doesn’t apply to all, as there’s some people who can’t get to sleep for awhile … maybe to tense or tight … then there are some of us … who work from home … didn’t sleep so well the night prior and sometime during the day are tapped … so I recommend – “The Power Nap” … which for me these days is about 10 – 15 minutes and then I’m good for another 2 hours at least … one can set the alarm on your cell phone {make sure it’s on the standard setting, not vibrate} and enjoy … I find I’m totally refreshed and can really be productive on the next challenge, as opposed to trying to push my way through and aren’t as effective as a moment will provide … and for those working in an office … I guess there’s always the jaunt out to the car for that quiet moment …
I used to drink coffee to muscle through those moments but 15 – 20 cups a day makes me jittery by the end of the day. 🙂
Hope this helps and … may your journey as a PM be an enjoyable one.
God bless.
Cheers,
Bill
Where My Ladies At, Yo?
Yo, dog… Where my ladies at? Got me a grip a cash an’ a HP blade. I’m a IT professional! But where my womens at, yo?
I’ve decided to convert this blog to attract the hip hop community. Especially those from the IT industry. How am I doing so far? No, really, I’m just wondering where the fine ladies are at in the IT industry. Coders, network admins, dbo’s, project managers. There’s only one for every four men. That’s right, about 25%. Check out the links below.
http://www.cioinsight.com/c/a/Past-News/Numbers-Show-Big-Decline-of-Women-in-IT/
http://news.zdnet.co.uk/itmanagement/0,1000000308,39352947,00.htm
I have my own theories about the disparity in numbers… To me, the ideal IT employee nests in the server room amongst the network cables, routers, and modems. He beds down with a blade under his pillow – an HP server blade that is. Occasionally – usually on a full moon – he emerges to shower, change his crusty socks and underwear, and prowl for chicks at the all-night gaming bar. He writes a staggering mountain of code, making dark hackers look like kiddie scripters. In past lives, I was that foul-smelling geek – so I know.
Now,,,,,,,,,,,,,,,
Show me a girl who wants to live like that. Sure, I’ve seen lots of nice professional women in the IT industry. They wear nice professional suits, and make their hair up in nice professional styles. They’re nice. Professional. But they don’t “live” for the bits. In my 25+ years in the biz, I’ve never seen a true geek chick – one who codes until her eyes run and sleeps under her monitor. (Yes, I’ve actually bunked under my computer desk, and so have some of my friends.)
Once an IT department gets a few guys like that, they don’t the respect the “nice professional” types. I’m sorry for the crude characterization (and maybe I’m dead wrong), but passion for the bits still sells, not professionalism.
Peace Out,
–newshirt
What’s In It For Me?
Something finally occurred to this week. People care (mostly) for themselves. I’ve been observing some people recently, and have noted their project participation. When there’s something in a project for them personally, they go gangbusters to finish it. And when there’s nothing, they lose interest and quit. At least, mentally that is. Be it financial gain, or street cred, or just looking good. There must be something in it for them.
I may be a little slow, but I had never really studied this aspect of human behavior. I just thought people worked hard for their company and that was that. Not so. They work strictly for themselves. And now that I look back on my career, I see the same pattern. My own career was carefully crafted to climb the ladder of success. If a project didn’t fit that model, I found a way out. If it did, I worked it for all I was worth. I wasn’t greedy with my time, but eventually gravitated toward projects that benefited me. That’s not selfish, it’s just natural.
Knowing that gives me something to work with. It means I must find ways to help people succeed in the projects I expect their help with. I must find a clear benefit for each team member. If there’s nothing in it for them, I should expect them to grow disinterested and mentally quit. Sounds like a real challenge!
–ray