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Part III – Out on a limb? Working for difficult clients

Dear Friends,

I still owe you a response to the question what I ended up doing in the situation described in my previous post.

Recall, the question I posed was, “What experience do you have advising clients which on the one hand asks you to stay on the project but on the other hand boycotts your well-intentioned efforts by every means available?”

The options I faced were the following …

a) walk away from the project,

b) swallow, keep your head down, continue business as usual as long as your bill is being paid,

c) identify new avenues to convince the PM of the value of your best practice approach which is already customized to the client’s special needs,

d) …?

Your feedback turned out to be a great help.  There were two things which convinced me what the right thing to do was and is:  (1) It is about integrity and (2) it is about reputation.

(1) It is about integrity:
I was and I am not willing to compromise my integrity.  Ever.  With respect to my role in quality management this meant that I could not do anything which would jeopardize or contradict the quality standards I helped establish for the project.  Furthermore, I think it is false and not acceptable to please your client, for example, by reporting to him only the good things happening in the project while belittling issues and risks.

(2) It is about reputation:
Walking away from a difficult client certainly will affect my reputation as a consultant and coach.  The client would remember me as the consultant who left the project 5 minutes till high noon.  How wonderful!  This is certainly not the reputation I am after.  Instead, why run away from a challenge?!  The right and professional mature thing to do is to continue working with and for the client solving the issues in the project.  If the client threw me out because it did not like what I recommended I can live with this outcome.  For, there would be enough people in the client’s organization who knew what was going on in the project.  That chance that the client organization may come back to me for future consulting engagements is much greater because people remembered the difficult project situation, the role and behavior of the project manager and my own.

To make a long story short, I think that choice c) identify new avenues to convince the PM of the value of your best practice approach which is already customized to the client’s special needs was and is the best choice.
And this is what I did.

Part II – Out on a limb? Working for difficult clients

Dear Friends,

Following-up my last blog I have received numerous replies by email.  Thank you all for your feedback and advice.

Again the question I posed was, “What experience do you have advising clients which on the one hand asks you to stay on the project but on the other hand boycotts your well-intentioned efforts by every means available?”

The options I faced were the following …

a) walk away from the project,

b) swallow, keep your head down, continue business as usual as long as your bill is being paid,

c) identify new avenues to convince the PM of the value of your best practice approach which is already customized to the client’s special needs,

d) …?

Before I will let you know what I ended up doing, let me share some of the responses I received …

Thomas

——

• If you are an independent consultant or working for hire for a subcontracting firm I suggest you strategize and move to option A.
  It is by all means a people issue and therefore doing your best will never be enough to change these people in the organization. You are the consultant. You have implemented the appropriate solution which would work if it is ultimately followed.
  It is not?
  Management for the last 6 months realizes there is a problem with the project and the PM and yet has done nothing to repair the situation. When things go wrong the consultant is there to blame. Even if your reporting in each week is appreciated I am sure the project manager reports in each week ( ? ) and it’s still his project.
• As much as it is painful to walk away from a lucrative, long-term contract as an independent consultant, you need to be prepared to do that.  Have you considered that the PM actually wants you gone but is too passive-aggressive (avoids conflict) to make this obvious.
• I had a similar situation. As a consultant for the “ease of use” of software my client (traditional organization) realized by virtue of the feedback on the product (internal research tool) that the product had serious usability problems. I went about analysis and redesign and provided optimum solutions and quick fixes. All of which for the most part were thrown to the wind. In response the project team would dismiss all complaints about the product with “we have a usability specialist”.  I even made an extra effort to reach management and explain the problem with redesign much to the unhappiness of the “hand that feed me”.  Essentially nothing really changed as only a portion of the redesign was implemented and half of a good thing is only half: not good enough.
  I realized my reputation was being eroded and therefore I left.
  You’ve been escalating the problem and it is still not on track.
  Why is this the right thing to do?
  Think of your professional career as there are a thousand other opportunities for you. I found that my experience which was the duration of a year  only produced a portfolio piece that was less than impressive along with the fact the experience was difficult to explain to my next employer. I actually avoid talking about this project.
  Think of your personal life is this wearing on you and the ones you love?
  In the end about one year later this whole product team was dissolved. The project failed and they were re-assigned to more core tasks. I found a really cool project in another one of their business units.
  Try some of those recommended techniques but start to look for a new opportunity because if this company is serious the moment you announce your departure they will ask you to stay and start to make changes (and maybe you will).
  Think of yourself; there is no glory in tolerating those who will not compromise on their position.
• It was not clear if you were hired by the PM or someone higher up.  If someone higher up, they are the person you need to show loyalty to, not the PM. You should meet with the higher-ups and express your concerns about the project, and tell them that you may have to remove yourself from the project since there is no way for it to be successful given the current set of circumstances.  See what they propose.
  You may also want to check out John Kotter’s work, especially the book “A Sense of Urgency”.   It explains how people who are trying to sabotage an effort (which is what it sounds like the PM is doing) can not be brought on board.  They need to be re-assigned or removed from the company all together.
  Do the right thing on this project, and the company will bring you back in the future because your reputation is in tact.  Ride this project into the ground, and it might be your last one.

• Documentation is needed for compliance stds like SOX also.  Its unfortunate that an Enron had to happen before govt mandated SOX. Using EA & BPM modelling tools this is now possible.
• One very important task no one has mentioned – including yourself.  Document!  Document!  Document! and make certain these documents are going to the correct people.  You speak of meeting with upper management, but no where do I see that you hand them a written report of the issues, possible solutions or proposed mitigation options.
• …Seems to me this is Change Management. Not technical, not business, its people. Best way to help someone feel secure is through strengthening the personal relationship. The PM is the weakest link. Try to find out what he/she likes to do outside work or at worst a drink or a meal. Change the environment, change your relationship. Try to deepen that friendship then there’s the possibility of the PM being open about fears and issues with a potential of you two becoming a team managing his/her team and thus taking control of the project.

• … somewhere between B and C are the correct approaches.  Governance structures are cultural shift efforts, and could well take a lot longer than you would like.  As long as the client is aware of the situation and the risks that delays may pose, and the project is necessary, then proceed to the best of your ability.  Walking away could be detrimental to the effort, and won’t serve any good.  It could worsen the situation.
  Risk to the company isn’t yours to accept — it’s their management.  I would say keep advising on the risks, and working with the PM, particularly finding areas where the PM can be successful.  I say your job is to make the PM, team, and the overall company successful in their endeavors, even if it might be painful.  If it were easy stuff, your input wouldn’t have been needed in the first place, right?
  I have chosen D in a similar situation.  Keep escalating the issue until it gets notice.  The risk is being asked to leave (at least your integrity would be intact).  The possible reward is getting the project back on track.

• Who hired you?  Who benefitted most from the success of the project? What is the true definition of ’success’ for that company? What is the priority given to that project among other competing initiatives?
  From an organization perspective this is just one of many things they are doing, knowing the answers of the above questions will help you understand where things really stand and craft more detailed set of options.
• I recently re-read (re-skimmed) Gerald Wineberg, since I faced a similar issue.
  It reminded me that clients hire consultants for various reasons — often because they know a project is in trouble, and rather than taking the advice (which they often already know) and fixing the underlying causes (often political), they choose to let the situation fester.  So the real reason they brought in an outside party was to have someone to blame when the project inevitably fails.  Note that they don’t have to take your advice to be able to blame you — they can instead whine to their management later about how your advice was impractical, or based on incomplete knowledge, etc.
  So my latest mantra is all about time horizons.  If you intend to establish a 20-year relationship with your client, then you’ll stick out the project, knowing that the key good people in the client organization will eventually rise to power.  You’ll just have to have enough staying power to outlast two or three major shifts in management turnover, hoping each time that more of “your” people will remain than the detractors and obstacles.
  If your time horizon is 6-18 months, then you should probably prepare an exit plan from this client, and focus on other client opportunities where you can show growth that you can showcase to bring in more new business elsewhere.
  If you can put junior people on this assignment, it’s good for training them (though perhaps not good for their morale), and you can lower your internal costs (assuming junior salaries relative to their billing rates are at an appropriate ratio, compared to partners and their billing rates).
  So your time horizon, and where this client stands relative to other work you could be doing, helps determine what opportunity this client really represents.  Maybe training, maybe just marking time until another deal is signed, or maybe maintenance until your management allies ascend to power and you can do Real Work.
  I think this same sort of evaluation matrix can help individuals at turning points in their careers, looking at their different opportunities in light of what they’re getting from their primary job, as opposed to their pro bono work on the side.
• There is “people” issue between you and the PM.  He wants to say ‘I am in charge and I am always right.’ So, if you want then you check out some negotiation methods from Harvard Law school

Out on a limb? Working for difficult clients

I may go out on a limb, still I am curious about the following:

What experience do you have advising clients which on the one hand asks you to stay on the project but on the other hand boycotts your well-intentioned efforts by every means available?

Let me give you some background information about my inquiry:  Suppose you have been working as an independent consultant on a 6 month project.  The objective of the project is to implement a new, legally mandatory technical product.  The client’s industry is traditional in nature, with little if any project culture, even less so any experience in software integration projects which happens to be the present project.  Your assignment as an independent consultant is to set up a quality governance structure and empower the project team in basic project management tasks.  So far so good.

Now, let’s take a leap into the present.  This 6 month project is 6 month overdue.  Since your arrival almost 12 months ago you have set up a thorough governance structure for quality assurance and management.  However, there a number of caveats:  The project manager you are coaching is boycotting any new initiatives you bring forward.  The PM does not trust its team.  He likes you but thinks that your best practice approach to quality and project management is just an academic exercise.  For example, he belittles the risk management processes you helped set up for after all “there are no risks on my project” the PM explained in a weekly status meeting.  The PM withholds information about important technical decisions and timelines from his team because he doesn’t trust his own team.

The company’s PMO and COO are aware of the situation as you report to them on a weekly basis.  Unfortunately, this escalation on your part has not changed the situation, for example, by replacing the PM.

Here is the question, what is the right thing to do:

a) walk away from the project,

b) swallow, keep your head down, continue business as usual as long as your bill is being paid,

c) identify new avenues to convince the PM of the value of your best practice approach which is already customized to the client’s special needs,

d) …?

I am sure though that you have experienced a similar situation before.  What experience do you have advising clients which on the one hand asks you to stay on the project but on the other hand boycotts your well-intentioned efforts by every means available?

I am looking forward to your comments and stories.

New Survey on Key Factors for Project Success

I have launched a new online survey “In Search for Key Factors for Project Success”.  Preliminary results are available online and will be presented as part of my presentation at the PMI Global Congress in Orlando on October 13, 2009.

The objective of the present survey is to find out more about your experiences, insights and ideas about key factors for project success.  We all need and thrive for successful projects.  But what does it take to get there?  There is no doubt that good project management is a critical success factor.  But is it really sufficient?  What other factors are important that decide whether or not your project turns out to be a success?  Does it make any difference if your project is mis-aligned, i.e., do the same project success factors still hold true?

Please take a few minutes and share your experiences and insights.

Agile SAP Integration

Yes, agile and SAP.  It may not fit together at first sight but is it possible?  Why not!?

I posted this question on the PMIAGILE yahoogroup a couple of weeks ago.  Today I have finally received a response.  I was pointed to a presentation at the AGILE 2007 conference.

Janice Aston, Project Manager at Canadian Pacific, and Gerard Meszaros, Agile Coach at clearStream Consulting, came up the with the following conclusion (quoting slide 36 of their presentation):

• ERP is a classic Agile-Hostile environment
  - And has it’s own, extra challenges

• Agile development assumes a bunch of stuff
  - Many assumptions are implicit
  - we don’t realize we make them!
  - Many assumptions violated in SAP reality

• Proprietary Toolset is Very Limiting
  - Can work around technology limitations
  - but impacts productivity …

• PEOPLE matter most
  - You can teach an old dog new tricks; it just takes longer!

• Can deliver a superior product using Agile
  - Even in SAP!

Now, this proves that AGILE and SAP can go hand in hand.

If you have made similar experiences, let me know and please share your stories and insights.

Crisis = danger and opportunity

Everybody is talking about the crisis.  What about you?  Are you lamenting about the present situation?  Do you see a light at the end of the tunnel? Or do you actually embrace the crisis, take it as an opportunity to learn?

Yesterday I have come across a quote by John F. Kennedy.  In a speech in Indianapolis on April 12, 1959 he said, “The Chinese use two brush strokes to write the word ‘crisis.’ One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger – but recognize the opportunity.”

There are clear signs that we have reached the nadir of the financial crisis.  At least we are very close to it.  This is the time to identify leads, pick up the seeds of the success of tomorrow.  Go for it and don’t miss out.  When you realize that the economy is growing again it may already be too late.

I am curious about your insights and success stories of a new genesis.  Let us know what you think.

Results of online survey on team involvement and project re-alignment available

We all dream of projects where objectives are clearly defined, mutually understood, where every team member knows which role to play, which responsibilities to fill, where constructive feedback is daily routine, lessons learned are shared across teams, and, last but not least, where teams deliver results, on time and in budget.

Way too often this stays a dream. The opposite may be the case: The scope is undefined, stakeholders expectations are not aligned, roles and responsibilities only vaguely defined but not agreed, antagonism and distrust widespread, isolated and insular work practices dominate actual team work, and deliverables are late and/or of poor quality.

The big question is how to get out of this mess, how to re-align the project.  In late spring I conducted an online survey on this topic.

In total 29 people participated in this online survey over a time period of about 8 weeks.  This is certainly not a representative number.  Still, the results indicate important insights about team involvement and project re-alignment.

Some of these insights I have incorporated in my presentation “It Takes a Team To Re-Align a Project:  Lessons from Rescue Missions” at the PMI Global Congress in Orlando, Florida (Oct 10-13, 2009) and the corresponding article.

Please go to http://www.tinyurl.com/TJEP-TeamRescue to view the results of the survey.

Upcoming book

Today I have finished a new book proposal.  I keep the title to myself – at least for the time being.  Still, let me tell you about its content:

The book is going to be about the 5 principles of effective project leadership and how they can be applied in daily project work.  The 5 principles are

(1) building vision,

(2) nurturing collaboration,

(3) enacting performance,

(4) promoting learning, and

(5) ensuring results.

These 5 principles are not based on another theory or management concept.  They are founded in my own experience in project management and review of literature on leadership, project management, business, systems and complexity theory.  This literature is important and valuable.  Yet, I do not want to write a literature review on the various books on project leadership.  While this, too, may be a valuable exercise, it is not my intention.

Instead I want to write a practical book.  I will explain my 5 principles of effective leadership in simple and non-technical language and show how they can help set up, manage and align projects for success.  I will not focus on a specific kind of project, say IT projects.  The project examples will come from all kinds of environments, professional and non-professional.  This way I can show that the principles are universal and independent of the nature of a project.

In the next couple of weeks I will keep you posted on the progress of the book (both on this blog and twitter).  Stay tuned!

Preliminary results of survey available

Preliminary results of my online survey of team-involvement and project re-alignment are available on the “Surveys” tab or at http://tinyurl.com/tjep-surveyblog.

The survey will run for another 2 weeks.  Please share the url to the survey with your friends and peers:  http://tinyurl.com/tjep-teambuilding.  The more people participate the greater the value of the survey results.

Reflections on PMI Global Congress EMEA in Amsterdam, May 18-20, 2009

The PMI Global Congress EMEA was held in Amsterdam May 18-20, 2009.  Once again it was an excellent conference on all kinds of topics of project management.  Attendants could pick from more than 70 sessions.

There was no lack of innovative and thought provoking topics such as agile projects or applying insights of systems,  complexity or chaos theory in daily project management.  Agile has been around for quite some time.  Still, it is just entering the realm of PMI.  The resistance to embracing agile is weakening.  Personally, I think it will have become a standard in the PMI world in another year or two.  Let’s bet on it if you like.
Regarding systems, complexity and chaos theory I think this is a trend worthwhile watching.  We are living in a complex, non-linear world.  The PMBOK serves as a solid framework for project management.  However, it has its limits given its linear character.  Systems, complexity and chaos theories overcome this shortcoming.  They expand the dimensions of traditional project management, encourage us to think beyond the PMBOK standards and apply insights from systems, complexity and chaos theory in everyday project management.

Regarding my own 2 workshops on Team-Building as a Means to Re-Align a Project: Both workshops went really well.  The interactions in the 2 groups and 7 break out teams were creative and productive.  Impressions of the workshops can be viewed in my online photo album.
Following up on the workshop and preparing for the upcoming PMI conference in Orlando I have started an online survey on team-involvement in project re-alignment.  This is a public survey.  Please share your insights and advice on this topic.  Results of the survey will be published on this blog, my website, the PMI Agile Discussion group and in my article  for the PMI Global Congress North America 2009 in Orlando.

Overall, it was an excellent conference.  If you are interested in the latest findings and / or thought provoking ideas  on project management and network, these PMI conferences are probably one of the best venues.  See you in Orlando!