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Archive for July, 2011

Today’s projects become increasingly complex.  We are faced with endless challenges, have to juggle thousands of different and often conflicting expectations and desires, have to meet deadlines, deliver on time, exercise pressure on those people who do not or cannot deliver as expected – or vice versa, feel the pressure other people put on us.  In situations like these it is easy to be overwhelmed.  We are stressed, tired, in a bad mood, frustrated and maybe just burned out.  The “team” does not deserve the word “team” as daily work is characterized by a low morale, disruptive arguments and a negative group atmosphere.  The individual and team miseries are reflected in the poor delivery quality and missing or incomplete project results.

In situations like these what we thrive for simple and effective resolutions.  What we need is either the help and advice from someone from outside who can guide us through this chaos or an inspiration how to do so by ourselves.

The philosophy of Zen offers many insights which achieve this.  In simple, easy to understand language it outlines avenues to find our lost individual and project identity, overcome burdens and master challenges, reduce complexity and guide us to personal success.

The question is how Zen guidelines can be applied in a project setting.  These days I am preparing a lecture which answers this question.  I will introduce 10 Zen insights and translate them into the language of project management.  Specifically:

1.              Project identity:

  • The need and value of understanding, accepting and embracing our past, present and future: Project motivation and vision
  • Know, accept and embrace your project purpose

2.              Timeliness in a time-sensitive world

  • Creative freedom and solving problems from the distance

3.              The power of vision

  • How SMART project objectives without a vision kills creativity, risks results and may lead to failure
  • The need for open goals
  • New goal setting

4.              Overcoming Angst and the need for action

  • Relax
  • Take responsibility vs. blame others

5.              Individualism and hierarchy

  • External and internal success
  • Personalize project success

6.              Leadership and motivation

  • Unleash guiding energies
  • Solution-orientation

7.              Simplicity

  • Lost in the jungle of details
  • Reducing complexity

8.              Truth and illusion

  • Perceptions are more important than facts
  • A simple truth is no more than an assumption

9.              Team play

  • Enjoy the game of projects

10.           Passion

  • The fire which sets you free
  • Talents, passion and longing

Zen can help inspire us personally and how to interact effectively with our team, customers and stakeholders.  Applying Zen in projects makes it easier to build teams, perform on a high level and deliver results which delight our customers and teams alike.  It thus helps us and the team to evolve into a performing unit and excel.

I will elaborate on each of these insights in my upcoming blog posts.  So, stay tuned.

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What would you say is the biggest problem on projects today? Is it the ever increasing complexity? Is it project sponsors who are absent?  Is it the impossible expectations that our customers have?

Robert Szilinksi and Michael Krebs (www.esentri.com and www.social-pm.com) say that it’s neither of these. Instead, our top problems are all internal to our project teams. They are communication, collaboration and integration of all team members and their knowledge into the overall project.

Robert and Michael’s answer to help improve project management is to enable our teams to work on a level that is more integrated, based on sharing and trust. Much of this in connection with Social media tools for project management. We’ll get a ton of tips, tricks and lessons learned from how they have used these social media tools on projects.

Want to learn more?  Visit Cornelius Fichtner’s latest podcast and spread the word.

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[by Margaret Meloni, MBA, PMP ]
Oh there is a problem alright. And it starts with the fact that you have a boss, peer or project team member who is completely in denial about the chaos that is all around them. If they do see any kind of issues, well those issues start with you. This is not meant to be spiteful. This is the behavior of someone who is completely oblivious to the fact that they cause problems. If they do have any inkling that there is an issue, then they have a perfect excuse. Do any of these sound familiar?

  • “I did not call you back because you never left me a message.”
  • “I did not forget our meeting; my admin did not put it on my calendar.”
  • “My office may look messy, but leave it alone. I have a system and I know where everything is located.”

What kinds of chaos surround this person? Their chaos can be lack of organization, time related or memory related. The chaos created by this person looks like chaos created by creative types or even by someone who deceives others into thinking they are organized. The key here is that they absolutely do not own their issue. They really do not see that there is a problem. If they miss a meeting, they can blame their assistant who did not remind them of it. They really think you didn’t leave them a message because their assistant gave it to them and it was buried under the piles of paper on their desk.

So what’s a project manager to do? Well let’s look at what not to do first – do not blame them. Do not put them on the defensive. Do not constantly harp on them about the problem. Do not argue with them about their excuses, just move on. Find a way to work around the problem because you’re not going to be able to change them.

Now step back and look at the big picture. What do you want from this working relationship? Where do they have problems and how can you help? Even if you don’t feel like you want to help them, remember you are helping yourself too! With that in mind:

  • Be proactive. If you know their issue will cause a problem for others on the project team, step-in. This may mean you politely remind them of customer appointments or work package due dates. It may mean you hand deliver important memos to them and watch them read those memos. What you are doing (without them knowing it) is nipping a potential problem in the bud.
  • Create a simple process for organizing shared information. Stay away from their personal space, but be willing to be responsible for other areas. Enlist the help of others on the project, too. Your problem child may respond to the organization and join in because they want to be part of the group.
  • If they work for you as a full-time project resource, be the boss and give them direction. Advise them that missing meetings, deadlines and not returning phone calls is not acceptable. Mentor them away from the damaging behavior and toward a positive outcome.
  • Acknowledge that they have other skills. There are other areas where they are strong contributors, which is why they got selected to work on the project in the first place.

You may think that’s a lot of trouble to go to, but it will actually save you time and make your job less aggravating. Hand delivering memos might seem a bit extreme but you’ll know that they’ve been read. Another method that works is to deliver the memo and have them initial that they have read it. This also serves to create a paper trail that no one can argue with.

If you do have to call them on the carpet about their behavior, ask them how you can help them get control of their disorganization. Knowing that you’re willing to help them will make them much more willing to work on the behavior that is causing so much chaos for the project.

As for their other skills, take advantage of them. You may want to find what they are best at and exploit that. If your problem person excels at something that another project team member isn’t so good at, perhaps he or she could take the burden off their co-worker in exchange for that person handling their calendar.

And remember, their behavior is about them, it is not about you. Don’t take it personally.

About the Author: Margaret Meloni, MBA, PMP, is an executive coaching consultant for IT professionals. She helps project managers and teams work together better by improving their soft skills. Learn how to successfully combine your technical and soft skills in her webinars from The PDU Podcast (www.pducast.com) and from her website at www.margaretmeloni.com.

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We all thrive for success.  The big question is, how do we get there?  I have provided a number of answers to this question in my book “Leadership Principles for Project Success“.  More and more people are applying the 5 leadership principles laid out in this book.  This is great as more people will experience how to ensure project success through leadership.

Now Rod Collins wrote the  latest book review on Amazon by Rod Collins.  Rod is the author of “Leadership in a Wiki World” and the owner of Wiki-Management, a company that helps companies dramatically increase their performance. As the former Chief Operating Executive of the largest health insurance business alliance in the U. S., he pioneered an innovative management discipline that produced unprecedented operational and financial performance.  His company’s website is www.wiki-management.com.

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