12 seconds to project management greatness
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In my view there are twelve imperatives that are necessary for Project Management greatness: 1. Cultivate executive management support 2. Continuously enhance your team 3. Propel elite performance standards 4. Inspire a sense of urgency 5. Drive strategic change 6. Promote functional ownership 7. Communicate precise expectations while demanding accountability 8. Foster a culture of success 9. Play well ahead of the team 10. Expedite the Critical Path 11. Articulate value 12. Maintain emotional control
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12 seconds to project management greatness
- 1. 12 Seconds to PM Greatness The 12 Soft Skill Imperatives
- 2. Amazon.com
- 3. Amazon.com
- 4. Do you have twelve seconds to become a great project manager?
- 5. Agenda 1. Twelve Seconds? 2. Twelve Imperatives 3. Key Competencies 4. Examples and Ideas
- 6. The “Twelve Seconds” Metaphor We don’t need another Project Management method or textbook A character in an unusual situation based on a personal experience Alex Pilgrim takes a supernatural twelve second tour Twelve Project Manager Masters Twelve locations scattered around the world that highlight to imperative being discussed.
- 7. Skills of Great Project Managers PM Technical Business Soft PMBOK Business Soft Skills: • Project Process: • Twelve Management • Claims Imperatives Framework Payment • Twenty Key • Knowledge • Order Entry Competencies Areas • Customer • Process Service Groups • Delivery logistics
- 8. Imperatives 5. Strategic Change 6. Functional Ownership 4. Urgency 1. Executive Management 3. Elite Performance 2. Enhance Your Team
- 9. Imperatives 11. Articulate Value 12. Emotional Control 10. Critical Path 7. Communication & Accountability 9. Play Ahead 8. Culture of Success
- 10. Competencies Continuum Leadership Verbal & written High communication Facilitation Motivation & Project Planning team building Interpersonal skills Organizational skills Risk mgmt Scope mgmt Quality / Issue mgmt Quantity Negotiation skills Strategy Customer development Service ethic Financial skills Process modeling Pro-active behavior skills Results Change mgmt Orientation Escalation judgment Administration Medium Medium High Value to the organization Copyright 2011 Cognition Network All Rights Reserved
- 11. 1. Cultivate executive management support How many of you have worked for a bad boss? More than one? What did they have in common? They have the power and influence to make or break your project. PMs that engage their executives receive the support & resources they need to be successful.
- 12. 1. Cultivate executive management support Leadership = Influencing up Understand the strategic context for your project and communicate with executives in those terms Escalate with a resolution in mind
- 13. 2. Continuously enhance your team “It’s easy to get good players. Getting them to play together, that’s the hard part.” - Casey Stengel How much programming are you doing on the project? The requirements and design work, how much of that? How much of the database work or testing will you be doing? IT’S ALL ABOUT YOUR TEAM! Any networking or operations? How many of the people on the team report directly to you? You don’t perform any of the work that results in system deliverables, resources don’t report to you yet you are responsible for getting all the work completed. What does that mean?
- 14. Continuously enhance your team Peer Advisory Workgroups www.cognitionnet.com Recycling bottom 10 percent Mini lessons learned throughout the project
- 15. 3. Propel elite performance standards
- 16. 3. Propel elite performance standards
- 17. 4. Inspire a sense of urgency RMNP Horseshoe Falls
- 18. 5. Drive strategic change “When the winds of change blow hard enough, the most trivial of things can turn into deadly projectiles.” Despair.com
- 19. 6. Promote functional ownership Resource matrix / Backfill strategy SME Functional Owner Promote SME Functional Ownership SME SME Peer Advisory Workgroup Support from SME’s manager
- 20. 7. Communicate precise expectations demand accountability Are your bad communication habits limiting your success? “… Cut the wires leading to the clockwork fuse at the head … *Snip* ..but first..” -MASH TV show – Henry Blake -Army Navy Game Episode
- 21. 7. Communicate precise expectations demand accountability
- 22. 8. Foster a culture of success Opportunities for early wins WBS Project plans that avoid one offs Permission to improve and be self- accountable
- 23. 9. Play well ahead of the team “The best armor is to stay out of gunshot” – Sir Francis Bacon
- 24. 9. Play well ahead of the team Putting in the time necessary to get and stay ahead Sunday afternoon emails Focusing the team on their own responsibilities rather than yours Project methodology selection Iterative ideas for Waterfall projects A plan is just a plan
- 25. 10. Expedite the Critical Path Own the critical path Make it highly visible Make it an uncomfortable place to be Sense of urgency Learn to negotiate
- 26. 11. Articulate value Project Management Value Magic Words: Repeatable Disciplined Standard Consistent Predictable Measured
- 27. 11. Articulate value Demonstrated by: Productivity growth Reduced rework Reduced time to market for valuable business initiatives Improved engagement between technology and business teams Means and methods for cultural change by adopting best practices
- 28. 12. Maintain emotional control Own your professional development - get your bosses approval to spend time and resource to get better at what you do How many of you have professional development plans? Documented? Funded? Measurable? Tied to project objectives? Maintain perspective Take your vacation Financial peace If you are a person of faith - don't let day to day pressures drive you off track
- 29. Summary
- 30. Twelve Imperatives 1. Cultivate executive management support 2. Continuously enhance your team 3. Propel elite performance standards 4. Inspire a sense of urgency 5. Drive strategic change 6. Promote functional ownership 7. Communicate precise expectations while demanding accountability 8. Foster a culture of success 9. Play well ahead of the team 10. Expedite the Critical Path 11. Articulate value 12. Maintain emotional control
- 31. Top 20 Competencies Leadership Strategy development Facilitation skills Negotiation skills Project planning Pro-active behavior Verbal & written Organizational skills communication Financial skills Interpersonal skills Customer service ethic Motivation and team Change management building Process modeling skills Issue management Escalation judgment Risk management Results orientation Scope management Administration
- 32. Amazon.com
- 33. Amazon.com
- 34. Questions?
Notes de l'éditeur
- 2 flavors, for PMs…
- The version you give to your boss to have them better understand what you do
- Public presentations require a thought inspiring title 5 keys to strategy execution7 ideas for risk management8 reasons to manage scopeetc
- Here’s what we’ll be thinking about this morning
- I was working on the project from hell. Beyond the high level of stress,I picked up a nasty virus, it knocked me on my butt for several weeks. One morning my chest felt tight and I had my wife drive me over to St Joseph’s ER in St Paul – just in caseLong story / short I suffered a drug reaction … On Saturday afternoon May 30th 2009, my heart stopped for 12 seconds… That’s a story a guy needs to retell, so I created a character and a book leveraging this unique event to frame up the conversation about becoming a great PM
- Project Managers need PM technical skills (Microsoft project, budget spreadsheets, PMBOK stuff) and Business skills (processes and strategies for the company/industry they are in) but to capture the essence of what makes a Project Manager successful & truly great, head and shoulders above the rest – They need advanced soft skills. This presentation describes the twelve imperatives that are supported by twenty key competencies and gives real life examples/advice on how to become a great PM.
- 1. Cultivate executive management support2. Continuously enhance your team3.Propel elite performance standards4. Inspire a sense of urgency5. Drive strategic change6. Promote functional ownership
- 7. Communicate precise expectations while demanding accountability8. Foster a culture of success9. Play well ahead of the team10. Expedite the Critical Path11. Articulate value12. Maintain emotional control
- The only thing I recall from my 1984 MBA is that most things in life can be described on a continuumI created this one to depict my view of the 20 key competencies for great PM’s
- Inc Magazine Nov 15 2012 survey: 65% of employees say they would take a new boss over a pay raise.There was one lady, who used to edit my documents with her eyebrow pencil. The guy who spent an inordinate amount of time sitting in his office fixating over making perfect PowerPoint slides – chastising his team for using the wrong fontSales Manager who didn’t like selling.There was the boss who, after a full weekend of turmoil and internal leadership team squabbling, called a Monday morning ‘all hands’ meeting for his leadership team. He showed up wearing a $2,500 suit with two lawyers at his side. He climbed up on the conference table and lectured us on commitment.There was the executive who worked remotely from her home much of the time. When she did show up at the office she disrupted everyone with her plan for the day. The female manager would dress inappropriately making her uncomfortable to meet with. Occasionally she would have mandatory team meetings that required all her managers to drive a hundred miles to her home because it was convenient for her.The executive who was a MBA graduate from a top business school that was so bad with people that they could let him have any direct reports Executives you’ve met who are just filling a chair, waiting to retire.
- Leadership: The ability to effectively direct project efforts towards stated goals and objectives by establishing direction, alignment of resources, motivation of team members and influencing up and across all management levels
- PAW: staff a workgroup with project leaders. Be sure to include your Business Owner, Project Executive, Technology Leads, Key Subject Matter Experts and representation from Organizational Readiness.use the group as an accountability mechanism to check in on team member commitments, actions and results. Over time it will enhance your leadership team’s level of collaboration and cultivate greater cohesion between business and technology personnel. If managed correctly it can become a project advisory board to identify alternatives and validate decisions.
- Anybody remember this book? You are all probably to young… Virginia Lee Burton
- Setting the bar high:“Mary Anne can dig as much in a day as a hundred men can dig in a week”
- There’s a historic site in the Rocky Mountain National Park where having a sense of urgency paid off here in the form of lives saved. If you follow that sight line above the waterfall you will see the path of a natural disaster that required a keen sense of urgency by Park personnel to minimize loss of life. On July 15, 1982, at 5:30 a.m. at over thirteen thousand feet of elevation, Lawn Lake’s earthen dam broke. The terminal moraine that had held since the end of the last ice age gave way releasing twenty-nine million gallons of water. The torrent swept trees and car-sized boulders four miles down to the valley. In addition, tons of lighter rocks, gravel and sand from the crashing water came together to form a forty-two acre alluvial fan. At 5:50 a.m. a camper in the area heard a roar and witnessed his friend being swept away. At 6:22 a.m., a trash collector heard the waters crashing down and called park rangers, who evacuated the crowded Aspenglen campgrounds. Eighty minutes later the Cascade Lake Dam failed and the water poured downstream. Even with the staff’s best efforts two lives were lost to the flood at the campground.
- Don’t let change happen to you – get ahead of it and drive strategic changeScope Management: Leading the systematic process that ensures that the project includes all work required and only the work required to obtain project objectivesChange Management: Facilitation of the change process to provide for the orderly and systematic integration of requirement change to project scopeRisk management: Leading the systematic process of identifying, analyzing and responding to project risks; maximizing the probability of positive events and minimizing the probability of adverse project events
- Subject Matter Expert or SME is commonly understood within most businesses. These individuals are the final word regarding business processes for their departments. While these individuals are critical to daily operations they seldom make the important commitment of taking ownership for the applications they use in their work. a Functional Owner builds on their knowledge as a Subject Matter Expert by adding ownership of the processes and systems that support their business activity.
- Precise, courageousCommo, documented and crispDemand accountability for committed activities – Young PM’s are often too nice
- Look for low risk, clone and go opportunitiesProfessional development plansRecognition!
- Does anyone recognize this? I visited the Winchester Cathedral many years ago – it’s a marvel!Cathedral laid out in the shape of a cross with a total length of 554 feet. The ceiling is ‘Fan Vaulted’, a Gothic style, in which the ribs are shaped with the same curve and spaced equidistantly in a manner resembling a fan. imagine how far the build master had to play ahead of his team to make this happen. He had to plan well ahead of his team to secure materials. Many had with long lead times like the limestone from the Isle of Wight and oak lumber from the local forest. Decisions on architecture had to be planned well in advance. Sometimes these decisions were made more for political reasons than they were for the soundness of the building.
- I’ve found that most project team members pay special attention to their email inboxes Monday morning. In an attempt to move to the top of their priority list, I spend thirty minutes Sunday afternoon sending out a few email messages aimed at placing focus on the key activities planned for the week.The team needs to feel comfortable that someone has a master plan, a strategy where all the pieces fit together. If they don’t, they will take their eyes off their own tasks and spend valuable time and attention trying to fix the plan
- Don’t just ask “how”, ask “how soon”?How do people react who are on the path?Solving Critical Path bottlenecks tend to create the next bottleneck to be solved
- Improved project outcomes from repeatable & disciplined execution based upon experienceConsistency generally means improved efficiencies realized from standard and consistent processIncreased levels of quality from predictable and measured performanceEnhanced economic value is delivered through optimal performance and continuous improvement
- 2 flavors, for PMs…
- The version you give to your boss to have them better understand what you do