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gantthead blogs
by - Mark Perry
Bringing you PMO Setup Tips, Tools, and Techniques for PMOs of all shapes and sizes.
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Project management lessons learned from the chess board..!
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PMO Tips
| Chess (noun) / a game of planning, strategy, and tactics. |
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| I am deviating from my normal blog format and cartoon and I hope you find this post enjoyable. Recently, I had the opportunity to work with a PPM expert in the Middle East. When we stumbled upon our common passion for the game of chess, we decided to play a correspondent game. You might be thinking, what does the game of chess have to do with project management? To me, there are actually many similarities between project management and the game of chess. For one, both involve planning, strategy, and tactics. And for another, those involved in project management or playing a game of chess can often benefit by just a little bit of process and risk management. Consider the following chess match. I played White. |
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| The Opening: As white, I have always enjoyed closed positioned games verses open positioned games. When I played tournament chess years ago, I found that if I played an open game with superior players, the game would become overly complex and I would typically lose or at best draw. And, when I played a closed game with these same superior players, the play and opportunities would be much more balanced and sometimes even a little bit boring which often resulted in slight positional and tempo mistakes that I could use to get a draw and sometimes even win. So consider my dread after my very first move when my opponent countered my e2-e4 king pawn opening with the Sicilian Defense, a defense that offers black many aggressive and open positioned lines of counter attack. |
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Position after:
1. e2-e4 c7-c5
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| Variation Selection: In response to the Sicilian Defense, I have found numerous ways, too many to keep track of, to lose. Almost always, black quickly transforms a friendly game into a no-hold bars slug fest. Often, by the time I realize the mischief that black is up to, the game is over and I have lost to the Sicilian once again. The Moscow Variation is the one variation that I have had some degree of success, or should I say survival, with and that is what I chose as a response as shown in this board position. |
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Position after:
2. g1-f3 d7-d6
3. f1-b5 c8-d7
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| Here come black's pawns: Black is already advancing his pawns opening up counterplay on the queenside with b7-b5. So now, in addition to finding a way to control the center, develop my pieces, and form my attack, I have to be mindful of black's encroachment upon my queenside territory. I can just envision a king side castle and flanking attack on the open queenside files by black's rooks. Here we go again, I am thinking. |
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Position after:
4. b5-d7 d8-d7
5. 0-0 ....b7-b5
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| And here come more of black's pawns: See what I mean. I can't ignore the fact that black's wall of pawns is advancing upon me. Like managing a complex project, I need to eliminate risks and keep the project on track. In this case the project is to complete the development of all of my pieces, establish control of the center, and to exploit black's backward d6 pawn. |
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Position after:
6. d1-e2 e7-e5
7. c2-c3 f7-f6 (!?)
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| First goal accomplished. At this point in the game, I have accomplished my first goal of developing all of my pieces. I don't quite have control of the center, but I am following the process and getting there. I have resisted black's attempts to open the game up, but his advancing pawn formation poses many threats. |
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Position afer:
8. d2-d4 c5-c4
9. f1-d1 b8-d6
10. c1-e3 a7-a6
11. b1-d2 h7-h5
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| The counter attack. This is what I am talking about when I say I hate the Sicilian Defense. As white, I have been a cordial gentleman. All of my pieces are still on my side of the board. I am not picking a fight with black. I am just going about my business, developing my pieces, maintaining a presence in the center of the board. Black is the one picking the fight, advancing pawns, and attacking me - not to mention opening up the play for his queen and rook to descend upon my king. And all the while, my pieces are somewhat on the other side of the board. I am thinking that I have an advantage in both tempo and development, yet black is the one setting sights on ending the game. This is what black does in the Sicilian. |
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Position after:
12. b2-b3 g7-g5
13. b3-c4 h5-h4
14. c4-b5 a6-b5
15. e2-b5 f8-h6
16. d2-c4 a8-b8
17. b5-a4 g5-g4
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| Eliminating risks. At this point in the game, all I am thinking about is eliminating risks. Black gave up a few pawns in exchange for developing his counter attack and tactical options. If those can be neutralized, my prospects for the end game look promising - assuming that I can survive long enough to get to the end game.Though better players would no doubt keep the pieces on the board and engage in complex tactics, I know that would be a bad idea for me. Increasing complexity would only add risk and play into my opponent's hands. So, as an alternative and for survival, I need to simplify things. |
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Position after:
18. f3-e1 h6-e3
19. f2-e3 g8-h6
20. d4-e5 c6-e5
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| Getting the team back together. Exchanging queens and knights eliminated some of the immediate risks I was facing and I was also able to gain another pawn. But, my extra material over black leaves me with two isolated pawns and two doubled pawns. With two rooks and two knights still on the board, black can find a way to pick those off. So, I need to get my team back together while at the same time making sure that the threats on my king are managed. |
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Position after:
21. c4-d6 e8-f8
22. a4-d7 e5-d7
23. e1-d3 f8-g7
24. d3-f4 d7-e5
25. a1-b1 g7-h7
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| Counter attack looming. While I continue to improve my position, there are still numerous threats that black still has that are lying in waiting for me. If I take black's menacing h3 pawn, he takes my pawn back with g4-h3 and a discovered check. This gives black a tempo, opens up the g file, and enables black to bring both rooks into aggressive play attacking my king or taking one of my pawn ranks. |
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Position after:
26. b1-b3 h8-g8
27. d1-d5 h4-h3
28. f4-h5 b8-f8
29. b3-b7 h7-h8
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| Pause the project. At this point in this correspondent chess game, I had to take three days to finally make my next move - a luxury that would not be possible in a clocked or tournament game. Black has numerous threats and good prospects for winning this game. My position is not without risk, but if I can exchange pieces with black and get all of our rooks and knights off the board, then I can advance my a4 pawn to the a8 rank - promoting it to a queen and likely obtaining black's resignation. |
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Position after:
30. a2-a4 h3-g2
31. h5-g3 e5-f3
32. g1-g2 g8-g5
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| Attention to detail. From this position, I just need to pay attention to the details. Black cannot both continue to attack my kingside and defend my advancing a5 pawn. With two knights, a rook, and advanced pawns, black can lure me into a trap or a fork if I am careless. I can still find a way to lose this game quite easily. |
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Position after:
33. a4-a5 f3-h4
34. g2-f2 g5-d5
35. e4-d5 f6-f5
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| The end game. Well, after a spirited contest, black resigned shortly after his 41st move as after b7-b8 there is no stopping the a7 pawn from advancing to a8. I survived the Sicilian Defense playing an opponent who is quite a bit better at chess than I am. I am quite sure that had we been on the clock in a timed setting, I would not have found the line of play that I was able to find after that three day pause I took. And, I suspect that I would have likely fallen victim to black's aggressive counter attack and tactics, so typical of the Sicilian Defense. |
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Position after:
36. a5-a6 f5-f4
37. a6-a7 f4-g3
38. f2-g3 h4-f5
39. d6-f5 h6-f5
40. g3-g4 f5-h6
41. g4-h5 h6-g8 (black resigns)
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| So what does this game of chess have to do with project management? For me, just about everything. There is the initial plan, the execution of the plan, the project team (in this case the chess pieces), the monitoring and controlling of the progress, and of course the issues in the form of risks that have to be addressed in order to reach a successful outcome. And especially for me, it is also all about following the process verses engaging in ad hoc best efforts. At my limited level of chess ability, following the process means developing the pieces, controlling the center of the board, eliminating risks, and maintaining the tempo - the very same things that make for a successful project outcome. |
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Top 10 Tips for Keeping PMO Passion Alive
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PMO Tips
| Passion (noun) / the trait of being intensely emotional. |
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Top 10 Tips for Keeping PMO Passion Alive
Tip #1: Integrate your passion into your work. For some lucky people, work is their passion. But for many others, work is work. It may or may not be the source of one's passion. In fact, many times it can be the drain on one's passion. Take aim to recognize your many passions both professional and personal and find ways to interweave these passions into your daily work life. There is no better way to enhance relationships in the workplace with partners and with customers than to find and enjoy common passions with one another.
Tip #2: Eliminate irritating tasks. Make a list of the activities that you do not like to do. Then assess the tasks on the list and determine which ones can be compartmentalized or even eliminated. Seek to do the tasks that you do not like to do, but that must be done, as quickly as possible so that they do not loom overhead nor become overly burdensome or irritating.
Tip #3: Reacquaint yourself with your career. Take time to refresh yourself and reacquaint yourself with the reasons why you have chosen your career. Ask yourself what were your initial goals and motivations and if anything has changed with time. Write down all that you have accomplished since your initial career start. You might be both surprised and pleased with the outcome.
Tip #4: Be grateful. It is far too easy to overlook and take for granted that which we should be grateful for. Few people can achieve extraordinary success all on their own. Be grateful to all those who have helped you. Through your gratefulness, you will find renewed appreciation for all that you have accomplished and renewed enthusiasm for all that you wish to accomplish.
Tip #5: Surround yourself with good people. Work with and surround yourself with passionate, motivated people. Just as a positive attitude is contagious, so too is a negative one. It can be like a deadly workplace virus, affecting everyone that comes in contact with it. Recognize the importance of having a positive mental attitude and nurturing it by recognizing your successes, both large and small. There is no quicker way to lose one's passion than to exhibit a negative attitude or even to be in the presence of those who exhibit a negative attitude.
Tip #6: Recognize your passion. Recognize that you have not one but multiple passions. Seek ways to integrate them into your work. There is no better way to enhance productivity, morale, and relationships in the workplace than to find and enjoy passions with one another.
Tip #7: Expect to encounter negativism. Not everyone is passionate. Some people are dispassionate and show little emotional involvement. Others can be skeptical, objectionable, contrarian, and even negative. Though it can be sometimes disappointing and frustrating to work with people with less than good attitudes and outlooks, you will encounter it and therefore you must expect it. Don't allow the attitude of others to compromise your passion.
Tip #8: A book a week keeps passion from getting weak. At just about any executive development and training program, you will hear how important it is to read at least one business book a week. There is no single and more effective technique to widen one's perspectives, hone one's skills, and to fuel one's passions than to read. And, this is not limited to the executive team or executive level jobs. Reading is fundamental to many things; PMO passion is one of them.
Tip #9: Spread the word. Part of being passionate is spreading your passion about the workplace and amongst others. Don't keep your passion hidden away where only you know about it. Of course don't force it, let it happen naturally. Others will not only notice, but they will become passionate too.
Tip #10: Have faith in your passion. Often times, passion does not always follow a straight nor easy path. There will be times when results are not commiserate with effort and there will other times when that which you are passionate about is not viewed the same way by others. Remember, if the object of your passion was easy to achieve then it would not have ever been a passion in the first place. Have faith in your passion and stay committed to getting it right; results will follow.
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PMO Manager Leadership - Commit to your company, not just your career
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PMO Leadership
| Commitment (noun) / the act of binding yourself to a course of action. |
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PMO Manager Leadership - Commit to your company, not just your career.
Today, most people suggest that you should commit to yourself, not your company. After all, you might get outsourced or your company may go out of business. Sure, you should have a career and advance your career and self interests. But, you also must commit, truly commit, to the company, organization, or individual that pays your salary. Take project management as an example. Are you a project manager? Are you in the project management profession? Are you a member of a project management institute or organization of some kind? In the past five years, how much time have you spent (invested) in the following:
- Committed to yourself
- Learning about project management
- Attending project management training
- Sitting for a project management webinar
- Going to a project management conferences
- Frequenting local PMO chapter dinner meetings
- Networking online in the various social media sites
Now, over the same five year period of time, how much time have you spent in the following:
- Committed to your company
- Learning about every aspect of your company, market and offerings
- Understanding the customers you serve and why they do business with you
- Understanding the value of your partners and what they need from you and provide to you
- Becoming knowledgeable about your competitors and how they might impact the success of your company
- Meeting division heads of your company
- Sitting down at the company cafeteria with folks you don't know to build relationships and to listen and learn
- Developing improvement suggestions for both formal and informal project management
- Developing ideas to socialize project management (as a technique) throughout all of the various departments
- Developing and presenting at least one formal recommendation a year to management to fix a problem or do something better
Regrettably, one of the unintended consequences of standards and standard organizations like PMI is that we (myself included) can quickly become inwardly focused on our project management "community" and "ourselves" and out of focus with the organization for whom we work. Just consider the activities listed above and do the math and add up all of the hours invested. The results will speak for themselves.
Now, of course, you could argue that being committed to yourself enables you to be committed to your company, but let's be honest with this reflective exercise. Or think of it another way. If the PMI had a companion category to the PDU (professional development unit) called the PAU (professional activity unit) and you can only get PAUs by the kinds of activities shown in the "committed to your company" list and the achievement of PAUs were required to get and maintain your project management professional credential, would we all find ourselves engaging in these activities? Of course we would. Whether PMI ever develops a PAU or something like it, it is hard to argue against the merits of such a professional activity.
When you are in service to yourself, your level of commitment and world of achievement is quite small. When you are truly in service to others, your level of commitment and potential achievement is without limits. And, you are making a contribution, growing as an individual, and developing the skills you need to not just survive, but to thrive in today's competitive workplace.
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PMO Manager Leadership - Don't Play Politics
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PMO Leadership
| Politics (noun) / social relations involving intrigue to gain authority or power, often illegitimately. |
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PMO Manager Leadership - Don't Play Politics
True leaders do not play politics. Sure, true leaders and even servant-leaders are cognizant of and appreciate the political landscape, but they do not join in the game. When you play politics and engage in disingenuous relations with others, or worse, even harm others, you have just started down a slippery slope that quickly ends up in a loss of respect by others, a reduced ability to lead the team, and a personal lack of integrity that gets more and more evident the more politics you play. Organizational politics within the business are for hob-knobbers and career-climbers, not for real business leaders.
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Exhibiting Project Management Leadership
categories:
PMO Leadership
| Leadership (noun) / the activity of ruling, leading, or inspiring others. |
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Project Management Leadership - A case example
How do you exhibit your project management leadership? Is it all about the technical side of project management in terms of tools, processes, and know how? Or is it about human behavior? Take the case of Eldon, a senior program manager with years of experience.
Over the course of his career he had technical positions as well as positions in management. One of Eldon’s project managers was having a difficult time. One day, Eldon overheard his project manager, whose cubicle was not too far away, having a heated discussion over the phone with one of the project team members. Eldon calmly walked over to his project manager’s cubicle and took a nearby seat listening to the conversation. The project manager changed his tone, but was still clearly agitated. After the call was over, Eldon asked the project manager to calm down, explain to him what the problem was, and tell him why he allowed himself to lose his composure. The project manager, though highly skilled technically, admittedly had an anger management problem and sometimes it get out of control.
No one had ever thought to confront the project manager about his behavior, nor help him. It was simply tolerated by others; some even made fun of it. And while it didn’t yet significantly impact anyone else’s attitude or work, it did impact the attitude and work of the project manager. Eldon took the time to discuss the anger management problem with the project manager and encouraged him to overcome it. Rather than lecture him on the inappropriateness and lack of professionalism that losing one’s temper can have in the workplace, Eldon viewed the heated phone discussion that he witnessed as an opportunity for growth and improvement.
We all can learn from Eldon, the senior program manager, and exhibit leadership just as he did. Of course it is easier to turn a blind eye or a deaf ear, but leadership seldom is about taking the easy route.
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| "He who asks is a fool for five minutes, but he who does not ask remains a fool forever." |
| - Chinese Proverb |
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