|
Home
>
gantthead blogs
>
by - Andy Jordan
Project management isn't just about delivering on time, scope, budget and quality. It's about developing people - teams and individuals - let's explore that a little more!
|
Meet the new guy
I know I'm jumping around a bit on these early posts - I'm just trying to throw some ideas out and see what generates the most interest - bear with me (please!).
I want to introduce you to the new guy. He's a real person that I am working with at one of my clients right now. In fact he's a Gantthead member - and yes he knows I'm doing this to him!
The new guy is someone who is a few years out of school, and he's now looking to break into project management as the next step in his career. He's taken an introductory course and he's now looking for an opportunity to put the skills that he's learned into practice. I think I'm going to use him as an example in a few of these blog entries, because he's currently the individual that's teaching me the most about project management.
That might sound odd - after all, I'm supposed to be giving him the development opportunity, but his complete lack of any preconceived notions is really pushing me back to the basics and forcing me to set aside the biases that have come with my experiences - it's very refreshing. At the same time it's immensely rewarding to see the return on the investment of time and effort in his growth and development - I love passing on my knowledge and expertise.
So let's meet the new guy in a little more detail.
Today he and I had a meeting to review his first tentative steps at a project charter. I couldn't fault the format (he used one of my company's), and clearly he got the concept behind the various sections. He also understood the different roles that exist on a project - sponsor, team, etc. Clearly the training he had taken and his own fundamental business acumen had created a strong foundation.
My learning point today was that no one had helped him to understand the perspective that each of those roles would have. For example, we spent some time discussing the difference between the required end state (success criteria) and the scope. As the sponsor for this project I explained that I wanted to define for the project what the end state would look like - what would the project have to deliver in terms of business values / changes to satisfy me. This is clearly different from defining what specifics will be included and excluded.
I could see that the new guy really had an epiphany with this - no one had outlined the driving forces behind the roles on a project - what motivates the sponsor, not just what is their 'job' on the project.
But this was also an epiphany for me - after all my years in project management I just assume that people know what the motivators and drivers for roles are - I'll frequently have discussions with people about hoe to get what they want from an individual based on their personality, priorities, etc, but rarely based on their role.
What am I trying to get at? Well I guess for those of use that find ourselves in coaching and mentoring roles it's to never assume - be prepared to help your teams grasp things that we just take for granted. For those that are growing as PMs, don't be afraid to ask (apologies for the cliche) - challenge, push, question until you do understand.
What are your experiences with these 'a-ha' moments - the seemingly minor interactions that really drive home that not everyone sees things the same way we do.
Daniel Lee says:
Hi
Great perspective Andy and definately an a-ha moment. Being a coach myself and a project manager I come across precious jewels every day and if I am willing to listen with my mouth shut, I learn a lot.
One of my own ah-ha moments was with what at the time was an 'difficult' stakeholder. I say at the time because that is what I went in thinking and guess what, all interactions were based on him being difficult. My own mentor 'challenged' me to consider how they see things. I used a technique (in private) where I visualised him standing in front of me and me describing what I saw. I then physcially moved and went to where I had placed my imaginary stakeholder and looked back at me and described what I saw. Wow, blew me over, and what I saw wasn't what I intended. Here was a PM pushing in, driving, thinking he is clear on scope of work and expecting lots of me the stakeholder without really listening, ouch!. Cutting to the chase, I basically moved around in different positions including a 3rd party looking at both and this gave me an entirely new perspective and an ability to create a different environment to work with him and I must say, with success.
WInd forward to today after many years, I gently challenge members of my team to perhaps consider different perspectives, to wonder 'what if', to be inquisitive about the human side of projects and people. This is great for junior team members/those starting out because with time, it gets ingrained and comes naturally but not always obvious.
Thursday, April 24, 2008 8:33:01 AM EDT
Geoff Vernon says:
Observation.....a wonderful tool for any PM.
I've been in the business world for over 30 years and in PM for the past 15. I never stop learning from those around me, whether they be colleagues, managers, staff, friends or neighbours.
I find I get the most out of any interactions when I sit back and listen, observing how the messages are being delivered and how I am taking them in.
Putting yourself in the other person's shoes is the best thing you can do to understand what the motivators and drivers are.
Every person on a project team comes to it with a different set of values and ideals, and as a project manager, it is up to me to determine what sort of approach I will take with each to get the best out of them. To do this, I need to know enough about them to know what drives them.
I am proud to say that many of the folk I have worked with on projects in the past have remained good friends.....all because I took the time to get to know them well.....as an individual....a person.....not just as a member of the team.
Monday, April 28, 2008 8:43:37 PM EDT
Vasoula Christoforides says:
An external new guy joins the company on contractual basis. Oh I really do feel a little sorry for them! It is more difficult for an external contractor Project Manager to get to know the team members as individuals as their objective is to deliver the project successfully with the resources given. These people are the driving force, they get paid big money to deliver - there is a detachment from internal people as they are there to do a specific job ''''task focus''''. Dont misunderstand me, they can be nice and polite and can have a sense of humour however, there is no time to bond and connect in a true sense. Once the project is delivered, implemented they are history.
Most of us are fortunate to have ''''stable'''' jobs working for one organisation where friendships are formed and help, support is usually at hand. I have a story to tell you. This takes me back during 2006 when a new guy moved onto our floor working as a ''''Developer'''' and so keen to be a Project Manager. After a few weeks this guy approached me and asked for guidance on how to go about becoming a Project Manager. I become his mentor. We had many chats on Project Management and encouraged him to go after his dream job.
Today he made my day. I felt so proud when he announced that he has been formally appointed as a Project Manager - what a transformation, a true professional. It is moments like today that gives me so much job satisfaction by helping someone else realise their true potential and fulfill their aspirations.
Tuesday, April 29, 2008 5:18:26 PM EDT
Rob Martin says:
We take many things for granted when we've done them for so long.
These are thoughts worth sharing.
If we're not listening or asking questions, then we're not learning.
Rob
Wednesday, April 30, 2008 11:33:19 AM EDT
Robert Penn says:
To the new guy, I offer both my congratulations and my sympathy. For me, project management is one of the most exciting and frustrating roles there is. You get to see the big picture and watch things come together, and, at the same time, you will never get everything exactly right and you always have lessons learned for how to do better next time.
My big aha moment was when I realized that all the artifacts of project management: schedules, budgets, scope descriptions, etc. are really tools to help do the job, but the job is really to coordinate and communicate with all the stakeholders to achieve the project goals. You can complete the project on time, within budget, and to specification and still have a failed project if the results don''t achieve the goals. Likewise, some projects may be completed long before all the tasks are completed (rarely happens) if the goals are met. Coordination of activities and information from project team members, sponsors, and other affected external parties is what makes or breaks projects.
Thursday, May 1, 2008 1:40:36 PM EDT
Andy Kaufman says:
In Amy Sutherland's book "What Shamu Taught Me About Life, Love, and Marriage" she relates that killer whale trainers remember that "every interaction is training." Every time they interact with "Shamu" they are teaching, whether they realize it or not. Both Shamu and the trainers are learning about what is expected, how to treat each other, consequences for actions, etc.
I'm convinced that I miss killer whale-sized opportunities to learn each day because I'm not sufficiently paying attention. But when I do, those lessons can be more valuable than an expensive weeklong workshop. I remember when I finally "got" that the dirty little secret of business is that it's all done on relationships. Previously I wanted to believe that the smartest one wins. Or that the best argument wins. Or that filling out the "right" paperwork and following the "right" process was the secret to successfully delivering projects. But through the gift of a couple great mentors who modeled the secret of building relationships, I've been able to navigate situations that would have left me as "Shamu Chow" years before!
Our interactions with the new guy (and the old guys!) are modeling how to look at the world of projects and business and people in a potentially different way. May we all be forces for good as we teach (and have our eyes and minds wide open as we observe).
Thursday, May 1, 2008 2:45:37 PM EDT
Please Login/Register to leave a comment.
sponsored announcements and special offers
Build and deploy interactive reports and dashboards — without any hidden costs. Our in-the-cloud free trial lets you see for yourself — no download required. SAP Crystal Reports Server 60-day Free Trial
Get a business advantage. With a Services Dashboard, you're in the driver's seat. Solid benchmarks allow you to prioritize initiatives, monitor improvements and understand the business impact of best practices on your services organization. Read now.
Improve your company's efficiency and effectiveness, no matter its size. Download the SAP whitepaper Business Intelligence: The Definitive Guide for Mid-Size Organizations.
Online Lean Six Sigma Certificates
Earn certificates 100% Online from Purdue University, and gain knowledge in lean and six sigma. Lead improvements in your organization with skills learned. Courses start soon and space is limited. Click here for more info.
Online Project Mgmt Certificates
Earn project mgmt certificates 100% Online, and gain knowledge in foundations to PMP Prep. Skills apply directly to any industry. Save $1000 and get a FREE PMP Prep course w/ your certificate through 7/31/10. Click Here
| "I think popular music in this country is one of the few things in the twentieth century that have made giant strides in reverse." |
| - Bing Crosby |
|
|
sponsors
