The title for this paper reflects a situation that is encountered numerous times on any given day in just about any industry. Whether you're a new project manager just getting started and have never heard of a work breakdown structure or you're a seasoned veteran of project management, with a few battle scars, when you receive a new project assignment you still ask the same question; “Now What?” We are taught in most project management textbooks, including the PMBOK® Guide, that a project is unique, temporary, and has a specific start and end date. With that definition accepted we now have to think about everything that must be done to ensure the project will be a success. Its important to understand that everyone has worked on a project. Projects are a part of our lives and people have been managing projects for thousands of years. The pyramids, all of the great bridges and dams, any building, the Chunnel in Europe, the Big Dig in Boston, a wedding, or a deck on the back of your house are all examples of projects. We all work on projects, sometimes haphazardly, sometimes without a good plan, sometimes unsuccessfully but we can draw a conclusion that Project Management is inherent in everyone. Some people are better at project management than others but everyone has worked on a project sometime in their lifetime. Having established that fact we now have to consider what it takes to get started. Projects are goal oriented (we have something we want to accomplish) and usually have several pieces that must be brought together through coordination. Whether it's your first project or your one hundred and first, the same questions must be asked: What is the reason for implementing the project? Who will be involved? Why are they involved? Where will the project take place? When must the project be completed? How will the work be accomplished? How much will it cost? These are valid questions and as the project is further defined, the answers will require increasing levels of detail during planning, execution, and controlling of the project.
In his book, Project Management—A Systems Approach to Planning, Scheduling, and Controlling, Dr. Harold Kerzner offers us an interesting perspective about project life cycles. He states on page 550 of the 7th edition that a project goes through the following phases:
• Project Initiation
• Wild Enthusiasm
• Disillusionment
• Chaos
• Search for the Guilty
• Punishment of the Innocent
• Promotion of the Non-participants
• Definition of the Requirements.
Many project managers, new or experienced, can relate to these phases. They are all too common. The key is to understand that a project is actually a series of processes and a large dose of common sense. If we take the time up front to gather the information needed, clearly define the objectives, determine the roles and responsibilities of each team member, and develop a workable scheme, we can achieve project success and avoid the phases listed above.
So how do we go about getting ready to start our new project? The following is a guide that may help you start off on the right foot and stay on the right path. One item that is extremely important: Be prepared for change. Plans will change as you proceed and you must always revisit and reaffirm your objectives, constraints, and assumptions. Successful project managers are flexible, take occasional risks, communicate a lot, and ask for help when it is needed. One more important item: Think positive. Attitude is a key element to success. Share good news and accomplishments with your team and accept bad news when you get it. Take the corrective action when required but stay in control. Your team needs you and lots of stakeholders are watching you.
Things to Consider as you Start Your New Project
Expect to be held accountable. No matter what tools, resources, guidance, etc. you've been provided, you're still likely to be held accountable for an efficient startup, successful outcome and everything in between. Occasionally, even when it's not your fault. When you accept a project, you become the Single Point of Contact for most project information. Stay focused!
You're in charge…NOT! Newly assigned project managers in matrix organizations sometimes make the mistake of assuming that they are in charge. The keyword here is assuming. It's a good idea to gather some facts before taking the next step. Unfortunately their next step is to make sure that everyone else knows they're in charge. What usually happens next is that someone on the team or possibly a key stakeholder makes a point of showing the project manager how they're not really in charge. The lesson is simple—learn to appreciate (and deal with) the profound mismatch between the accountability of your position and the authority of your position.
Friendships may be tested (and possibly strained). Newly assigned project managers almost always find themselves in the unenviable position of “telling their peers what to do.” Or trying to get them to work on items that are not on their list of priorities. Suddenly you're directing the efforts of people you were working side-by-side with last week. In these cases, confrontation (the open discussion form of conflict resolution) may be a reasonable approach. Try to have the discussion before the first incident occurs. Collaboration and negotiation will become two of your best friends.
Your first step in resolving any “people problem” is ALWAYS with the person causing the problem. Never visit an individual's supervisor without going through the person first. The basic rule of escalation is to start and attempt to resolve the issue at the lowest level and avoid skipping any levels in the process. Escalation is not a personal attack. Make sure everyone knows that up front.
Find out who cares about what. This includes many things, such as the relative importance of cost, schedule, quality, and performance in the eyes of your stakeholders. It's a good idea to identify all key stakeholders during the project kickoff. Make sure the team knows who really cares about the project!
Establish an “early warning” mentality with regard to problems. Your best shot at keeping your project on track comes in the form of surfacing problems as soon as they are recognized, and resolving them while they are small. Punishing people for bringing forth bad news (which is tempting in cases where they created the problem), or for surfacing little problems (which is tempting if you're fighting bigger problems) will only serve to stifle the flow of information about problems. That's not good. Welcome the information provided by your team. Just set some parameters and expectations to ensure they know what you need to know and when. This will keep things running somewhat smoothly. (Notice I said somewhat!)
Determine the definition of “stake” in stakeholder. Find out what every individual stakeholder stands to gain or lose through the success or failure of your project. Let that knowledge serve as a guide in molding your relationship with that person. Understanding what makes a negative stakeholder negative is an important part of planning and risk management.
Assign responsibility clearly, concisely, and persuasively. Recognize that you cannot assign responsibility to anyone unwilling to accept it. Work with your team. Provide them with the information they need to see the whole picture and how they fit in. Show them their importance and how their skills will contribute to the success of the project. Help them to accept responsibility for success.
Clarify mutual expectations with stakeholders early in the project. Stakeholder groups should include the project sponsor (also serving as the voice of upper management), functional supervision, clients and customers, your boss, and of course, your team. This should involve face-to-face meetings whenever possible, and include discussions on performance expectations, behavioral expectations (i.e., conduct), and expectations related to the application of appropriate processes and procedures.
Inform stakeholders on what will not be delivered as a result of your project. Everyone tends to focus on what the project is expected to deliver. However, arguments often revolve around unfulfilled expectations. Try to get inside the heads of the recipients of project outcomes. Try to imagine what they might believe they're going to get—even if it seems far-fetched. If it's something you don't intend to deliver, surface the issue now. This will avoid finger-pointing later. This is the process of identifying the “is and is nots” of the project as well as the “will and the will nots.” As is says in the PMBOK® Guide, “Ensure that the project includes the work required and only the work required to complete the project successfully.”
You may have to do some menial or trivial things. Things needed to “just get the job done.” If delivering a critical document today expedites the process, get in your car and deliver it. One of the less glamorous aspects of the role of project manager comes in the recognition that there are often things that fall into the category of “if I don't do, it, nobody will.” A humbling reality of the PM role. Part of the job is to remain flexible and creative. Taking on the attitude “Whatever it takes” can be dangerous so think through what must be done, what you must do before you do it. Consider the risks and the ramifications before you take action. As Roger Von Oech says, look for the second right answer.
There is a premium associated with the ability to get the job done. If information is not forthcoming, go get it. You never want to say to your sponsor “I'm waiting for a response.” Make things happen. Generate action.
Do not blindly trust contractual agreements. Naïve project managers assume that because they have a signed purchase order that specifies a certain outcome on a certain date for a certain cost, everything is OK. The reality is that the old adage is true—there are no guarantees in life. The work of vendors and contractors should be managed just like everyone else is. Make sure you manage your suppliers carefully. Set expectations up front and develop a measurement system. Remember they work for you and any failures on their part reflect on you and your relationship with the customer.
Communicate Effectively-Confirm commitments and instructions in writing. Avoid the appearance of vacillation at all costs. Stay on track and make sure you understand what you are about to communicate.
Recognize that “I don't know” is an acceptable answer. Don't bluff or guess in any situation when the outcome matters. The important thing here is to admit it if you don't have an answer but make sure you know where to go to get the information. You can't be expected to know everything but you will be expected to know who does.
Figure out who the true decision-makers are. This phenomenon will present itself many different times in many different ways during the project. The principle is almost always the same, though; some people will try to infiltrate their way into the decision-making process, when in fact their opinion matters little in the long run. Don't let these people derail what you're trying to achieve.
Recognize the value of informal communications and information gathering. Some of the most valuable information you will receive will not come from formal team meetings. It will come from casual visits, random phone calls, and hallway discussions. However, you must learn to separate fact from fiction and avoid being party to idle gossip. Develop keen listening skills and maintain a good network of information sources.
Don't assume that all variance from baseline comes from poor performance. It's entirely possible that a task performer is doing exactly what they're supposed to be doing, and it's the estimate that was wrong. Remember to stop and consider that before taking an action you'll regret later. To avoid this, do your best to check on the sources of information used in estimates. Make every possible effort to ensure that your information is reliable.
Sometimes the right thing to do is nothing at all. Don't fall into the trap of believing that your job is to take some sort of action on everything. Never imply a level of knowledge or precision that is greater than what actually exists. Never just lay a problem at management's feet; always have at least one alternative solution in mind. Before asking for approval of any major action, have a plan worked out to support it.
Strive for clarity and conciseness in oral and written reports. Be fanatic about the accuracy of your statements. Keep management fully informed; protect them from “blindsiding.”
Resolve issues one level at a time. As painful as it may seem at times, avoid the temptation to go “two levels up” to get something resolved. This is the epitome of short-term thinking. Do not invade the domain of another work group (department, division, etc.) without the knowledge and consent of their management. Avoid clandestine actions whenever possible. In all negotiations and transactions, include everyone who has a right to know but be careful of who you “cc.” (Make sure they really need to be copied.)
It's tempting, but don't do it all yourself. You'll regret it. Avoid the temptation to do it all yourself. Force yourself to get comfortable with delegating, and with the notion that you are responsible for others actions.
The Blame Game doesn't work. Do not blame anything on other people or on circumstances.
Cultivate the ability to synthesize. Boiling matters down to their simplest form is a skill set. This is particularly true when presenting complex data in management reviews. Presenting complex charts, graphs, figures, and formulas is more likely to embarrass managers than impress them. Use acronyms and specialized jargon sparingly (IT Project Managers take note!!).
Learn to make decisions when you have “just enough” information. Project managers who come from the technical ranks suffer from the need to have every last piece of information at hand prior to making a decision. Perfect, accurate, and complete information is a luxury that few project managers experience.
Make a big deal out of freezing the project requirements and freezing proposed solutions and designs. Implement a clear process for project changes, including design or technical changes at the outset. Without a change control process (one that is actually enforced) changes will occur with regard to impact on the project. Communicate the change control process during the project kick-off meeting.
Seize all opportunities to reward or commend team members for a job well done. Openly recognize behaviors such as following appropriate processes, and going above and beyond the call of duty—even in cases when the results are less than desirable. If you promote this type of behavior, positive results are likely to follow. Promoting the mindset aimed at achieving results at any costs will foster gamesmanship and may leave a trail of bodies.
Professional Behavior and Responsibility should also be your guide. Value fairness, honestly, trust and authenticity above all other personal traits. Studies show that you should regard your personal integrity as one of your most important assets.
Remember, you are the focus of attention and people are always analyzing you from every aspect. Personal appearance counts. You are a professional so your need to present yourself as such.
Your team is a key element of success. Tell your team what needs to be done—not how to do it. Giving them a chance to contribute. Most of the team will appreciate the opportunity.
Determine what you need to know, but don't, and where to go to find out. Knowing where to go or who to see to get information is almost as good as knowing it yourself.
Determine what motivates you and your team—try to find a coach or mentor. Become a student of “what makes people tick.” Appreciate that motivation comes from within. Some Project managers try to motivate others by either applying things that they find personally motivating.
Always remember that you are not the (formal) supervisor of the members of your team. Restrict your focus to things that affect the project. Anticipate (if not expect) team membership to be a revolving door. Leave someone in charge or outline your expectations when you are away for long periods of time.
Determine whom your friends and enemies are right away. Not everybody loves your project. Not everybody loves you. Not everybody likes project management. Having a firm understanding of who is likely to support you and who is likely to thwart you will become priceless knowledge when during the heat of battle.
Manage the Big Picture. Care about everything—obsess on nothing. Understand and appreciate the effect that politics has on your life. Your primary mission is not to do—it's to coordinate the efforts of those who do.
Provide strong direction at the outset of the project—back off as quickly as you can. Throughout the life of the project, you should be continuously assessing how much management is enough. Strive to use the minimum required to get the job done. Start out with a lot of directing. Remember the Form, Storm, Norm, and Perform process. Avoid authority battles with functional supervision. This will usually lead to much more difficult times on future projects.
Always remain aware of the priorities of others. Recognize that your project is probably only one of several that the members of your team are working on. Your priorities are different. There are other agendas. Be prepared to negotiate to get what you need.
Estimating is not an exact science. They don't call it a SWAG for nothing. Always express estimates in terms of ranges of possible outcomes; avoid giving “point estimates,” except under extreme duress. The processes of establishing ranges and setting expectations are related. If a task can take two to four days to complete, the customer will expect two days. Offer the greater value, four days. If it gets done in two, you'll exceed expectations at no cost.
Always request a basis of estimate. Never accept a figure (an estimate, projection, etc.) from anyone for anything without asking, “How'd you get that?”
Never agree to something that you know you cannot deliver. In an effort to be seen as a good corporate citizen or a “can-do” person, fledgling project managers will accept the undoable, vowing to give it their best shot. Best shots often don't matter—results do. We all have to take risks but let's make sure we understand what those risks are before we say yes!
Establish “best case” project targets. For example, assume unlimited resources on the first iteration of your schedule. This will provide you (and others) with a valuable understanding of the upper limits of performance.
Never criticize your team to others; never criticize one team member in front of another.
If you don't know, ask. Don't assume you know why management has done something. If it's important that you know ask for an explanation.
Don't ask management to make a decision that you can make. Some new Project Managers do this as a way to keep management involved. Find another way, as this way will irritate them, and make you look as if you lack confidence. They expect you to make decisions. If you rally aren't sure, discuss the alternatives and ask for advice, not what to do. Within reason, assume that you have the authority unless you're certain you don't.
Err on the side of too few (vs. too many) meetings. Many people today have an abiding hatred of meetings in general. Don't call a meeting to make a simple announcement or to pass on simple information. Don't call a meeting to decide something that you can or should decide. Don't call a meeting when a series of phone calls (or a conference call) will serve your purpose. Make sure everyone gets the floor at some point during a team meeting. Follow the basic rules of any meeting. Have an agenda, purpose, and time limitation. Stay on track, keep things under control and respect the time limits. Your team probably has other meetings to attend. Make your entire meetings “worth coming to.”
Get the entire team to attend every team meeting. Some team members will try to opt out during periods of time when they're project responsibilities slow down. Resist this phenomenon. Everything that gets covered at team meeting adds to the team's “collective intelligence.” Collective intelligence refers to the team's accumulated knowledge of each other, their relative contribution, and the nature of their dependence on one another. Growing the collective intelligence of the team will pay benefits to you—and the project—in a variety of unexpected ways times throughout the life of the project.
Be a project manager of the people and dispense information liberally. Try to connect at least once with everyone who is working on (or contributing to) your project in any appreciable way. Do this early in the project. Make sure they understand what the project is about and why it's being done. You have now put them in a position to contribute to the project, if they are so inclined.
Getting a Little Closer to the Trenches (Reality-Based Tips)
The more ____ you put up with, the more ____ you'll get. (Fill in the blanks.)
Beware of those who will not show off their work.
Whether or not people are aware of your expectations, they're still going to do something…while charging time to your project.
Project Management Humor
When encountering people trying to tell you what to do, remember that their authority is inversely proportional to the number of pens in their pocket. Don't listen to anyone with more pens than you.
It doesn't matter what you do—it's what they think you do.
When management talks about productivity, they're never talking about themselves.
Summary
Getting started on a project is never as easy as it sounds. If you are a new project manager or have years of experience you still need a plan. In order to develop a good plan you need a project team. They will be doing the work, not you. Utilize their expertise. If it's a project that has truly never been done before, look for lessons learned, past history, anything that will help you at least form a starting point. Projects are challenges. Some are more difficult than others. Make sure you fully understand what must be done. Ask the who, what, when, where, why, how, and how much questions. Make sure objectives are clear and your team knows the scope of the project. The success of the project depends on your leadership and your ability to work with and motivate a group of people that, in most cases don't report to you.
Build your team; recognize their efforts. Make sure they know they are appreciated. Keep your sponsor and your customer informed. Avoid surprises. Maintain an environment of professionalism. You may not realize it but you are being watched by lots of stakeholders. We all know that every project is unique and we will not always have the answers. The key is to know when you need help and where to go to get it. Communicate often and make sure you inform your team and sponsor when there are problems or when bad news is reported. Keep planning. The plan will change so continued planning is essential. One last thing, don't give up. Things may get tough at times but if it were easy, it wouldn't be a project. If it were easy to do, we wouldn't need project managers. If you were assigned to manage a project, you were probably selected because someone thought highly of you and expects you to get the job done. Accept the assignment and get going. If you are like most project managers you'll thrive on the excitement, meet the challenges with determination, and settle for nothing less than success.