Abstract
As in all industries, there are individuals in the world of Project Management who are far superior in their abilities than the rest of the profession. These are the Master Project Managers™ -- those individuals who understand the science and art of Project Management. Through the use of real life situations, not theoretical abstract, this paper and presentation will take a look at what enables these Project Managers to achieve far superior results with similar challenges. We will use our experiences with such Master Project Managers to illustrate the challenges they have surmounted and identify how they have succeeded where others have failed. We will examine the principles and techniques that these Master Project Managers use to deal with everyday issues and problems, and share a strategy that can be used to improve Project Management skills. We will explore how we can apply the lessons of the Master Project Managers to become better ourselves.
Introduction
So you achieved your Project Management Professional (PMP®), you fulfilled the requirements and passed the exam, now what? PMP is not just a string of letters after your name or a designation that you include on your resume. The PMP is a milestone on the journey to becoming a Master Project Manager. It is not a means to an end. There is substance behind the letters PMP. The substance is about practicing what was learned and studied to become a PMP. It is bridging the gap between theory and reality of the every day world. The Master Project Manager applies the theory and knowledge of project management, as well utilizing softskills, either learned or inherent, to real situations faced during the project life cycle.
Throughout our careers we have been, and will be, exposed to the best-of-the-best in the project management profession. What we must keep in mind is that the Master Project Manager is not a title, nor letters after our name, nor a designation for our resume, it is aptitude with attitude.
The Spartan
In 351 B.C., King Leonidas commanded the mostly highly trained and skilled fighters in the world, known as the Immortals or Spartans. These Spartans were trained from a very young age to be the best at their profession; to be the best warriors in the world. A neighboring kingdom was being invaded by the Persians and that king asked for Leonidas' assistance in battling the invasion. King Leonidas sent but one Spartan to defend that nation. Many times on a project, a lone project manager is sent in to “resolve” a situation or “right” a project. It is this single project manager that is sent because he or she has a proven track record for excellence and delivering project results, even under tremendous pressure. He or she is the Master Project Manager who will to get the project on track and deliver the expected project results, or even exceed the expected result.
The Project Manager
The Master Project Manager takes on responsibility for the project. He/she does not wait for it to be assigned or “given” to them. They do not move to another assignment when the situations or risks get difficult, they find solutions to the problems or issues. They do not make excuses nor complain; the Master Project Manager is part of the solution, not part of the problem. They are the solution. Doing just their “best” is not an excuse for failure; the Master Project Manager does what it takes to complete the project successfully. They take on responsibility even if they do not have the “power”. They are accountable to the project, the project team and the stakeholders. The Master Project Manager is willing to sign his/her name to the project and be accountable. As project managers, if we are not willing to sign our name to a project, then who will?
As issues, risks or problems arise during the lifecycle of a project, the Master Project Manager must think of ways to resolve them. This is done in conjunction with the team as well. Flexibility is key in issue or problem resolution. A Master Project Manager must be assertive and have strong leadership skills, yet be flexible to accommodate various situations. One such example is the project team member that works better during the later hours of the day and night. They may wish to start their day later in the afternoon and work until a specific time at night. If the alternate working hours do not interfere with the project team or the project schedule, and provides more productivity to the project team, then accommodate the request. If team meetings must be held, they may be held later in the afternoon, while all project team members are present.
The Master Project Manager is strong, yet flexible, to bend within reason. The strength of the Master Project Manager is to make the decision on when to bend and when to remain strong and steadfast in their decisions. Experience, practice and intuition are used in knowing when to be flexible, yet remaining strong.
The Stakeholder
Stakeholder Management
In our experience, 60-70% of all project problems can be traced back to poor stakeholder management. Vary communication methods according to stakeholder. At the beginning of the project, or at the onset of joining the project as the project manager, identify all your stakeholders. Know your stakeholders and what method of communication works best for them. Ask them how often and in what format they would like to receive information. Consider the audience when preparing a status report and how it should be distributed. Don't just throw status information “over the wall” and expect all to understand a generic report. Provide abbreviated or vary the amounts of the same status information to accommodate the different audiences. A sponsor or Senior Vice President does not need to know if a project task is one day late, but they want to know if an entire milestone will be late.
Always be honest in delivering information. In this day of delivering first to market, deliver a truthful and honest message. It is best to be upfront with bad or unfavorable news early, as opposed to delaying the reporting of unfavorable information. CIOs and CEOs want results, but if you delay reporting, you are only hurting yourself. Don't fall into the trap of thinking you can make it up in the end, you rarely can. It will be difficult to report the truth when it is not the favorable information all want to hear, but if you consistently report the truth, eventually you will gain the trust and respect of your sponsor, team, and stakeholders. They will know that you consistently report information accurately with honesty and integrity. When reporting on problems or issues, provide alternative solutions. Gather information from team members on alternatives and use the sponsor or upper management to assist in implementing alternative solutions or resolving issues when necessary.
Talk to team members face-to-face or via phone if they are located remotely, don't rely completely on e-mail communication. You also want to manage by walking around the project team. Be visible to your team, sponsor, and stakeholders; don't just sit at your desk. You want to hear what team members are discussing. If the conversations team members are having in the hallways are different than the information they are providing to you as status, there is a serious problem. You must find out why there is a difference in information. Is there a lack of trust? Do team members feel that you are not reporting the information accurately or honestly? A Master Project Manager would not have the problem of hearing and receiving different information. Team members trust the Master Project Manager to report information accurately, and with honesty and integrity.
The Practice
The Plan
Many times you may be assigned to a project that is behind schedule before you even begin the project. Due to the urgency of delivering on a compressed schedule, work begins prior to creating the required project plan. The excuse is made that work had to be started immediately, “Who had time to plan?” is stated. Things are moving at such a fast pace, that all project objectives are not even articulated or known by the project team, much less the project manager. We know executives grow impatient and want immediate results, but you must plan your work. How much on the PMP exam was devoted to planning? A PMP exam was taken for certification, yet we must take the credibility for what we are doing. Sell the plan and the need to plan to the sponsor and stakeholders. Make a presentation to the sponsor and stakeholders on the necessity to plan and then sell the components of the actual plan. If you are not good in front of people making presentations or presenting your case, take a public speaking course, and practice prior to making the presentation. Improve your communications and platform skills when necessary. You were assigned to a project because of your reputation or PMP credentials, now take the credibility for being the expert and stand behind your education, experience, and certification. Most importantly, stand behind what you know.
The Risk
By not planning sufficiently, additional risk is introduced into the project. Risk management is not something done only at the beginning of a project by creating a list of risks never to be seen until a risk occurs. Risk management is performed throughout the project lifecycle. Publish all risks so everyone knows what they are and they are openly discussed. Risks must be discussed openly by the team on a regular basis throughout the project lifecycle.
The team member who owns the risk, owns the triggers for contingency. If they own the risk, they have the responsibility for the mitigation or resolution, they know what to do. It should not be necessary to have meeting after meeting to resolve the problem. Crisis management should not occur each time a risk occurs. The Master Project Manager has a stayed risk management process that they utilize project after project. The Master Project Manager is in control of their project, their project is not in control of them. The serene project team, in a time of crisis, indicates that you've got it right.
The Practitioner
The key to the Master Project Manager is that it takes practice. Plus, the Master Project Manager “practices” what they preach. They know what needs to be done because of their education and experience, and then they perform the necessary tasks. They don't just talk about them, they stand behind them and “sell” them when necessary, e.g., when told they do not have time to do something or that it is not necessary to do. As the professional hired to manage a project, the Master Project Manager stands behind their credentials, education and experience. When a Master Project Manager talks of risk management, in addition to knowing and understanding risk management, they have a stayed process that they go through for each project. They have a formalized process for all components of project management that they utilize, but it does not mean just following the way the “book” states. They utilize their knowledge and make it work for the individual project or situation. They adapt their knowledge to the environment and industry.
The Triumvirate
The Master Project Manager understands the triumvirate. Similar to the triple constraint, there are three sides to the triumvirate: Personal, Professional and Community.
On the personal level, the Master Project Manager develops his/her skills on a daily basis. They read or study information on a project management related subject. They read more than just trade journals about their industry, e.g., Information Technology, Pharmaceuticals, and Construction. They read current information about project management topics, OPM3®, Risk Management, the current version of A Guide to the Project Management Body of Knowledge (PMBOK® Guide), etc. The Master Project Manager keeps current on industry specific materials, but also keeps current with their profession as well.
On the professional level, the Master Project Manager gets involved in Project Management Institute (PMI®) or PMI local chapter related activities. They join or start a Local Interest Group in conjunction with their local chapter. The Master Project Manager does not just complain about a situation, they get involved and do something about it. They are change agents. They interact with peers in the project management field for shared knowledge and networking. They don't just attend functions for the sole purpose of what they can “get” from the function, they give back to the profession. They mentor a less experienced project manager. They talk to those interested in knowing more about project management or a specific knowledge area. They speak at project management related events.
On the community level, the Master Project Manager gets involved in community activities that could benefit from their project management expertise. They volunteer their time or services. They help plan a fund-raising event for a non-profit organization. They project manage a local stream clean up campaign for a community. It does not matter what the event or effort, the Master Project Manager makes the effort and participates. Both parties gain something, the organization gets the expertise of a professional project manager and the Master Project Manager assists in a good cause, plus they know the work was project managed well. The Master Project Manger promotes the dissemination of knowledge about their industry and profession. They share without expecting recompense.
The Challenge
All PMPs and project managers have the potential to become a Master Project Manager. We pose a challenge for you all…for the next six months try at least four of the following six things:
- Read material on a project management related topic for 15 minutes each day. Not only will you finally get to reading the books that have piled up on your desk or in your “to do” reading pile, but you will gain knowledge.
- Get involved in a local chapter activity or Special Interest Group (SIG). Don't complain about something happening or not happening, get involved and be a change agent. If there is no local chapter, look into starting one in your area or consider forming a Local Interest Group (LIG).
- Interact with your peers. If attending the Global Congress in Toronto or any other project management related event, talk to your colleagues. But, more importantly, listen to your colleagues. Hear about the challenges they faced and what they did to resolve them. Don't just complain and rehash “war stories”. Have discussions about a topic you may want more experience or information about. If you struggle with communications management, talk to people about what their practices are on various projects. Most importantly, share your experiences.
- Involve yourself in community activities. Don't complain about local events not being organized well or why something hasn't been resolved about a particular situation. Do something about it, investigate what has to be done and then do it.
- Promote the dissemination of knowledge about project management. Write an article for a chapter newsletter, mentor a new or inexperienced project manager, or offer your services for prepping for the PMP exam.
- Share without expecting recompense. Don't do something for the sole reason to get something in return.
Conclusion
The PMP® is not an end state, it is a milestone on the journey to becoming a master in our profession, a Master Project Manager. The Master Project Manager takes responsibility for their project immediately, and they own it. It sets the tone for the project and the team. They don't blame nor complain for problems or issues, they're accountable and provide resolution. However, they are not silos within themselves, they engage the project team for feedback and solutions. Complaining is not a component in the Master Project Manager's communications plan. They know and understand their stakeholders and project team, and communicate effectively, in the method that works best for all recipients of information. Stakeholder management is vital in all projects to the Master Project Manager.
The Master Project Manager reports project status truthfully and timely. They are honest with their sponsor, team and stakeholders. When you are consistently honest with your team, sponsor and stakeholders, they will be honest with you. By consistently being honest, you will establish trust.
Do not fail to plan because pressure is placed upon you to get moving on the project. The Master Project Manger stands firm on what is necessary to complete the job. They plan the plan, and sell the need to plan, when required, to make their point. They over come any concerns or hurdles about making presentations or public speaking.
The project manager may own the risk plan, but they do not own all the risks or the contingencies for that matter. Master Project Managers manage the risk plan and the team. They assign specific owners to each risk identified.
They let the person who owns the risk, own the triggers for contingency and run with it. They don't hold emergency meetings to resolve risks as they occur. Risks are visible for the team to see and are discussed regularly, they don't fear or avoid risks. Master Project Managers talk about risks in the same manner that they talk about milestones or other components of the project.
Master Project Managers practice what they preach; they manage and lead by example. This takes practice…not just study. It is important to thoroughly know and comprehend the PMBOK® Guide, as well as other project management theories, but it is vital to be the linkage of where theory meets reality. The Master Project Manager stands behind the theory and is an advocate in the best interest of the project. They adapt the theory to the real world.
Project team members know that the Master Project Manager is approachable. The project team is encouraged by the Master Project Manager's commitment, trust and positive feedback. The team sees the Master Project Manager's passion for the project and willingness to support them, so the enthusiasm is contagious. There is always a high degree of professionalism, honesty and sincerity with the Master Project Manager. They know that the project team will see through insincerity. Acts of strength do not always show leadership. True leaders and Master Project Managers know when to be flexible and when to bend with the situation.
Take the PM Challenge over the next six months, you will be a better project manager for it. You will be on your way to becoming a Master Project Manager. Read more than just trade journals and industry specific books or manuals. Read Project Management related materials and books as well. Get involved in SIGs, LIGs, or your local chapter. Talk to your colleagues at various project management conferences or symposiums. Engage them in meaningful conversations, don't just complain about issues and collect business cards. If you do get someone's card, call them and engage them in a meaningful conversation, don't just have a one-sided conversation. Consider submitting a paper for presentation at a conference, either local or global. And lastly don't expect to always get something in return. Perhaps you will, but when you least expect it.