Introduction
Today’s modern business world is a complex one; it’s a fluid, ever-changing environment where technology changes can be dated within a calendar year and where clients are becoming savvier across all industries. Driven by time to market and the “better, faster, cheaper” syndrome, modern project management warriors arm themselves with slick software scheduling tools and mobile phones in attempt to bring some sense of order and control to otherwise chaotic projects. They fight the good fight in a virtual battlefield of teleconferences and e-mails striving to see their crusade through to success.
In many ways, the advancement of technology has allowed each of us as project managers to become more knowledgeable about our project’s status as well as become more responsive to issues and changes that naturally show during a project’s execution. The benefits are undeniable.
But, has it made us more successful project managers? Too often, project managers plant themselves in front of a computer monitor building project schedules, tracking actuals, and wading through piles of e-mail when time could be better spent elsewhere. It has become easy to forget that the time we spend away from our computer may serve us better in the end.
Why is this the case? Because though projects themselves are unique they each depend on one common element—the involvement of people. The most successful project managers understand that a balance must be found between the technical tasks that they must be responsible for and the leadership they must provide for the project stakeholders. Much of a project manager’s achievements are dictated by how well he is able to integrate and inspire his team, maintain communication, and build relationships.
Noah, who might even be coined as the world’s first project manager, was effective at delivering this critical leadership, and he exhibited what could be termed “lifeboat strategies” to stay afloat instead of sinking. These strategies still hold true today, and can provide great value for present day project managers.
Lifeboat 1—Noah Understood the Vision and Communicated It
Vision. It’s the reason for our existence as project managers, but it is so easy to forget what gives our project purpose in the scheme of the larger organizations they serve. As strong project managers we must always be focused on how our projects serve the greater good of the company’s bottom line. And, part of understanding what the vision is means remembering what it is not. The project is not the vision. The project supports the vision. Noah understood that her vision wasn’t to build an ark—it was to save eight human lives and 17,600 species of animals from a flood. The building of the ark served the vision to save lives.
Vision provides the reason for the project’s existence, and the project manager must always stay aware of the vision of her own company as well as his customer’s organization and then communicate to all the project’s stakeholders how the project supports that vision.
Critical to communicating the vision is an ongoing dialogue to the project’s membership. It is not enough to give a five-minute speech at the kick-off meeting about how the project supports the corporate vision. A project manager’s job isn’t over here. Communicating vision must be a continuous process. Just as corporate leaders must constantly communicate vision to the employees and the business, so must you as the project’s leader regularly broadcast how your project helps your organization stay competitive and strong. You are the public relations specialist for your project internally and externally. Know your vision and communicate it regularly.
Lifeboat 2—Noah Had a Plan
Too many projects start executing work without putting the time into building a plan that will support the project’s success. There must be a method to arrive at the solution. Noah and his team prepared a plan that would support the vision given to him. His plan included not only the specifications for the boat his family would inhabit for 10 months, but also the collection of the animals, the gathering of food stores that would be required for himself and the animals, and the means for caring for the animals while on board. He knew that thorough planning at the beginning would minimize disaster later on.
Exhibit 1
A detailed plan allows everyone with a stake in the project to clearly set expectations for what is to occur, and more importantly, ownership of project deliverables. And, in so doing it defines what work will be executed, when it will be completed, how potential problems will be addressed or avoided, and how information will be communicated during the life of the project. The customers have a clear picture of what to expect and the team of what they must deliver. Without it, the ambiguity will cause bitter feelings and frustration to all parties as the project moves in its life cycle.
As project managers, it is our responsibility to make sure that proper time is given to project planning when clients and other stakeholders will be pushing for work to begin. It is easy for inexperienced project managers to become swept up in the optimism of a new project and rush this critical phase of a project’s lifecycle. However, time not spent in planning will show up down the road in one form or another including scope creep, missed deadlines due to bad projections, overspending due to poor cost estimates, risks occurrences without mitigation or contingency, poor communications among team members, and even rework because project objectives were not well defined at the outset. At least 20% of your project time should be spent in planning. Give your project a head start toward success by insisting on the time it takes to build a plan that will carry you and your team through execution to a successful hand-off at project closeout. Take the time to plan with your team.
Lifeboat 3—Noah Answered to a Higher Power
He knew that his project could not exist outside of the influence of his Sponsor. And, he worked to build a strong relationship with Him as he prepared for the promised flood.
How often have you been involved with projects where a sponsor’s interest was initially strong before waning over time or where there was no involvement whatsoever? Effective project managers understand the importance of the influence and leadership a project sponsor can provide. And, he uses it to keep the project healthy and moving forward. Keeping sponsors informed and engaged assists in developing open communication and strong business relationships with these individuals. It also better insures that you can maintain that sponsorship; your project will require it throughout its life cycle. Without it, your project will quickly lose visibility as well as resources—not an attractive option for the project manager who is looking to bring recognition and achievement to his project and team. Build winning relationships with your sponsor.
Lifeboat 4—Noah Told the Truth
And, the truth wasn’t pretty. However, Noah told his friends and neighbors that truth just the same. Consider the facts. Noah was approximately 500 years old when construction on the ark began. This construction would last him and his family for 120 years and would result in a boat with a capacity of 522 railroad cars displacing 20,000 tons of weight. And, the ark was nowhere close to water. They weren’t always eager to hear what he had to say. Yet, he continued to tell his truth.
Every project manager will at some point be faced with a circumstance where the truth will not be either easily delivered and/or well received. Most project managers have made the mistake of associating a project’s performance with their own. It’s difficult to admit when a project is experiencing adversity because conscientious project managers usually equate a project’s current condition with their personal value. However, most clients and/or stakeholders will appreciate your consistent honesty and respectfully return it. Trust can only be built in an environment where the groundwork of truth has first been laid. Supporting the vision means informing those who have a vested interest in the vision about how the project is progressing—the good news and the bad. Demonstrating your integrity requires that you are willing to be forthright when the news is less than ideal (Carter, 38).
Consistently delivering the truth also sets an example to the team about your commitment to honesty. Foster an environment where the team and stakeholders know you will respond to truth without reacting emotionally. Communicate that you expect honesty paired with respect, and be committed to giving each of them the same consideration. Demonstrate integrity and respect by telling the truth.
Lifeboat 5—Noah Faced Violent Opposition Gracefully
They thought he was crazy. And, they told him so—for 120 years. His neighbors ridiculed him. His friends refused to help him or believe in his cause. And yet, Noah continued to counsel them of the impending flood and offered to save their lives.
Conflict will surface in most every project at one point or another. What we must recognize is that some amount of conflict in our projects is healthy. The end result of productive conflict is greater team investment in the project’s success and goals, the presence of active communication, and more robust solutions to problems.
However, when conflict becomes unproductive it is your opportunity and responsibility to bring the team back into focus. Failing to deal with excessive conflict will only injure the project team and the project itself (Fisher, 19). When conflict is present, be sure to communicate to the team that respect of team members is not optional. Focus on the issues, not the people, in these situations. Be sure to help the team remember what they are in agreement on—where the common ground is. And, help them to negotiate through conflict to resolution when they are unable to do it themselves. If you have worked to build a level of trust and respect with your team initially, then conflict will be less damaging down the road. Don’t shy away from healthy conflict, and negotiate your way through unproductive discord.
Lifeboat 6—Noah Delegated Responsibility
He couldn’t do it all. Noah depended on the assistance of his wife, three sons, and three daughters-in-law to get the job done.
How many project responsibility charts have been drafted where the project manager’s initials show up on most of the tasks needing to be completed? Too many. Much of this is because good project managers also happen to struggle with being control-oriented. However, a project manager is not a specialist-of-all-trades. Effective project managers surround themselves with people who (1) know more than they do, (2) won’t always agree with them, and (3) will take ownership of project deliverables.
Consider this example. Outsourcing in projects has grown tremendously as more organizations recognize the value of core competency and use it to their strategic advantage. Critical to the success has been an understanding that it’s difficult for organizations to do everything themselves and produce the highest quality. Similarly, the project manager must allow his team to accept responsibility for key pieces of the project as their skill sets dictate and then giving them the freedom to do their work.
Project managers cannot afford to jeopardize the project by “rice-bowling” the work all to themselves or micromanaging individuals. How can you trust they will complete the work? Aside from the necessity of earning a living, most individuals want to make a valued contribution in their work environments. Individuals understand that the quality of their work is a reflection on them. If you have set your expectations for their performance together with them in the beginning, your team will understand what’s required of them and work to achieve objectives. If you have allowed your team to take ownership then buy-in can take place. And, where your team has buy-in they are actively engaged in performing at their best. Allow your team project ownership as well as the space they need to make their contribution to your projects.
Lifeboat 7—Noah Weathered the Storm
The Hebrew word for ark is related to the Egyptian word db’t— meaning “coffin.” And, the ark must have felt that way for its inhabitants. Though most of us are familiar with the part of the story where it rained for 40 days and nights, the reality was that Noah and his family were confined to the ark for a period of about 10 months caring for themselves and the animals contained. It brings new perspective to the term cabin fever.
Being a member on board a project can mean opportunities for emotional struggles between team members, long hours, draining work activities, and dampened spirits. An effective project manager must successfully navigate these waters by encouraging honest dialog with his team, reminding them of their vision, and speaking a cheering word when needed. Project teams demand leadership that can infuse them with an energizing spirit that will bring team members back together when demands of the project begin to overwhelm them (Nelson, 83). Keep in mind that humans are completing your project work. And, humans require inspiration from you. Motivating words from you and your demonstration of your commitment to the team costs little in terms of time or dollars, but it will make all the difference to those doing the work on your project. Be an inspirational force to your team when the going gets tough.
Lifeboat 8—Noah Supported His Team
They were his whole world. Without them he could not succeed in God’s vision to “Be fruitful and multiply, and fill the earth.” He understood his role was not only to lead the project but also to support the needs of his team in completing the work required.
True project leaders recognize that a manager’s motto should be not “what will you do for me?” and to instead be “how can I help you?” The project manager is a facilitator for the team to assist in removing the roadblocks where he can and to create as effective an environment as possible for his team to work within. Be sure that you are communicating that your role as project manager isn’t to “manage” their work, but to instead support your team with what they need to get the job done. Being a better leader means remembering your role as a supporter.
Lifeboat 9—Noah Gave Thanks
He couldn’t give his team a raise, and no one was interested in his suggestion of a vacation on a luxury cruise liner at the end of the project. But, he could make sure they were appreciated. The fact that his team remained intact during all the months cooped up on the ark is evidence to it. He knew how to say thank you.
Many project managers forget that individuals enjoy feeling appreciated for making a difference. People want to make an impact in their professions. Project managers who recognize their team members for the time and energy invested in the project will find themselves with a happier team who will work harder towards the goal. Simple exercises such as calling a team member to say thank you without following it with a discussion of project issues will energize them to continue excellence in their work. Send hand written thank you notes in lieu of e-mail. Praise people immediately and sincerely when they’ve made a contribution and include how that contribution impacts the team and the company (Nelson, 4–5).
Also, reward your team for their accomplishments. Rewards do not have to be expensive to be appreciated and effective. Two-hour lunches, lawn mowing certificates, or tickets for local events can be excellent rewards. Consider the personal interests of your team members. For example, treating an avid golfer to a half-day off and a free game of golf shows you appreciate not only what they do for you but also what they enjoy doing when they aren’t working for you. Thank your team for the job they do, and reward them for their successes.
Exhibit 2
Lifeboat 10—Noah Celebrated … the End of the “Project” Rainbow
What a let down it would have been if Noah and his family hadn’t celebrated the end of the flood. The rainbow was a sign of this celebration for the efforts of Noah, his team, and for the project’s success.
Too often, project members become so entrenched in the work of the project that they forget to celebrate the successes. A successful project manager believes in commemorating reached milestones and acknowledges his team for their hard work. Helping to bring closure as the life cycle comes to a close is critical for the team. For example, many companies that required members of their Y2K team to work during the rollover into the New Year understood that their people were giving up celebrations with friends and family. One such company celebrated the end of the successful event by “recreating the new year” for their project team with a polished, black-tie affair complete with New Year’s confetti, horns, and a countdown to midnight.
If your budget doesn’t provide for such extravagances, you can celebrate in other ways such as a day away from the office for a picnic or at a theme park. Whatever you choose to do to celebrate, make sure you are planning your celebrations and executing them. If you have allowed your project team to disperse without some celebration you have not effectively completed your job as a project manager. Celebrate with your team.
Conclusion
It is these softer strategies of success that can pay off when project managers use them to keep course toward their project goals and, ultimately, the corporate vision. Finding the balance between getting the job done and leading the people doing the job will keep the project moving forward to success. Maintaining this focus together with developing strong working relationships with stakeholders, customers, team members, and influencing individuals allows a project manager to keep himself and his project afloat in today’s turbulent waters. Take the time to address the needs of the people and how they serve the needs of your projects.