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February 23, 2012

The Other Side of Project Management

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Page 1: The Other Side of Project Management

February 23, 2012

Page 2: The Other Side of Project Management

Driven by a need: business or government/regulatory

Involves stakeholders, both internal and external to theorganization

Has a distinct beginning, middle and end point

Is usually funded by a combination of capital and operatingbudgets

May include a governance structure, depending on projectsize/complexity

Page 3: The Other Side of Project Management

The Why/Project Charter-why this project is this beingfunded/schedule, expected outcomes

The What/Managing Scope-what you have agreed to do (andnot to do!)

The Who/Resource & Vendor Management-ensuring you have The Who/Resource & Vendor Management-ensuring you haveall the right/enough resources to do the project

The What and The When/Project Plan-The milestones, tasksand deliverables to be able to track & deliver the project

The How/Project Budget-includes vendor costs, capitalizedlabor, operational costs and all other project expenses

Page 4: The Other Side of Project Management

Software changes may require process/workflow changesthat accompany the change being planned

May require setting up new organizational structures tosupport the change

Will help to establish the metrics- how do we know that weare successful?

Process work may continue after a project is completed

Page 5: The Other Side of Project Management

You as the monitor of how your project fits into theorganizational Strategy

You as the person who must Manage without Authority

You as the Manager of Stakeholder Relationships

You as the Change Agent

You as the voice to ask when something no longer makessense

Page 6: The Other Side of Project Management

Program developed by the Stanford Center forProfessional Development and IPS Solutions, LLC

Described as more “strategic” than tactical

Works well in tandem with traditional project Works well in tandem with traditional projectmanagement practices (PMI)

Focuses on some of the “softer side” of the projectmanagement role

Provides additional tools/approaches to managingrelationships, managing change, influencing others

Page 7: The Other Side of Project Management

Converting Strategy toConverting Strategy toAction

Page 8: The Other Side of Project Management

Projects don’t fail because of unrealistic timelines,lack of resources, or funding constraints

Projects fail because they don’t align with anorganizations strategic goals and directionorganizations strategic goals and direction

Project managers may find the challenge ofspeaking up when the priorities have changed

Page 9: The Other Side of Project Management

Includes the strategic to the tactical and their inter-relationships

Six Major of the framework include:

1. Ideation- conceptualization: purpose, identity, and longrange intentionrange intention

2. Nature – natural tendencies: culture, structure andstrategy

3. Vision – present to the future: goals, metrics and strategy4. Engagement – putting the strategies to work: strategy and

portfolio5. Synthesis- monitoring of work through strategy:

portfolio, programs and projects6. Transition- moving to operations: programs, projects and

operations

Page 10: The Other Side of Project Management

Understanding what the short and long term strategiesare, and where your project fits in

If the strategy changes during the course of yourproject- does that change anything for you?

Immediate impacts from changes in strategy includeresource reallocation & funding issues

If your project DOES NOT align, ask that it be evaluatedfor postponement or cancellation

Page 11: The Other Side of Project Management

Managing Without AuthorityManaging Without Authority

Page 12: The Other Side of Project Management

Business Dynamics – the focus and competitivenecessities

Social Dynamics- Expertise, Trust, andCommunication Networks

Individual Dynamics- a persons background,priorities, concerns, interests, etc.

Influencing Skills- how you can influence peopleand build credibility

Page 13: The Other Side of Project Management

Expertise Network- expertise or technical

Trust Network – your confidants and mentors

Communication Network- the people you workwith every day

Page 14: The Other Side of Project Management

Good networks are key to a successful projectmanagement (and life in general!)

They will be even MORE important when things don’t goas plannedas planned

You need to have your own Expertise and TrustNetworks

You should be part of others Expertise and TrustNetworks

Page 15: The Other Side of Project Management

The Four Influencing Strategies:

1) Liking – people say yes to those they like

2) Reciprocity – paying back in kind

3) Consistency- living up to one’s word

4) Social Proof- looking to others for reaction

Page 16: The Other Side of Project Management

Inconvenience Blocks–based primarily onmotivation

Difficulty Blocks- usually a mix of problem, whichmay also reduce motivation

Impossibility Blocks- pure ability, solvingmotivation will not help

Page 17: The Other Side of Project Management

Ways to over come blocks include:

◦ Leveraging your Trust and Expertise networks todetermine the type of block◦ Asking for ideas or throw out your own◦ Ask for more help◦ Ask for more help◦ Reduce the pressure◦ Ask what has been done so far?

Solving the Ability Block problem may practicallylead to changes you may need to make to moveforward

Page 18: The Other Side of Project Management

Building WinningStakeholder CommitmentsStakeholder Commitments

Page 19: The Other Side of Project Management

Stakeholders- anyone who has an investment in what you aredoing and it’s intended outcome

Internal stakeholders often include:

- Executive Sponsor- Project Owner- Management Team- Project Team- Project Team- Impacted Departments- Employees

External stakeholders often include:- Customers- Regulatory agencies- Business partners- Vendors/Contractors

Page 20: The Other Side of Project Management

Spend time understanding your stakeholders- build trust

Spend time up front-ask critical questions aboutcommunication strategy

Determine how “bad news” needs to be delivered

Leverage existing structures like weekly meetings, statusreports, etc.

Look for the gaps

Once you know what is needed, create a stakeholdermanagement plan

Page 21: The Other Side of Project Management

Keep it Simple

Content Considerations:

◦ Stakeholder Details- is it a person, a group, and community?

◦ Type of Relationship – do you look to them for support or do theylook to you for updates?look to you for updates?

◦ Communication Preferences- e-mail, status reports, weekly meetings

◦ Media Options (i.e. web pages, newsletters, blogs, etc.)

◦ Trigger Points (i.e., change in schedule, funding requests, vendorchange)

◦ How you will determine if your plan is working- stakeholdersatisfaction

Page 22: The Other Side of Project Management

Leading Change from theLeading Change from theMiddle

Page 23: The Other Side of Project Management

In most cases, your project is going to lead tosome sort of change within an organization

It may lead to:

◦ New tools that will need to be learned◦ New tools that will need to be learned

◦ New processes, a change in process, or anelimination of certain processes

◦ Changes with organizational structure

◦ Changes within the workforce

Page 24: The Other Side of Project Management

Change brings up emotion, especially fear

Nostalgia for the way things were

System of change is bigger than the individual

Page 25: The Other Side of Project Management

You MUST be the one to articulate the one compellingdirection

You MUST be able to navigate through period of challengeand uncertainty

You need a one liner, an “elevator speech” so it can be easily You need a one liner, an “elevator speech” so it can be easilyremembered and shared

It should bring feelings of excitement

It should be started early in the project, and be reinforced theduration of the change

Page 26: The Other Side of Project Management

It gives you your cues, and also tells you what it isnot ready for

Listen deeply to the champions, as well as the Listen deeply to the champions, as well as theresistors/detractors

Find the common aspirations- we all want to do abetter job

Page 27: The Other Side of Project Management

Why coaching?

◦ People are hungry for it

◦ It allows them to own their part of the change

◦ It distributes the change ownership through thesystem

◦ It helps to link the actions you are working toachieve, to what they are most motivated about

◦ It is a tool for accountability

Page 28: The Other Side of Project Management

Change comes at the cost of the familiar

Even if the old way of doing things is not great,people WILL hang on as it’s familiar

People have a hard time moving forward if they arestuck in the past

Create a process to acknowledge, honor, and to letgo of what must die

Page 29: The Other Side of Project Management

Concepts to EmbraceConcepts to Embrace

Page 30: The Other Side of Project Management

Traditional project management focuses on:

◦ Scope, schedule, resources, budget

◦ Details out the Who, What, When, Where, How &WhyWhy

◦ Frequently includes process work that driveschange

Advanced project management concepts includebeing aware of the “big picture” and tools forprojects within complex environments

Page 31: The Other Side of Project Management

Know your Organizational Structure-vision, culture,strategy that drives decisions around what getsdone

Be sure to understand how your project fits into theStrategic Goals and portfolio-don’t be afraid toStrategic Goals and portfolio-don’t be afraid tospeak up when things no longer make sense

Create and maintain Expertise and Trust Networks

Page 32: The Other Side of Project Management

You have the ability to get things done throughInfluence Strategies

Be aware of Ability Blocks and their types so you knowhow to work to overcome them

Take the time to create winning StakeholderRelationships -create a plan

Leading Change from the Middle - use some of the keystrategies to help navigate the change

Page 33: The Other Side of Project Management

Thank you for being here today!

Beth Barrett Consulting

Biz phone/cel 505.220.3236

E-mail: [email protected]

Linked In: www.linkedin.com/in/bethbarrettconsultingllc