Tweet

Hi,
The above is a verbatim quote from a client who I was asked to go and see yesterday.
I was walking on air when I left.  Unsolicited, valid of course, and totally delightful.
Yes, they have re-engaged for 2012.

This is the reason I do what I do, we are actually the people who save people from themselves.  We do the hard stuff so they can get the credit for a job well done.

To the person who this was said about – Thanks. You know who you are.
I didn’t want to out you in a public arena, but if you’re ok with it I certainly can.
(And it was a different client to the one who reworked our logo to say: RNC, SIMPLY MADE IT HAPPEN.)

Other companies provide people and no care. RNC provides people who care and deliver.
Thank you!
Keep having fun, D

Portfolios Programs Projects – simply making them happen

And here’s something I found…
From Colin Gautrey, it’s not only interesting reading, but as we return to our  workplaces it is, quite simply, some sensible, straightforward advice to begin the year with.

Challenging Formidable Characters
 
Some senior people have a reputation for demolishing people in big meetings. Not only do they have strong opinions about the task in hand, they also exercise considerable skill in destroying any challenges to their opinions. Or so it seems.
 
This approach is often accompanied by a brusque style, blunt to the point of rudeness, and they have very high levels of determination. If you operate at middle to senior levels in any large organisation, you know who I’m talking about!
 
Challenging these people can be daunting. Nerves are an obvious problem. Being able to react confidently and quickly when they turn their focus onto you is really hard. And, on top of this, you also have the added complexity and pressure of the observers; either keeping their heads down or looking forward to the sport. If one happens to be an adversary, expect them to join in and stir things a little too.
 
So, if you want to challenge and influence formidable people, what can you do?
 
Here are a few ideas to consider…
 
1. Check Your Attitude.    These people are often misunderstood. They are not all bullying megalomaniacs with deep-seated insecurities. Many, in fact probably most, are extremely capable and determined servants of the organisation. They want and respect well thought-out challenges which help to build a stronger result for the business. So, take a look at the evidence in an objective way, and make sure you really understand where they are coming from and how they operate.
 
2. Determine Your Approach.    Go deeper into how they work. Look for evidence of how they process challenge. What have they done with others who challenged? Who has been successful with challenging them? Why? Who else has failed, and why? Figure out a robust strategy to get you going, but please don’t include heavy reliance on the support of others during the challenge – you could well be on your own on the day!

3. Clear Decision.    Make a firm decision that you will deliver a challenge. Weighing up the relative importance, risks, etc. is a vital part of the decision-making process. Half-hearted decisions are a recipe for disaster with these tough characters.
 
4. Meticulous Preparation.    Any chink in your argument and they are likely to seize on it (perhaps unfairly). They will view this as symptomatic of your overall approach and this could lead to an early and final failure of your challenge – even if you are absolutely right. So, be thorough. Look around every corner, get it checked out by others. Consider – if you were in their shoes, what would your concerns be with your challenge?
 
5. Profit and Loss.    Get real, if what you are proposing is going to mean they will lose in some way, be honest and hit it head on. Don’t try to hide it. Get it out on the table and have a clear argument towards why it is still the right thing to do. Indeed, short-term loss can easily translate into long-term profit, so you may need to stretch out the time horizon to help them see the light.

6. Adjust Your Style.    If you tend to be more caring and considerate than they are, you will probably need to keep that in check for a short while and adapt towards their usual style. If their preferred way is hard drive and determination, they will not respect a caring and considered approach. In fact, they will probably dismiss it immediately and drive straight over you. So, you need to gather your courage together and drive hard with your objection/challenge, so they will take notice long enough to hear what you have to say.
 
7. Contingencies.    Part of your preparation should also be planning what you will do if you are unsuccessful. Consider the possible outcomes and what you would do if each of them became a reality. Preparing other stakeholders in advance is part of this process. You may not want to get them involved directly, but keeping them in the loop ahead of a challenge is often a wise move.
 
8. Keep It Clean.    If you try the head-on approach to challenge them and don’t win, don’t start to play dirty around them. Trying other more political approaches afterwards will quickly earn you a reputation for being a sore loser, moaning and groaning away in the background. Frankly, an irritation which could get wiped out completely when they have a few moments to spare. If you give it a good try, but don’t win, publically cut your losses and move on.
 
9. Be Careful.    If they are indeed a bully, expect reprisals, particularly if you win. Feed this into your decision-making process. Challenging them could well be an extremely unwise move, irrespective of how right it is.

Yes, it’s hard work challenging formidable characters, and you don’t have to go in expecting to be successful. In fact, a solid attempt which fails can lead to a growing level of respect from them. They will start to see you as someone who is prepared to stand up for what they believe in and definitely someone to have on the team. One client recently told me about a time when she challenged with the opening statement, “Andy, I have to say I totally disagree with you”. As everyone else in the meeting ran for cover, he turned his full attention on her, smiled and said, “Great, tell me why”.

First posted 9-12-2011.
http://www.gautreygroup.com

Tweet

Santa arrived at glorious North Steyne beach on a beautiful sunny day ~ in an RNC sponsored surf rescue boat…

(Even Santa knows the right company to use for his projects – When the project matters, it really does matter who’s delivering it.)

Merry Christmas!

Tweet

I see the decorations, hear the music and feel the summer air…  must be coming up to Christmas and summer. 

Hopefully you’ll have a chance for a bit of a break.  It’s been a busy year and it’s time for some relaxation – and fun. 

Don’t know why, but this year I’m drawn to the beach.  I love it.  Seeing the waves, hearing the surf and snatches of conversation, and walking on the sand is refreshing and rejuvenating.

As I write this, the sun’s shining and I can hear squeals of delight from people splashing about in the shallow surf.  I can feel the sun’s warmth, smell the sea air and catch the occasional aroma of sunscreen.   It’s a perfect day.

Two people go past with sand on their feet and boards under their arms – smiles as wide as Australia.

Whatever you do over Xmas and the summer, whatever sport you watch, music you listen to or whatever you do to relax, I hope the season brings you joy and rejuvenation.

My very best wishes for 2012.

Diane

Might see you at the beach!

Tweet

 A client changed our logo to say thanks for delivering.
Gotta love that!!

Tweet

- How Do We Get More Done With Less?
        – How do we share resources and use them strategically?
                – How do we execute the strategy with less?

Recently I posed these questions and more in my presentation at CHI’s 9th Annual Strategic Resource Management Conference, held in Philadelphia in early November. I was equipped with some answers too, and you can check out my presentation slides to find out more.

Tweet

There’s a lot of talk and excitement generated when a new project is on the horizon. Enthusiasm is at a high and all parties work together, plotting the most effective paths to take and hoping to achieve the conceived successful outcome. That’s what happens in an ideal world, and yes, the vision becomes reality if everything is aligned just right! But it doesn’t always happen, and it’s definitely not the same picture we’ve observed when we’ve been brought in to rescue a project that’s gone awry.

You could well be familiar with the tell-tale signs, and all project managers should know that you simply can’t just pull a rabbit out of your PM hat. Knowing what to do next will be your secret to success. Here’s a presentation which illustrates how to recognise promptly when a project is veering off track and importantly, the steps to take to bring the focus back onto the right outcome for everyone.

Tweet

Hi,
A great opportunity for aspiring project professionals has opened up with the launch of AIPM A.C.T. Chapter’s new special interest group – Young & Emerging Project Professionals (YEPP).
Initiatives such as this bring people and minds together, forging relationships that can last a lifetime.

For project professionals of the future, I thought I would offer some key points for you to think about:
-  Everything the Government will be doing tomorrow depends on projects today……whether it’s new policy; improved service; increased surveillance; upgraded capacity to deliver etc. What we do today will evolve and change to meet tomorrow’s challenges and all of that change involves projects.
- Project management is far more than just using the tools. It’s about working in and through people to effect change.
-  Forget any illusion that planned outcomes of projects are a static thing, and the plan laid down at the start is the one that will deliver.  Think more of skiing towards the outcome - you know where you want to end up but any number of expedient (or even preferred) twists and turns can be taken along the way…  it doesn’t mean the project is off the rails – it’s about progress relative to the end position.
-  Find someone you admire and shadow them – there is no substitute for mimicry and it’s a method that is being used increasingly in the private sector. PM accreditation is a start but it’s only a start – we wouldn’t want to be treated by a doctor who had simply done the course and sat the exams – we want them to have worked with, failed and recovered from mistakes.
-  Don’t trust anyone who is telling you what to do who claims to be 100% successful.
-  Watch out for the definition of success…  If the person who wants the outcome says it’s successful, it doesn’t really matter what you think it is. Back to skiing. You might think success is about the time it takes, the twists and turns involved and the energy expended – and land slightly off from where you were supposed to land. You’ll probably think you were successful and they’ll be saying you failed.
-  Never, ever, ever, agree to report project progress that you don’t believe in.

Tweet

Some time ago, let’s say it was about 2066 years ago, give or take a few months, a certain well known Roman emperor needed to transport his army of 40,000 men, horses and project managers (outsourced PMs, of course) – from Gaul, across the Rhine River, and into Germania to have a look around. “And I want to get there in a hurry!!”, he demanded. But how? Well, perhaps the first thing his PM team did was provide a risk assessment, a mitigation plan, and ensure an effective strategy was in place, in the event of realisation of those risks.
Or maybe not.The point is, at the end of ten days, there stood a beautifully engineered, technical masterpiece of a timber bridge, spanning 300 metres of the fast flowing Rhine. Onlooking Germanic tribes realised they didn’t stand a chance and ran in all directions as the project reached completion.

In fact, like all successful projects delivered since time began, what probably prevailed was an overwhelming measure of common sense combined with levels of skill obtained only by years and years of experience, and lots of it.

By now you might be wondering where I’m heading with this. Well recently, I was asked for my thoughts on the ‘Risk Management Manual’. It seems that students of Project Management need to know how to write such a manual before they have even experienced the reality of being a Project Manager.
At the ‘risk’ of sounding trite – what a load of hobblers cobblers!!

Don’t get me wrong. A risk manual is a wonderful way of writing down how assessment and management of risk will be done. But like the Roman bridge builders, it’s called common sense. As we educate people to trust a façade of analysis, we seem to be doing away with common sense, and trust only in… well, the “illusion” of defensible assessment.

The textbook perfect Risk Management Manual will include:

- what things are likely to be risks (I could write that list for any company without going through the front door)
- how they will be assessed (likelihood and impact)
- the scale of measurement – percentage likelihood, dollar value of impact, reputation etc

They will all have arbitrary values attached which will be awarded by human assessment (completely undermining the illusion of robust assessment).

Then there will be the section on “addressing” the risks, including –

- which ones can be ignored
- which ones are show stoppers
- when to escalate and to whom

It is very unlikely that there will be a section on mitigating risks as these will be glossed over as being able to be considered only in the context of the situation.

The bottom line is, yes, a Risk Management Manual is a way of making sure the risks are considered and written down. Actually, make that all risks – I’ve even seen “end of the world” noted as a risk on a risk log.
And by inference, if not reality, they are a protection against any suggestion that risk isn’t managed.

Personally though, I’d look very carefully at anyone who came up with a risk plan (unless they were just out of Uni and I haven’t had a chance to teach them ‘Reality PM’ yet)… I do however, insist that all my guys have a risk assessment for their projects, and plans for mitigating the risk and for reaction in the event of risk realisation. That’s just prudent and good management – but they should be able to be done on one page. I’ve seen some assessments that have run to hundreds of pages and trust me, no one in their right mind could manage that without losing focus on the project itself.

I have come to the conclusion that effective PM is an art and a science, and like the field of medicine, we need to develop an inherent system of internships, where PMs-in-training can learn as they go, and are actually required to work with successful PM mentors. It really works. I spent nearly five years sitting at the feet of and carrying bags for people I still look up to and admire. Priceless experience can be paid forward too – every now and then an enlightened client will get someone like me in to guide some of their PMs – that works a treat too.

Don’t misunderstand me – there is a place for education and training, but it MUST be accompanied with not only real life experience, but the experience of success – any old experience simply won’t do.

Come on! Let’s build bridges – and get over them – together!

And keep having fun, Diane

Tweet

And so it’s the final day. The conference hasn’t been as good as usual (in fact I might reconsider next year). It’s a pity. I’ve lain awake wondering what the difference is and finally arrived at an explanation that works for me (apart from the ear infection which I accept changed my experience a tad).

In all the years past, the spirit of the conference has been about contributing. People speak freely, are happy to share (another American term that has totally crept into the lexicon) and there has been an upbeat energy. This year, two things are different. The focus has been on what people can get; there seems to be a lot of talk about managing being mistreated (whether by organisations or individuals), and how to get advantage (power – so very much talk about power); and the energy has been much more subdued, perhaps even verging on resentful. Is it a function of the times where economies, organisations and individuals are feeling threatened, unsure and looking to protect themselves?

Whatever the explanation, it simply hasn’t been as good and as Day 5 closes I haven’t heard the ‘thing’ that makes it all worthwhile.

But in case you are wondering what made me reflect so heavily and uncharacteristically….

Well the last day (and again I find myself wondering if my choices of sessions are all wrong), I’m sitting in a session about autocratic leadership. I’ve sat as far at the back as possible – because to be honest I’m tired and am not committed to seeing this through. Thank goodness for the veritable bucket of coffee I am nursing and sipping (had to move on from the iced tea of the start of the conference as the schedule has worn me down).

So, to autocratic leadership. To quote an advert from a few years ago, ‘tis good’. Yes, it’s official, it seems people believe in, and are starting to employ, autocratic leadership (again). Seems it has many benefits over the perceived inclusive approaches adopted over recent years. I don’t know whether to laugh or cry but the main reason for this employment of autocratic leadership is… wait for it… fewer power struggles… and the power struggles that do happen are of lower intensity, shorter duration and have a limited scope of impact. Well I never.

I hope you don’t mind, but with that pearl of wisdom – and I did stay for the whole session hoping for more – I’ve decided to call it a day on AoM 2011.

However, it is true that I’ve long believed that benevolent dictatorship is the way to get things done in projects so perhaps the rest of the world is finally catching up with me… sorry, dropped off in the fantasy there. Ooops… head shake for clarity and I’m back in the real world.

Love to hear your thoughts and see what you think about any and all of my observations across the conference. And of course if you fancy drinking from the fire hose of management thought mark your diary for next year – and maybe you can send me the updates and I’ll take a break? Can’t blame a girl for trying.

Hope you are well and looking forward to seeing you soon, best regards, Diane