Project Communication Series: Meaningful Meetings

On projects, meetings are usually one of the three primary methods of communication.  The other two are emails and phone calls.  Given that, conducting high-quality and efficient meetings is important not only to continued project success but also to team member productivity.  No one likes to waste time – and often on highly visible, mission-critical projects the project manager can ill afford to waste anyone’s time, let alone their own.

Gary Heerkens book entitled “Project Management” covers the concept of high-quality, effective meeting communications.  Though I don’t fully agree with all of it – specifically when he discusses how you should not have a meeting if you have nothing new to discuss, because I think it’s critical to stay on schedule and at least have a brief weekly status meeting with the team and customer even if there’s little to discuss – I still think the text is interesting and worth noting here.  Please read on for Mr. Heerken’s views on this topic…

Conducting productive meetings

Meetings can be a very effective way to conduct business. They bring people together for a relatively short amount of time so that large amounts of information can be shared. As mentioned several times previously, you should conduct core team meetings regularly to promote a steady flow of information to and from team members. But you’ll find that there are many other times when you may need to call for a meeting. Meetings are a critical form of communication.

Read more »

Project Management and Human Nature

“You don’t really understand human nature unless you know why a child on a merry-go-round will wave at his parents every time around — and why his parents will always wave back.” – journalist William D. Tammeus

As a father, I completely understand this quote and I’ve done this many times. It’s absolutely true. As an author and reader, I’m intrigued by it. And that I heard it on an episode of Criminal Minds this year surprises me. In fact, I posted it to my Facebook account and numerous people commented on it and ‘liked it’, but I bet they would all be surprised it came from that show.

Enough about the quote, let’s talk about human nature. What is human nature? Wikipedia states that ‘human nature’ is the concept that there are a set of characteristics, including ways of thinking, feeling and acting, that all ‘normal’ humans have in common. Ok…hopefully I’m categorized as normal…depends on the day of the week probably. Answers.com defines ‘human nature’ as the sum of all qualities and traits shared by all humans. And the online Merriam-Webster dictionary site defines ‘human nature’ as the nature of humans – especially the fundamental dispositions and traits of humans.

So, back to the topic of project management. How does human nature apply to project management? Here are my thoughts…. I’m thinking it centers around a few concepts or activities such as communication, organization, control, ambition. While we don’t all have those traits, I think most individuals who would be categorized as somewhat normal have something within their being that, under the right circumstances, strives to achieve those traits. Yes, that’s what I’ll cling to. Now let me quickly apply that to project management.

Communication

As humans, we all feel the need to communicate with each other from time to time. It’s my experience that your average project manager is – or should be – on the high end of that need. Communication is key, but it still must be good, timely and effective communication. If you’re on the quiet side, you’re probably in the wrong profession.

Organization

Ok, as for me, I’m not the most organized person at home…just ask my wife. But as a project manager, I’m usually pretty organized. I wake up late at night if I’ve failed to send out an email or feel the need to update my team or the customer on something and I have to get out of bed and do it then or I’ll never get back to sleep. I must have a routine schedule for each of my projects – a regular weekly formal status call with the team and customer, a specific day of the week when the revised project schedule and status report goes out, and a specific day of the week when I have a ‘scheduled’ call with my team – I say scheduled because there’s always a lot of unscheduled communication with them also.

Control

Control kind of goes hand-in-hand with organization. The project manager must remain in control – they must be the person that the organization, the team and the customer sees as always ‘in charge.’ Otherwise, chaos will take over. It takes a certain personality….a certain confidence. If you don’t have it, you’ll likely find out soon enough. At least your team and customer will.

Ambition

Finally, ambition. The project manager must have ambition…ambition to reach the final goal for the project. Ambition to take on more responsibility. Ambition to progress in their field. If you lack that ambition, then you’re less likely to stay on top of processes and the current technology to do your job well. And it will show in your work. Project success is hard enough to achieve given all of the potential obstacles and factors. It’s critical that the PM have the ambition and drive to succeed and lead their team and customer to similar successes.

The Project Manager and Press Briefings

Thankfully, the projects I’ve run have not required that I go before the press and give any kind of a briefing – either pre- or post-project. The closest I’ve come is helping a customer put together written press briefings – these were in the case of US Airways for an enterprise-wide software implementation and Rockwell Collins for the release of their pharmacy website for employees and retirees for publication in a trade journal.

Carl Pritchard presents his take on press briefings and the PM’s role when leading those types of projects. The following text, for the most part, comes from his book entitled “The Project Management Communications Toolkit.” Again, I’m not wholeheartedly endorsing this process or the information contained here, but I think it is solid information nevertheless and would be helpful to project managers who find themselves faced with the need to “meet the press.”

Press Briefings

Few environments are as grueling for a project manager as when he or she must face the media. Press briefings are held to inform members of the media about the status of a project, its environment, or its supporting organization. They are intended to present the project organization (or host organization) in the best possible light. Press briefings are held when a project or its impact is sufficiently significant that public information campaigns using mass media are appropriate. They should be held whenever the project has achieved sufficient recognition that the project organization’s perspective on the effort is deemed to be of public interest. That recognition may be positive or negative in nature, and may be proactive or reactive, depending on the nature of the project organization.

The Subject Matter

The subject matter for a press briefing should be determined well in advance of the briefing to ensure that the correct information is shared and any information that the organization does not want to share is clearly defined for those hosting the briefing. Members of the media are often given “press kits” at such gatherings, highlighting corporate history, general information, past press releases, and any contact persons’ business cards. The organizational spokesperson (sometimes, the project manager) should open with a statement regarding the nature of the project and the issue(s) that brought the project into the public eye. The statement should anticipate any questions, objections, or concerns that may be raised. If broadcast media are present, consideration should be given to phrases, paragraphs, or references that may be presented in 8- to 20-second sections (classic “sound bites”).

A press briefing need not necessarily include question-and-answer periods, but keep in mind that most members of the media will have questions. Although the spokesperson is not compelled to answer these questions, failure to respond is sometimes interpreted as a lack of cooperation or as a sign of deviousness. In situations where off-the-cuff responses may be dangerous, it is wholly appropriate to offer to do supplemental research and respond at a later time. The most effective spokespersons will identify the time when the additional information will be available and how it will be made available. If “no comment” is the appropriate response, alternative means to couch that phrase can be very effective and can leave media representatives with something quotable. Saying “This would not be the time to offer comment on something of that nature,” followed by an iteration of the key point of the briefing affords the presenter the opportunity to emphasize what is important.

Summary

Press briefings are potentially volatile situations, but they are the host organization’s to control. Simple considerations (like morning coffee and comfortable seating arrangements) can go a long way to defuse a potentially hostile audience. Clear rules of conduct and engagement can also minimize the possibility that the session appears to be out of control—and the more that can be done to ensure a positive attitude and a forward-looking perspective, the better.

101 Business Books Everyone Can Learn From

I was contacted by Amber Johnson from Accredited Online Colleges about a new article they had posted on their site – she was asking if I was interested in sharing it with the PM Tips readers. They have compiled a list of 101 business books that anyone can use and I found it to be a very useful and comprehensive list. It’s really too long to share here in it’s entirety so I’ll include the first few relevant sections and let you peruse the rest at their site. The full article and list can be found here. Please read on….

From communicating to handling personal finances, from generating ideas to marketing them, become your ultimate you by developing the skills and intellect of a shark-like business person. The must-have business books below are conveniently linked to their Amazon pages, so you can buy and have them delivered straight to your door. Even if you don’t have a passion for business, do yourself a favor and check out these great reads. You’ll find yourself negotiating your way to the top of whatever career you choose.

Top Twenty

These 20 titles are the best of the best in the world of business.

• Atlas Shrugged: by Ayn Rand. A true business classic with a page-turning plot.
• 10-10-10: by Suzy Welch. When you’re facing a dilemma, ask these three questions: What are the consequences of my decision in 10 minutes? In 10 months? And in 10 years?
• The Forgotten Man: A New History of the Great Depression: by Amity Shlaes. Look back and forward at the status of mankind in the midst of economic despair.
• The Informant: by Kurt Eichenwald. A classic tale of business wheelings and dealings.
• American Lion: Andrew Jackson in the White House: by John Meacham. Read and study Jackson’s place in business and political history.
• Street Fighters: The Last 72 Hours of Bear Stearns, the Toughest Firm on Wall Street: by Kate Kelly. These men and women went down, but not without a good fight.
• House of Cards: A Tale of Hubris and Wretched Excess on Wall Street: by William D. Cohan. As we all know, pride comes before the fall. Learn from the fatal mistakes of those who have gone before us.
• How The Mighty Fall: And Why Some Companies Never Give In: by Jim Collins. Resilience and perseverence will take you far in life, as this book demonstrates so clearly.
• The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger: by Marc Levinson. Today’s look at industrialism.
• Selling the Wheel: by Jeff Cox and Howard Stevens. Advertising, marketing and branding are essential parts of everyday life, so apply these techniques to your own life and watch your reputation skyrocket.
• The Wealth of Nations: by Adam Smith. Look deeper into the world economy with this revealing guide.
• The Functions of the Executive: by Chester Barnard. Who are the CEOs and company presidents, and what, exactly, do they do? This book demands the destruction of figureheads, and that those in charge not forget how they got there.
• The Human Side of Enterprise: by Douglas McGregor. Although it doesn’t always seem like it, the world is still made of people, not money. This great book will show you how to look at business and negotiations on the ground level.
• The Wisdom of Crowds: by James Surowiecki. Take a look at the way people gather to make a difference.
• The World is Flat: by Thomas L. Friedman. This book details the most interesting developments of the 21^st centry.
• Good to Great: Why Some Companies Make the Leap… and Others Don’t: by Jim Collins. Discover the secrets to going from mediocre to out-of-this-world in whatever your field.
• The Secret Language of Business: How to Read Anyone in 3 Seconds or Less: by Kevin Hogan. Develop the people skills you need to get through life and through your career successfully.
• The Tipping Point: How Little Things Can Make a Big Difference: by Malcolm Gladwell. If “the devil is in the details,” this book will show you where to look.
• Built to Last: Successful Habits of Visionary Companies: by Jim Collins. Whatever you do, you’re probably in it for the long haul. Read this book to find the most important ways to make your business ventures last.
• In Search of Excellence: by Thomas J. Peters. Become the best you, whoever you are, and whatever you do, and then become even better with the help of this book.

Management Skills

Whether you’re in charge of people, products or projects, these books contain everything you need to know about becoming a better, more effective, more efficient manager.

• The Unwritten Laws of Business: by W.J. King. This etiquette and professionalism guideline will undoubtedly improve your managerial and relational skills.
• First, Break All the Rules: by Marcus Buckingham & Curt Coffman. A nonconformist view of managing and building relationships.
• 12: Elements of Great Managing: by Rodd Wagner & James Harter. Look at the key characteristics of successful managing in today’s work environment.
• Growing Great Employees: by Erika Andersen. Hire the right people, then develop them into your star employees.
• Hiring Smart: by Pierre Mornell. This is another great guide for conducting the best and most productive interviews.
• The Essential Drucker: by Peter F. Drucker. Sixty years of managerial skills, all rolled into one, easy-to-read book.
• Tribes: by Seth Godin. Lead by using the most basic rules and theories of interpersonal relationships.
• The Halo Effect: by Phil Rosenzweig. Read about the nine “business delusions that deceive managers.”
• The New Leader’s 100-Day Action Plan: by George Bradt, et al. So, you’re in charge…what next? Find out how to make your first 100 days your ultimate advantage.
• Judgement: by Noel Tichy & Warren Bennis. Make good calls, and be confident about your decisions with this great guide.

Effective Communication

There’s a reason some of the most successful people today are businessmen and women, and it has much to do with their communication skills. Read these books to learn how to talk, give presentations, interview, and debate like a professional.

• Business Communication: by Carol Lehman and Debbie DuFrene. Get the basics of business communication here.
• Harvard Business Review on Effective Communication: by Harvard Business School Press. Harvard has one of the top ranking business schools in the country, so read this publication for the best advice.
• Business Communication: Process and Product: by Mary Ellen Guffey. It’s true that communication skills don’t come overnight. If you want to do it right, follow these rules.
• Messages: The Communication Skills Book: by Matthew McKay. Avoid miscommunication by reading this book.
• People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts: by Robert Bolton. Bolton’s self-help guide shows you how to handle the toughest aspects of conversation.
• 101 Ways to Improve Your Communication Skills Instantly: by Bennie Bough. Unlike other books, this awesome guide shows you how to make important changes, fast.
• The Art and Science of Communication: Tools for Effective Communication in the Workplace: by P. S. Perkins and Les Brown. Indeed, effective communication is an art, and an interpersonal science, and this book has what you need to develop the right techniques.
• Crucial Conversations: Tools for Talking When Stakes are High: by Kerry Patterson, et al. The most important interactions you’ll have in life will involve huge negotiations, so make sure you put your most powerful words forward.
• Great Communication Secrets of Great Leaders: by John Baldoni. Learn from the gurus, and follow in their powerful, successful footsteps.
• Conversationally Speaking: Tested New Ways to Increase Your Personal and Social Effectiveness: by Alan Garner. The best thing about this book is that its advice is new but just as effective as the older ways of looking at communication.

Go here for the rest of the article and the remaining categories…

Project Management from a Distance – Part 3

In Part 2 of this six-part series, we covered the concept of will remote work or telecommuting work for you in your given situation. In this Part 3, we’ll discuss if it what type of job enables remote or telecommuting project management:

Part 1 – Why remote?

Part 2 – Will it work for you?

Part 3 – What type of job enables remote PM?

Part 4 – What setup do you need?

Part 5 – Negotiating when it’s not an obvious move

Part 6 – Staying the course

I touched a little bit on this in Part 2 in the section on both the customer and the project scenario, but will go into further detail here.

When Will It Work?

Obviously, there are a lot of jobs that cannot be effectively performed remotely. But I’ve always felt that in many cases – especially with large, long-term IT implementations – many PM jobs and projects can be performed in a telecommuting capacity.

After all, the primary communication points for the project manager are:

• Status reporting
• Project schedule delivery and discussion
• Project status calls
• Team communications and status calls
• PMO weekly calls

I don’t see anything on this list that, given the right circumstances, can’t be done remotely. I know there are going to be cases and certain organizational cultures where it just won’t be possible or ever allowed, but logically speaking, these should often be able to be performed remotely.

Remote IT

In fact, with the development of new technologies over the past 5-10 years, much IT work can be done in a telecommuting capacity. With the proper setup, most developers should be able to work remotely. Most other peripheral IT personnel should also be able to perform their primary functions remotely 80-90% of the time. It’s a given that most people and positions need face time with co-workers from time to time and for critical company or customer meetings, but the day-to-day work can usually be done independently and remotely.

On the flip side, jobs or projects that require a close-knit hands-on team will not work. Sometimes that’s a short-term project where the customer is demanding 24/7 access to the project team and it’s just best to take the team onsite and work hand-in-hand with the customer and successful run the implementation. Sometimes that’s a project where access to your company’s support team is critical and it just makes sense to work onsite and have immediate access to those team members that you’re going to need. It goes without saying that, if yours is a face they see often, then it’s hard for those support personnel to not give you priority over other requests for support that they are receiving.

Summary

When considering a remote option, it’s important to know if your job is one that would even make it possible. There’s no sense bringing it up to management or attempting to perform it remotely if it doesn’t make any sense. Usually, that’s not going to be the case, however. Assess it professionally, and if it makes sense…try it.