You are running a project that is supposed to improve the organization to leap out in front of the competition, yet you have had little formal training on what that means. Project managers need lessons in how world class business runs to drive projects to make that happen.
Built to Last, Collins' first book and defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
|Author:||Todd C. Williams|
|Released:||March 20, 2011|
Back from the brink... the first fail-safe recovery plan for turning around troubled projects and keeping the problems from reoccurring.
When budgets are dwindling, deadlines passing, and tempers flaring, the usual response is to browbeat the project team and point fingers of blame. Not helpful. For these situations, what is needed is an objective process for accurately assessing what is wrong and a clear plan of action for fixing the problem.
In Rescue the Problem Project Todd Williams, President of eCameron, describes how projects go wrong and what to do to fix them. It focuses on people first, then process , and finally technology. By doing this it helps you find the root cause of the failure and helps you prevent it from happening again.
"We can fix this project ourselves." I hear that line all the time. And, of course, you can. It will just be a lot slower and more expensive because consultants cheat. Consultants simply have much more flexibility than employees do. At least consultants that put the client first. For instance, they can... Wait, I am getting a little ahead of myself. We need a little context before making that case. Obviously, consultants cannot do everything. It takes a delicate balance of consultants, employees, and contractors to get the optimal performance out of an organization.
|Author:||Robert S. Kaplan, David P. Norton|
|Publisher:||Harvard Business Review Press|
Projects build capabilities to met corporate goals. If you are a CEO, you need to make sure your employees and vendors know what those goals are and how they fit in to the plan. If you are a project manager, you need to know the bounds of you project. If you are anywhere in-between, you need to understand how all the pieces fit together and keep it all aligned.
Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.
A few weeks ago, I posted an article on five of the ten stupidest decisions management had done on troubled projects, as promised, here are the other five. Although these may all bring a little light hearted laughter, the goal is to educate in order to avoid repeat performances. We all have seen, and made, dumb decisions; finger pointing and blame will not improve the result. So, read on, enjoy and then share your experiences so we all learn more.
Leadership is more than leading the people reporting to you. Too often, you need to lead people over which you lack any authority. The absence of hierarchical advantage adds a challenge, but is ideal training on how to deal with managers, customers, and difficult people. The key is making them feel the direction chosen is theirs. One of the best methods of doing this is storytelling.
"Why is it that when you get hired you are no longer the expert?" A chuckle rippled through the audience; however, the woman asking the question was serious. I turned the question back to the audience of director level managers, "Why is this the case?" There was silence. Finally, I proffered that it was management's lack of understanding the skills of the people working for them. "Who in your organization can you implicitly trust?" More silence. It is sad that organizations know so little about the people that they hired—the people on which they stake their company's future.
A few years ago, we had a run in with the healthcare industry. I think of it this way since is sounds like a run in with the law. Doctors are the law, or so they think. Do as they say, or else. The problem was that my wife, at 46, was having a heart attack and had a hidden... oops... I almost spoiled the story. Unbeknownst to me, Doctors rarely think about two things being wrong; they only work on one issue at a time. Those of us who live in project work realize this assumption can have grave consequences. What the doctors in this case needed was an anal-retentive, tenacious, asshole of a Project Manager whose objective was a successful project. As Gene Kranz so aptly said, "Failure is not an option," the product, service or end result of this project was a life—my wife's. However, I am getting ahead of myself. Let me take a few minutes to set the stage to show my mistakes and how years of project recovery experience helped. I will keep it brief.
Red project recovery is a four-step process. One must, however, determine a short-term plan for the project. It takes time to get to a resolution and it is nonsensical to continue spending money at the current rate. Other than doing nothing, there are two remaining options:
|Author:||Geoffrey A. Moore|
To be a great project manager, you need to understand business. Your job is applying change to improve an organization, you had better understand why some changes and some leaders can create a metric differ to a company.