Todd Williams
Monty Python's Guide to Negotiation
Negotiation is at the heart of every recovery. Once the problems are determined, you must get everyone to concur on the solution. Achieving agreement, however, is inextricably bound to culture—from Asia's polite bows and constant "yeses," to the fist pounding demands of the Middle East. The distinction hit me in back-to-back projects. Culture shock abound. Little did I know, I would find solace and guidance in a favorite Monty Python flick.
ITSuccess TweetJam
Last Monday Mitch Lieberman invited me to a TweetJam on ITSuccess. My first reaction was, "What the heck is a TweetJam?" Google was of no help. All I could tell was that two of most prominent authorities on IT project failure were at the center of the meeting—Mike Krigsman and Phil Simon. The invitation was an honor. The result was summed up in my closing tweet, "@mjayliebs, that's one of the fastest hours I have spent in my life. Thank you very much for the idea and the invitation." It was one of the most educational and exciting events I have seen in years.
Only A Culture of Change Will Fix Projects
From years of experience in recovering red projects, I estimate that only a third of all problems that affect red projects are actually on the project; the other two-thirds are in the surrounding organizations. Poor policies and procedures or lack of commitment by the customer, vendor, integrator, or organization overshadows problems on the project. Unfortunately, project managers do not have the authority, or even the influence, to address these issues. Their only course of action to complete the project successfully is to band-aid the problem. This must change if companies are going to quickly and accurately implement business initiatives.
Is Process The Problem?
For years, project failure rates have been ridiculous. Various groups have published statistics showing troubled or failing project rates range from forty to eighty percent. People have asked time and again the primary reason for project failure and I repeat the same list so many have already stated—poor management, inadequate understanding of the goals, miserable communication, the list continues. However, I have discovered one problem common to every project I have recovered that I think is core to many of these generic observations.
Process Stifles Creativity
A couple Friday's ago, I was in a meeting and I reiterated my mantra, "Process stifles creativity." A friend, well, I think she still is, nearly jumped out of her chair. "I need to correct you," she barked, "Only poorly implemented process stifle creativity." The suddenness and passion in her response caused the gentleman sitting between us to slide his chair back quickly in order to avoid being tangled in any physical altercation. The room was full of jeers for us to settle the dispute in the parking lot. Realizing I had just stepped in a hornet's nest, I made a joke of it. However, her attack does not dissuade me.
Chug, Chug, Vroom, and Expectancy Theory
Or... I Think I Can
I have a book that sits in the bookshelf behind my desk and has been there for as long as I have had a desk—The Little Engine That Could, by Watty Piper. I have read it numerous times to each of my children and soon to my granddaughter, Kennedy. Each time I open it, the smell takes me back to my Dad's lap and a time when life was much easier. A time when my vocabulary was devoid of the word project. I am not sure if there is a direct connection between that word and life's simplicity, it is probably just an coincidence.
Who Do You Trust?
The first ingredient in recovering any project is trust. The team must trust the recovery manager, the customer must trust the supplier, team members must trust each other, and so on, until all permutations are exhausted. Without trust, all is for naught. Therefore, to have a successful recovery, or project for that matter, it is a requirement to thoroughly understand trust and how to foster it.
Outsourcing for Project Managers Workshop
Almost every project has some form of outsourcing. It may be bringing in a contract laborer, a programming team, or someone to build the entire product. The reasons are varied and include staff augmentation, acquiring a specific talent, risk mitigation and more! Regardless of the situation, project managers need to understand the outsourcing process from all angles to ensure each party gets value from the partnership. Creating the correct business agreement is crucial to attaining the best results for your project.
When PMs OD, Projects Run Better
Most projects do not fail for the problems on the project; they fail for the problems in the organizations associated with them. Even issues within the project are usually personnel related requiring the project manager to do more counseling than managing. So where does the project manager get these skills? Unfortunately, they come from experience; few come from formal training. Instead, project managers get training on process, which, as can be seen in many of my articles, is misguided. Project managers need to spend more time developing the organizations, making them stronger. Without doing extensive organization development, projects will continue to fail.
The PMP: Competency or Marketing?
After being a project manager for a couple decades, the Procedure Police finally caught up with me and I had to get my PMP®. No, not for a job, for marketing. My publisher's marketing department made a PMP a requirement for publishing my new book. My wife was aghast that after teaching courses to PMPs so they could get their educational credits and recovering multiple projects that PMPs had led down the red road to failure, that I would have to go through any process to get this certificate. In her mind, my record of accomplishment should have stood for itself. I realized the bureaucracy of the whole affair and trudged forward.
Project Rescue Blog Posts
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Tales of an Expert Witness: Sex, Lies, and Video Tape (Part II) Written on Wednesday, 02 December 2015 06:30Trust relationships, certifications, and standards sound like such a safe harbor. These sound like such great words in a proposal or statement of work. How could you possibly go wrong…
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Tales of an Expert Witness: Sex, Lies, and Video (Part I) Written on Friday, 01 August 2014 00:00The subpoena shows up at the front desk and the call comes to you to pick it up. That nauseating feeling in your gut is the prelude to a long…
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The 6 Ps of Public Sector Project Failure: Profit, Periodicity, Politics, Passion, Press, and Pay Written on Friday, 30 May 2014 00:00"The government is incapable of running projects. Simply put, their miserably high failure rate proves that government should be out of the project management business." There are plenty of examples…
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Case Study: Division Of Unemployment Assistance, Massachusetts/Deloitte Written on Sunday, 30 March 2014 00:00In May 2007, the Massachusetts Division of Unemployment Assistance (DUA) signed a contract with Bearing Point, Inc. to modernize the State’s unemployment processing system. The project was called the DUA…
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Case Study: $250 Million Failure, Who Are You Going To Sue? Written on Sunday, 30 March 2014 00:00In order to comply with the Affordable Care Act, the State of Oregon made the decision to build its own Health Insurance Exchange (ORHIX). An online portal to allow applicants…
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Consultants Cheat Written on Sunday, 25 March 2012 00:00"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…
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Decision Makers, Shakers, and Fakers Written on Sunday, 12 June 2011 00:00Decisions, deshmisions, what is the big deal? Anyone can make a decision! Hardly. After years of working with ineffective initiatives and consternated companies, I have a healthy respect for the…
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Passionately Dispassionate Written on Sunday, 29 May 2011 00:00People routinely ask me the question, "What do you do when you find yourself on a project that is a hopeless failure?" It was raised again a few weeks ago…
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Leading Without Authority Written on Sunday, 27 March 2011 00:00Leadership 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…
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The Consultant's Lore Written on Sunday, 16 January 2011 00:00"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…
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The Snake Pit, Taking the Poison Out of Technical Debt Written on Sunday, 27 June 2010 00:00Projects build in technical debt and maintenance groups remove it—if your organization has a maintenance group. Technical debt accrues in any product, whether or not it has a technical component.…
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Five (more) Stupid Management Decisions on Failing Projects Written on Sunday, 20 June 2010 00:00A 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…
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