The project is (S/M/L/XL/XXL/XXXL). So WHAT?
Every PM suffers now and then a slight attack of anxiety when notified about the assignment of a new project. It´s just natural: he/she will have a close relationship with this “entity” for weeks, months or years, and he/she knows nothing about it. Thus, he/she jumps to the Business Case, Charter, Launch Gate document or any other available source to understand what the effort is about. Again, all good here. The part that puzzles me is how little organizations prepare to deal with the project. Let me cut to the chase: most organizations limit to a generic characterization of the effort, mainly by size; sometimes also by complexity. In a few cases there are further categorizations as per the scope, geo, nature of the effort. But the consequences of this analysis are quite limited, if any.
In my experience, for most organizations, most of the time, the sole actual result to the initial analysis (categorization) of the projects limits to allotting a predefined range of hours to the effort, in rare cases a budget. The best I´ve seen is an actual prioritization, which is not a bad thing at all, but these are scarce cases and the impact is constrained. This limited output makes me wonder if the initial set of parameters with which projects are analyzed is insufficient. Or perhaps the actual process to act upon those results is utterly flawed, if not entirely absent. Candidly, I think it’s a mix of both, but I also think that the biggest proportion of the issue relies on the latter.
I think that we need to take this topic more seriously in our organizations. It doesn’t make sense to waste time on the analysis of our projects to do it incorrectly and then to basically ignore it: this is a Portfolio Management “chronic disease”, if I may be allowed to use the analogy. I am not certain about the cure to this problem, still, I have already a couple prompt points. Let me say that a broader range of parameters to select upon (size, complexity, risk, urgency, stakeholders’ profiles, expected duration, budget) would help a lot. Then perhaps an algorithm, a formula could be used to produce a conclusion, an actual project comprehensive characterization as per the values of each one of the numbers. Finally – and more importantly – there must be a process to act upon it: there must be consequences. For example, if the project is urgent and risky, assign this type of PM, if the project is long and complex, request for a bigger management budgetary reserve. If these stakeholders are engaged, it is mandatory to inform them every two days of the status. You get the idea: the characterization of the project through pre-defined parameters derives into actual actions, guidelines, rules, strategies. I also think that using Lessons Learned and a Focus Group with the most experienced PMs would greatly benefit the creation of the mentioned algorithm (formula). I also foresee interesting opportunities for PMOs to this analytical, semiautomatic approach.
Imagine that: you would be receiving your projects with guidance, structure and “warnings”: now that would be a sight, isn´t it? Of course, these “automated” guidelines would have to be tuned & tweaked as per the project subtleties by the PM and his Team, but nothing like actually receiving insight from the shared pool of experience and knowledge of the organization – as a standard input right from the beginning. Not only that, the organization would be nudging projects toward success: better staffing, resource allocation, wisdom injection right from the launch. COOL, isn’t it?
And now… what do you think? Do you know any examples of this idea? How would you improve it? Let us hear your thoughts.
Best regards,
Fernando
TOP 10 Analogies to Project Management
Analogies are one of the cleverest tools to explain and communicate. Analogies transfer knowledge from realm to realm, clarifying the alien & vague through the lens of familiarity & acquaintance. A good analogy is like a “written picture”: worth a thousand additional words. As you can tell from the prior lines, I am a big fan of analogies, metaphors, allegories, and similar idiomatic formulas. Let´s use the tool on a favorite subject of mine which is Project Management. Let´s begin with the worst and run the list top down up to my personal favorites. With no further introductions, I give you the Top 10 Analogies to Project Management, as follows:
10. Stenographer: on the bottom of the list, the comparison of a PM to a stenographer (amanuensis). It is quite a misguided correspondence since stenography accounts only for literal transcription with no value added. In other words, it assumes a laid-back mechanization to Project Management which is the case. Furthermore, modern software platforms already do this automatically. In this sense, this analogy is more of a defamation than a fair comparison – we put it at the list´s basement, thus.
9. Executive Assistant / Tracker: in this second analogy the passive automation is less evident than the previous one, therefore I like it a bit more. Still, it doesn’t transmit the drive that the role demands. Project Management does imply massive tracking efforts (e.g., holding people accountable to deliveries / ETAs, etc.) but there´s much more to it. A PM must proactively make decisions, call to action, drive, plan. This figure does not conveys that fundamental part of the role clearly.
8. Military “Commander”: now on number 8 of the scale the military ranking analogies. The pros to this category of allegories is the fact that they depict discipline, decision-taking and risk management. However, cons are as varied as they are important. Project Management is not actually about fighting an “enemy” nor it supposes the authority degree and top-down command line that military forces proudly exert. Project Management also entails much more of negotiation skills and compromise, among other soft skills.
7. Expeditor: what I like about this one is the fact that emphasizes on the Schedule (formerly Time) Management area of Project Management. In my experience – and as per our modern world needs & trends – time is indeed the key restriction / driver against which projects are mostly driven. In other words, its the ultimate restriction. The downside is that once again, it leaves outside so much there is to the job. The Expeditor metaphor makes it to this position in the ranking, no more.
6. Coordinator: in the very middle of the list, the “Coordinator” term as a reference to a PM. It’s a fair one, I must admit, since it conveys the organizational aspects to the profession, including the need of dealing with multiple stakeholders with different needs and expectations. However, in my opinion the term has a bias to be acknowledged under the hood of the Execution phase of projects, which of course leaves out the Planning part of it – the secret sauce to successful projects.
5. Coach or QB: now on the second half of the list, beginning with the sports-world comparisons. The Coach analogy is nice – it conveys motivation, strategy, decisions, risk management. Quarterbacks are also a nice one – the role is a synonym to leadership, last-minute calls, working against the odds. The flipside to it is similar to the military figure comparisons – it transmits an “us against them” context that is not realistic.
4. Air Traffic Controller / Tower: what I really like about this one is the way it depicts in a very graphic way the Integration part to project management. Departures and arrivals are akin to deliverables and work packages, and the Tower synchronizes everything to perfection, optimizing the total output of the Team. Now to the cons of this one is the fact that air traffic is more like a continuous process that a project (there is no end to it) and the products (deliverables) are basically the same. Thus, the parable is good but indeed not perfect.
3. Router: we are now on the top three! First on the final countdown, the router. A router is a very “smart” piece of equipment. It is network gear that not only forwards information, but it also distributes it to the correct parties through the best path and in the correct format (protocol). It also must manage security aspects to it, timing, and errors. I very much like all that, but then the nature of the object per se – a router is a device – somewhat transmits a robotic picture to the profession that stalls this allegory in its current 3rd spot.
2. Orchestra Director: the Orchestra Director is a lovely way to picture a PM. It denotes the art to it, the subtle adjustments to be made during the Execution (and sometimes, not so subtle ones!) and the trust there should be between the Team. But then, to me, there is again bias in this figure toward the actual interpretation of the melody, that would be, toward the Execution phase of the project. That´s why it didn’t make it to the summit.
1. English to English Translator: I heard this one recently from a dear colleague of mine and it escalated immediately to the very top of my list. In an almost “poetical” way this analogy denotes the essence of Project Management. It succinctly captures the spirit of the profession: reading “between the lines”, chasing the true priorities, requesting clarification time after time, ensuring that actual communication happened (and not the illusion of it, as G. Bernard Shaw warned us). An outstanding allegory by all means – vague, you may argue, but it applies all across the timeline of projects, methodologies and frameworks. One analogy to rule them all!
This is my list, ranked from worst to best. Thinking aloud, perhaps the ultimate analogy would be a mix of some of the above. Perhaps. But then, this is just me – what is your favorite analogy? Did I miss any interesting ones? Share your comments please – feedback is the breeze that refreshes the mind, if yet one more metaphor is allowed in this post.
Cheers,
Fernando
PS: after writing this article, I recalled even other ones, such as a Juggler, managing many different priorities simultaneously, and even “herders”. Thoughts? Shoot!
Photo by Nick Fewings on Unsplash
Webinar con la Universidad Nacional: “¿Por qué fallan los Proyectos? Lecciones de la Vida Real” / Webinar with UNA: “Why projects fail? – Lessons from Real Life”
ESPAÑOL: Les invito cordialmente a ver la grabación de mi reciente webinar con la Universidad Nacional de Costa Rica – UNA, titulado “¿Por qué fallan los proyectos? – Lecciones de la Vida Real”. La exposición mezcla vivencias de mi práctica personal con anécdotas históricas de la II Guerra Mundial. Estoy seguro que mis colegas se verán retratados en más de una de las situaciones ahí dibujadas, y que alguna(s) de las propuestas de solución les serán interesantes.
Un abrazo,
Fernando
ENGLISH: You are invited to enjoy the recording of my webinar with the “Universidad Nacional de Costa Rica” – UNA (academic institution where I teach Project Management related topics), entitled “Why projects fail? – Lessons from Real Life”. I am sure that the situations there depicted – including curious anecdotes from WWII – will “ring a bell”, and that some of the ideas to correct these major problems will resonate with many of you. Feel free to turn on the captions and then the auto-translator.
Cheers,
Fernando
ACADEMIA: Clases Virtuales para certificación PMP con la UNA / ACADEMIA: Virtual PMP classes experience with the National University (UNA).
VERSIÓN EN ESPAÑOL / ENGLISH VERSION BELOW
La enseñanza es desafiante. Y la enseñanza durante los tiempos del COVID lo es aún más: imagine hacer la reingeniería completa de un curso diseñado para la experiencia presencial y migrarlo a una plataforma completamente virtual, y hacerlo con la presión de una fecha límite previamente comprometida. Bueno, ¡desafío aceptado! Tengo el honor de enseñar en la “Universidad Nacional” (UNA), una de las mejores universidades de la región, y ya teníamos la clase de preparación para el examen PMP en nuestras agendas cuando se impuso la cuarentena en el país. Sin embargo, en pocos días nos reinventamos. El plan de estudios se adaptó, el aula virtual se cargó con variedad de recursos en línea, la plataforma Zoom estaba lista y se disponía de un enfoque virtual del tiempo de clase.
El ingrediente secreto para el éxito reside (como siempre) en transmitir humanidad a la distancia, utilizando una variedad de herramientas como el humor, calidez interpersonal, la narración de historias, las anécdotas y un uso deliberado y consciente de la voz como una extensión del Yo. Además, utilizo frecuentemente los nombres de los participantes como una forma de mantener a los estudiantes enfocados. También estamos privilegiando mucha participación en vivo: ejercicios conjuntos, preguntas tipo “por qué”, indagaciones de pensamiento crítico a los asistentes; todo esto junto con una agenda predefinida que guía las prioridades y establece fases estratégicamente planificadas para cada momento de la sesión. Asimismo, estoy haciendo un seguimiento diario a través de otros medios (principalmente, correo electrónico y chat), para nunca perder el impulso y proporcionar una plataforma rápida para preguntas y dudas.
En resumen, ha sido – y es, pues no hemos terminado – una verdadera experiencia de aprendizaje. El curso se compone de 12 sesiones de 3 horas cada una. Al final de este viaje, espero emerger como un mejor maestro y persona, mejor preparado para impartir nuevos cursos en línea en el contexto de esta “nueva normalidad”. Mi agradecimiento a la UNA / Progestic / Educación Continua por la confianza en mis habilidades y para toda la clase que dijo “sí” al desafío de prepararse para el examen durante los tiempos COVID: ¡atención, nuevos PMPs muy próximamente!
Fernando
ENGLISH VERSION / VERSIÓN EN ESPAÑOL ARRIBA
Teaching is challenging. And teaching during COVID times is even more exigent: imagine re-engineering a course designed for face-to-face experience to a completely virtual platform, and doing it with the pressure of a pre-committed deadline. Well, challenge accepted! I have the honor of teaching at the “Universidad Nacional” (UNA), one of the best universities in the region, and we had the PMP exam preparation class already in our agendas when national quarantine was enforced. In a couple days, we re-grouped. The curricula was adapted, the virtual classroom was loaded with online resources, Zoom platform was ready and a virtual approach to class-time was available.
The secret ingredient for success rests (as always) in conveying humanity through the distance, using a variety of tools such as humor, rapport, storytelling, anecdotes and a deliberate, conscious use of the voice as an extension of the self. Furthermore, there is an extensive usage of participants names as a way to keep students focused. We are also privileging lots of live participation: joint exercises, “why” questions, critical thinking inquiries to the attendees; all these along with a pre-defined agenda that guides priorities and sets phases during each session. I am also doing daily follow up through other media (mainly, email and chat), so to never loose momentum and provide a quick platform for questions and doubts.
Bottomline, it has been – and it is, we are not done yet – a truly learning experience. The course is composed of 12 sessions, 3 hours each. At the end of this journey, I hope to emerge as a better teacher and person, prepared for more online courses in this “new normality”. My gratitude to the UNA / Progestic / Educación Continua for trusting my skills and to the entire class who raised to the challenge of preparing for the test during COVID times: bring it, new PMPs coming soon!
Fernando
