How to Recover From a Mistake

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Photo by Tim Gouw on Unsplash

Even the most experienced project manager will occasionally make a mistake – a flaw in the project plan, misinterpreting business directions, or overlooking an issue or risk. Here are a few tips on how to recover when you make a mistake in a project:

  • Take ownership. The quicker you take ownership of what happened, the sooner you can work on fixing the problem. You want your team to focus on solving the problem, not blaming one another for what happened.
  • Fully understand the issue or mistake. You need to understand the problem before you can make adjustments to the project. Interview key clients and team members to understand the issue. Then, analyze the facts and assumptions used to make project decisions. For example, confirm that information presented as fact is actually fact. Verify that the initial assumptions used to move forward with the project are still valid. If you discover invalidated assumptions, determine what needs to be confirmed before making those assumptions in future projects. After you collect this information, present the full story of the issue and corrective actions to management.
  • Craft response alternatives. The best project managers quickly develop possible response for addressing project issues. If appropriate, present these alternatives to management so they can decide which one to choose – and you can act quickly. If you won’t have responses identified before you discuss the mistake with management, tell them how you will design your responses and when you will present them for consideration.
  • Update your risk management plan. When a mistake is made, you want to reduce the chance of the mistake being repeated. Add information about the mistake and how you handled it to your risk plan and register for your project — and update any other data sources project managers consult for project guidance. If a risk response was inadequate or inappropriate, update the documentation and review the situation with team members involved in drafting or confirming the risk response. Learning is the best way to prevent future mistakes, which brings me to my last tip…
  • Turn the event into a learning moment. When an error is made, it can be tempting to lash out. Focus on what leadership expert John C. Maxwell calls “failing forward.” Educate your stakeholders to make them better project advocates. By turning a mistake into a learning moment, you can increase the capability of your organization.

If you have other suggestions for recovering from a mistake, please add them in the comment section.

For more about risk management, check out Bob McGannon’s Project Management Foundations: Risk course.

You Don’t Have to Feel So Alone

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As a project manager, you have to make decisions, resolve conflicts, manage aggressive timeframes and make the most of small budgets. It can feel like you have to deal with these responsibilities all alone. Yes, your responsibilities are monumental. You won’t feel so alone if you follow these tips:

  • Work with your team members. Take time to work with your team on issues, idea generation, and solutions. It’s even more effective when you chat informally with team members at least 10 minutes each day. You won’t face obstacles alone and you’ll build stronger relationships, develop trust, and foster dedication with your team members. 
  • Show gratitude. Look for opportunities to say, “thank you.” When appropriate, acknowledge accomplishments with formal recognition programs or by taking a team member(s) out to lunch. Expressing gratitude helps build a unified team that will support you as a leader – and you won’t be on your own should things go astray. Do the same with your key stakeholders and project sponsor to build support you can count on when you need it.
  • Enhance your leadership approach. Project leaders have no choice but to rely on others. As you manage larger, more complex projects, the need to rely on others grows. View this dependency as an opportunity to delegate, train and learn from others. Your team members become stronger resources; you grow more familiar with your team’s deliverables; and project management becomes more of a team effort.
  • Leverage your network. Discuss your project with fellow project managers and get their perspectives. Use status reviews with your manager and/or project sponsor to share ideas and perspectives. Attend project management gatherings, like Project Management Institute® chapter meetings and network with other attendees. You might pick up a great idea to make you look like a hero on your project!

If you have more suggestions for reducing your sense of isolation, add them in the comments section.

For more about team building, check out Mike Figliuolo’s Building High-performance Teams course.

The Fine Art of Documenting Lessons Learned

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Crafting lessons learned can be tricky. Lessons learned should help future projects without criticizing anyone publicly. Here are a few guidelines for achieving those lessons learned goals. 

  • Identify recurring issues. Issues that are likely to re-occur if they aren’t addressed are significant lessons learned because they will help many future projects. Conversely, issues related to one-off technology or unique business processes won’t be that helpful in the future, creating useless entries to wade through in your lessons learned library.
  • Identify an avoidance or risk reduction strategy. Nothing is learned if you don’t document how to avoid the issue. Describe the issue or risk and explain what to do differently. Future readers need to understand the context, so be specific and include early warning signs for the issue. Entries with these details will help your project management peers (or yourself if the issue crops up after you’ve forgotten about it).
  • Improve project methodologies and guidelines. Lessons learned might present opportunities to improve your project management methodologies or templates. Write your lessons learned entries with this in mind. If your lessons learned entry can’t be applied to your methodology, there may be gaps in your project standards. For example, if your methodology doesn’t handle working with your procurement organization on vendor contracts, write your lessons learned entry to add that process to your project management methodology and template set.
  • Refrain from mentioning individuals or roles. Appropriate lessons learned talk about the issue that occurred and the approach for avoiding or reducing its impact to the project. Talk about outcomes and processes, not specific decisions or inaction. Don’t mention individual’s names. Mention roles only if absolutely necessary. 

Do you have tips for describing helpful lessons learned from your experience?

For more about lessons learned and project closure, check out my Project Management Foundations course.

Successful Eating Plans and Project Management Have a Lot in Common

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Photo by Dan Gold from Unsplash

I enjoy cooking — and eating – and I also believe in the benefits of a healthy eating plan. A recent conversation reminded me of the similarities between successful eating plans and project management. So grab that acai bowl (or rice cake if you insist on dieting) and have a read.

  • The correct amount is ideal. Sufficient, not excessive calories are key to effective nutrition plans and project plans. Fewer people on a project are easier to manage, reduce communication problems and are more likely to work as a team. Just as you don’t want to eat more because you have low-cal foods on hand, don’t add project team members unless they have expertise you need. Using the correct amounts in your eating plan and your project will yield better results. 
  • The right mix is crucial. An eating plan includes a mix of nutrients to keep you healthy. A project also needs the right mix of technical leads, industry expertise, and action- and planning-oriented team members. Your project is apt to stall with an out of balance team. 
  • The timing of consumption matters. When you eat can be as important as how much you eat. Likewise, when you deploy project resources is important. Bring in experts too early and you might suppress your team’s ideas, because they defer to the expert. Bring in experts too late and you risk spending time and money on dead-end approaches they would know to avoid.
  • Produce early results. Eating plans that don’t generate recognizable early results might be dropped as unsuccessful. When stakeholders dedicate budget and critical staff time to the project, they want reassurance that they are making a wise investment. When you deliver early project results, your stakeholders will stick with you, just as you will stick to the menu when you feel healthier, stronger, and more energetic. 
  • Keep your eye on the goal. Persistence pays off! Whether your goal is health, strength, energy, or weight loss, keep your eye on your objective—and remember that progress won’t be consistent. That way, your chance of success increases. With projects, monitor performance and accept that business priorities and issues might impede project progress.

If you can think of other similarities, post them in the comments section. I’d love to add them to this list.

For more about project management, check out my Project Management Foundations course.

 

Must-have Hard Skills for Project Managers

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Photo by Leon on Unsplash

A solid team can contribute to the broad range of skills needed to complete projects successfully. However, project managers must possess several skills to ensure project success:

Construct risk response plans. Although team members can identify risks, the project manager handles building and managing sound risk responses. Because the PM is the project liaison to the sponsor and senior leaders, the PM must be able to discuss, adjust, and deploy risk responses effectively.

Recognize schedule feasibility. Lots of schedules that are built don’t reflect reality. For example, feasible schedules include realistic expectations for team members’ weekly allocation the project. Schedules must also include realistic estimates of the effort to complete tasks. And fast-tracking or crashing built in the schedule must be sensible and doable. The PM must be able to spot these pitfalls and correct them. 

Domain expertise. The PM must know enough about the project’s technical domain to work with technical domain experts. In other words, the PM shouldn’t be fooled by experts trying to escape probing questions. For example, a project manager experienced in IT won’t have an issue talking to experts deploying new IT tools. That same PM, assigned to a construction or mining projects could easily be deceived by “the experts.” Project managers can successfully manage projects without specific domain knowledge. However, that situation introduces risk and increases project personnel costs because domain experts need to partner with the PM.

Knowledge of both the technology and business environment. A project’s business outcome often requires different knowledge than what you need to know to build the deliverables that facilitate that outcome. Consider a hospital project to provide advanced medical diagnostic services. Understanding the financial and marketing objectives of the project is much different than understanding the technology used in the sophisticated medical diagnostic equipment that interprets medical test results. The project manager, who works with the team and customers, needs to understand both: what’s needed to produce deliverable as well as the viability of the business outcomes. 

Vendor and contract management. In projects involving significant contracted skills or components, the project manager must be able to manage vendors and their contracts to ensure that deliverables are created efficiently and interactions between vendors are in the project’s best interest, not the vendor’s. For example, customized technical components built for a project require the project manager to validate contracts as well as integrations between those components and other parts of the project solution.

Strategic thinking. In projects that significantly alter business direction, the project manager must be able to think strategically to ensure the approach supports specific project goals and fits into the sponsoring business’s strategic direction.

What other hard skills do you think project managers absolutely must possess?

For more about project management, check out my Project Management Foundations course.

 

Tips for Launching Projects Successfully

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Photo by Leon on Unsplash

The fate of most projects is determined by how they’re launched. With a proper launch, the project has a good chance of succeeding. Botch it and the chance of delivering value is almost zero. Here are my top tips for nailing the project launch:

  • Develop a shared understanding of the project. You and your project team might have a solid grip on the project and what it will produce. One key to project success is making sure that your sponsor, project customers, vendors, and other key stakeholders also have a common, shared view of the project, its objectives, and how you will deliver business outcomes. Communicate meticulously to all stakeholders to create this unified project understanding. Without consensus, turf wars can arise, which can compromise funding, slow the project, and are difficult to recover from. 
  • Define metrics and targets. One of Stephen Covey’s 7 Habits of Highly Effective People is “Begin with the end in mind.” To do that, you need to define “the end!” Before you start a project, identify the target metrics and success criteria, so everyone understands early on what success looks like. If you don’t have tools to measure results, include tasks in your project plan to create those tools. Get consensus up front on how those tools will work, where the data comes from, and how the metrics will be calculated. Disagreement over measuring success not only kills projects, but does so at a very inopportune time — late in the project lifecycle.
  • Identify the skills required to deliver the project and how you will acquire them. A project team with the correct skills significantly increases your chance of project success. Many projects suffer from underestimating the challenge new techniques and technology present to project teams. People think “we’ll figure it out” or “our internal staff can learn.” That may be so, but you need to validate those assumptions early on. Work with your team to determine what they can and can’t learn. If using internal team members is impractical, include the availability and cost of consultants/contractors in your estimates. 
  • Touch base with powerful, out of scope stakeholders. Why would you work with stakeholders whose interest is out of your project’s scope? Because big issues can arise if they believe their business interests should be addressed in your project, and they find out they won’t be. Communicate with these would-be stakeholders in conjunction with your sponsor to ensure they understand their business interests are out of scope. That way, no big change requests land in your lap, creating tension and complexity in your project.

Do you have tips for launching projects that have helped you achieve project success?

For more about project launches, check out my Project Management Foundations course.

Improve Your Leadership Skills with Emotional intelligence

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As project managers, we don’t simply manage work, deliverables, and documentation – we lead and support the people on our project teams. Emotional intelligence (also known as Emotional Quotient or EQ) helps us do that. Here’s how enhancing your EQ can help:

  • Relate to people working from home. Working with others is challenging even when you work side by side. Interacting with people onscreen amps up the level of difficulty. Although some people work from home and love it, others wish they were in the office. EQ helps you relate to and support your team members through their struggles. Your supportive leadership makes all your team members feel more comfortable with their work environment, which means a better chance of meeting project objectives.
  • Deal with people under stress. Stress creates obstacles for project managers and can significantly decrease project success. Stress often arises from business challenges like reactive decisions, irrational or missing responses to project problems, and fear about speaking the truth regarding project difficulties. With solid EQ, you will be able to recognize the root cause of these issues. Work through stressors with your stakeholders to ease their minds and deliver project outcomes.  
  • Manage excessive workload. Many businesses suffer from too many concurrent projects, competing operational responsibilities and being short-staffed – whether in your business or third parties you contract with. Pushing a schedule and managing to deadlines doesn’t guarantee progress. To negotiate deadlines and obtain staff to complete tasks, you need to understand the delivery pressure others are under – and that takes EQ.
  • Work across cultures. Project managers often work with people from different cultures, whether they represent different geographic regions in your country or different countries altogether. We are all human and have the same emotions behind our reactions. However, how emotions are triggered can vary across cultures. The higher your EQ, the more you will recognize these emotional triggers and the signals indicating the presence of emotions. That enhances your ability to work with stakeholders, no matter their cultural background. 
  • Apply change management if needed. Success goes beyond delivering project deliverables. For example, installed software doesn’t represent a successful result if the client isn’t tech-savvy and requires training and support to achieve the desired benefits. You might need to apply change management to achieve business outcomes, which requires skill, leadership expertise, and EQ. Whether you perform change management or depend on change managers, you need to understand what drives successful change management, which takes EQ.

For more about Emotional Intelligence, check out Gemma Leigh-Roberts Developing Your Emotional Intelligence course and Britt Andreatta’s Leading with Emotional Intelligence course.

Tips to Reduce Project Chaos

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People problems, business pressures, and creating unique results come with unexpected challenges. Dealing with chaos is one more thing project managers must do. Here are a few tips for reducing project chaos.

Research past lessons learned. Capturing lessons learned is often like wishful thinking. People talk about doing it, but rarely get around to it. If that’s the case in your organization, don’t give up. Instead, ask project managers and sponsors in your business about the problems they’ve seen on their projects. If your organization has a lessons learned database, examine it thoroughly. By understanding past issues, you can build insightful risk and contingency plans. And those plans can help you quickly identify the root cause of potential issues and address them before they create chaos in your project (and your life!) 

Watch for changes in stakeholder behavior. When stakeholders get stressed, their behavior usually changes. They might get more talkative, less talkative, or voice concerns about your project out of the blue! Don’t just wonder what that’s about. Initiate 1-on-1 discussions with stakeholders to identify what’s going on with them. Showing compassion for your stakeholder and your project outcomes creates trust, which can lead to learning more about potential problems. That leads to greater insights and less chaos!

Evaluate and respond to baseline variances. Be sure that you understand your baseline metrics for scope, schedule, cost, and quality. When Those metrics are off by more than 5%, determine the cause of that variance. And when the variance goes beyond 5%, jump into gear to get things back on track — and share the status and your actions with your project sponsor. Proactive communication about issues and responses can instill confidence in your project leadership, which means fewer “please explain” type of meetings, and – you guessed it — less chaos!

Focus on what’s important versus what’s urgent. If something is important and urgent, by all means, focus on that first! After that, work on important issues and don’t get distracted by urgent yet unimportant things like a ringing/chirping telephone. Minimize distractions by turning off your phone, pausing email notifications, and hanging a do not disturb sign on your door. That way, you address the most vital tasks on your project. Less chaos! 

 

Projects will always involve unexpected or sudden changes. These tips can calm things down for you and your project team. Do you have tips to share for reducing project chaos? If so, share them in the comments!!!

 

For more about reducing project chaos, check out Chris Croft’s Project Management: Solving Common Project Problems course.

When You Need to Justify Your Project Manager Role

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Project management is often viewed as overhead, which is a typical target when cost cutting is in the air. As a result, you might find yourself in the uncomfortable position of justifying your role as project manager. Here are several approaches you can use to educate leaders about the value of project management and skilled project managers.

Dispel managers’ fears. Managers typically have two big concerns about project management: its cost and that it will take more time. Start by pointing out that most organizations assign team leaders within a department to coordinate tasks, assign roles, and review results. Then, explain that project management is essentially the same, except it works across many departments and with a variety of stakeholders.

Correct the impression that line managers can manage projects. Organizations sometimes turn to line managers to deliver projects. It rarely works. First, line managers are already too busy. They are easily distracted from project management duties by their operational leadership requirements, which are ongoing and often urgent. In addition, line managers might not be perceived as objective: they might favor their technical area and management goals in their project decisions. Finally, line managers are rarely trained in project management techniques, which is the focus of the next point.

Emphasize the importance of training and experience. Remind leaders that the organization screens job candidates based on their education and experience, calling references to verify candidates’ claims. Given the expense and business value that projects add, why not evaluate project managers in the same way? Focus on project management education and verify project delivery experience and results. Doing so increases the chance that projects are successful. 

Stress the cost of project failure. According to Projectsmart, the average cost of a failed IT project is $12,000,000 (https://www.projectsmart.co.uk/the-real-costs-of-failed-projects.php). And that figure doesn’t include the opportunity cost of benefits that weren’t realized. While that statistic doesn’t represent every industry, it demonstrates the substantial cost of project failure in real dollars and lost benefits. Remind leaders that its good business to invest in activities that increase the probability of success. Embracing and improving project management helps protect the money and time invested in projects and ensure that those projects deliver the outcomes they’re supposed to.

If you have had to justify project management or your role as project manager, what techniques have you used? What worked and what didn’t?

For more about the value of project management, check out the LinkedIn Learning Become a Project Manager learning path.

Coming Up

LinkedIn Office Hours Session- Communication Tips for Challenging Situations

Remote work looks like it’s here to stay and that means effective communication is more important than ever. Bonnie Biafore and Tatiana Kolovou, professor in the Indiana University Kelly School of Business, will talk about how to apply communication theory to everyday situations. Some of the topics we will cover include handling resistance to your ideas, responding when caught off guard, being a strong listener in a virtual setting, and more.

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Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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5 Ways to Amplify Project Management Benefits

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As a project manager, you know that effective project management increases project outcomes and delivers improved business results. Here are ways to strengthen the benefits your project management practices provide to your projects and your entire organization.

Deploy repeatable methods. Applying consistent project management processes across projects is a great way to beef up the benefits of project management in your organization. You save time and effort — and increase productivity –because people don’t have to learn new approaches and processes every time they work on a project. Your teams already understand the project artifacts and expectations for delivering a successful project.

That’s not to say you can use only one project methodology across the organization. Each project should use common practices for the methodology that is most appropriate to the project. For example, standard WBS structures in waterfall projects and standard sprint structures for agile projects provide iterative learning as team members apply familiar practices time and again.

Continuously improve your project management methods. On every project, make a point of reviewing your approach, whether waterfall, agile or hybrid. Monitor their effectiveness and make adjustments to enhance the benefits project management delivers. 

Measure benefits through standard project metrics. As the saying goes, “You get what you measure.” Standard metrics provide the compass heading for increasing project success within your organization. And increased project success means better business results. Look for trends in metric results: in different product areas, business divisions, and personnel. These trends can highlight areas of weakness and enable focused improvement initiatives.

Project management benefits only become evident when you apply standard metrics across your entire project portfolio. Of course, agile and waterfall projects are controlled differently, so you apply different metrics for those approaches. For example, baseline versus planned schedule and cost variances are typical project metrics used in many industries. In agile projects, sprint burndown and velocity are typical metrics.

Improve results with supportive reviews of projects, project managers, and project teams. A supportive review differs from an audit. An audit is considered successful usually when faults are identified. In contrast, reviews set out to discover what worked well, so those successful approaches can be implemented across the organization. Reviews find areas that were suboptimized and explore the source of ineffective action. In addition, you can identify and address issues that weren’t handled well – or not at all. The focus is on learning from the past rather than finding who is to blame. This focus on continual improvement not only delivers better project outcomes but also increases your team members’ confidence in delivering projects.

Demonstrate benefits with cumulative project results. Metrics such as estimation accuracy, customer satisfaction with project outcomes, and actual ROI against plan are telling when examined across many projects within your business. These metrics are powerful indicators of the impact of project management on your organization. Ongoing improvement in these performance indicators leads to improved organizational health and increased agility because projects are delivered faster and with better outcomes. (Keep in mind, these metrics require diligence and effort to collect, so you need to encourage management to support their consistent use.)

What project management benefits have you seen in your organization? What actions have you taken to enhance and promote those benefits?

For more about project management metrics, check out my LinkedIn Learning Project Management Foundations course.

Coming Up

Tatiana Kolovou and I will talk about communication techniques in a LinkedIn Office Hours broadcast on September 30 at 1pm MT.

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Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.