Navigate / search

Readiness: The #1 Predictor of Project Success

By Eileen Strider, Marie Benesh and Wayne Strider

The Vice President was worried. The project to replace their administrative systems was gaining support and speed, but was the organization really ready to start? Could they succeed or would they be added to the litany of organizations with failed software projects? They hadn’t undertaken a major project in years.  They had bad memories from recent past projects involving software packages.  This project was going to change the way the whole organization worked, certainly staff’s job duties and maybe even the organization structure. They were going to have to work together cross-functionally to gain any benefits. There were some seriously broken relationships that were going to be critical to the success of the project. He wasn’t sure how to get straight answers to address his concerns.  What he needed was a PCC Project Readiness Assessment.

In this blog, we are going to shamelessly promote our PCC Project Readiness Assessment.

A Project Readiness Assessment asks the question, “How ready are you and your organization to take on and complete this project?”  In order to answer that, you have to determine what “ready” means.

We look at five key areas that organizations need to address in order to effectively start and complete a project. They are generally areas of risk that can cause havoc as a project progresses.

The areas included in the assessment are:

Executive Sponsorship and Decision Making

We look at how your organization plans to manage project scope, user and stakeholder expectations, and whether you have clearly defined and communicated the project’s goals and objectives. Leadership support and sponsorship are the next areas that we evaluate – how clearly are the leadership roles defined, do the sponsors have a clear set of expectations for their own role and how that impacts the success of the project. In addition, we look for design principles for decision-making, or how decisions will be made. Is this decision-making  policy clearly written and communicated to all stakeholders?

Read more

The Project Observer – What Do You See?

by Marie Benesh

In our most recent podcast, How To Know Your Project is in Trouble, we mentioned the role of observer. This is a person who is charged with looking at the project from a different perspective – from an observer point of view.

This doesn’t have to be a full-time role, and usually isn’t. It can be you, the project manager, who decides to sit back and observe the project and team without interjecting. Or it can be a shared role, something that everyone on the team takes on at one time or another.

But what are you looking for? What behaviors or indicators will give you more information than the words that people are speaking? Or what are the words you can listen for that might tell you something is amiss or that there is meaning and information under the words that are being spoken?

There are some obvious signals that most of you will be aware of:

  • Body language cues: in a meeting, a person sits with their arms crossed, doesn’t speak up during the meeting, and may look angry, disgusted, or “closed” to ideas and discussions going on in the meeting
  • Angry words or behavior from a team member; slamming doors or drawers, walking out of a meeting, raising his/her voice during a discussion
  • Isolation – this is when someone (or a sub-team) works in silence, does what they want to do and generally ignores anything else going on around them. This one can be a little tricky, as there are people who are just really good at staying out of the fray and are focused workers. Learn the difference.
  • Words that might indicate “more going on underneath” are: concerned, am not comfortable with, “whatever,” words of acceptance but with a different body language… Okay, (but with a sigh at the end).

Read more

Putting Yourself in the Picture

By Eileen Strider

Who could possibly be missing from your project? The least noticeable and most important person – you, all of you, your whole self, not just your brain.

How do I know this? Because I have ignored key parts of myself as a project manager. And yes, I am willing to admit it, here, publicly to you.

You might be thinking “Isn’t this self-serving and arrogant?” I say a resounding no. It is about giving your very best effort to your project, your client and your company. Yes, if your project is successful, hopefully you will be seen as a valuable contributor, but that’s not selfish or arrogant. That’s doing a good job.

What in the world am I talking about when I say “your whole self”? I mean using not only your head but also your body, five senses, sixth sense (intuition), your emotions, and your free will to manage and lead your project. I know this sounds crazy but I’m not making it up.  Speaking from personal experience, my project outcomes were always better when I used my whole self. Here are some ways you can use your whole self to help lead your project:

Your Body

Pay attention to information that your body is giving you. Your body is an important source of feedback about the project that often goes unrecognized and unacknowledged. Are you experiencing headaches, a stiff neck, colds and sinus infections, digestive problems, sleepless nights, etc.? These might be warning signs that your project is in trouble. If your stomach is hurting, it may not be the flu. It may be something is not right on your project. Ask yourself what is it about your project that you are desperately trying to ignore but that your body is telling you to notice? This is one of the parts of me that I tried to ignore for too long on a failing project.

Your Five Senses

Seeing and Hearing: Observe with a critical eye; that is, see what’s really happening on your project, especially what’s happening to you, your customers, your project team and your vendors. Go beyond reading status reports. When you attend project meetings, listen for what’s being said between the lines and notice how people appear when they are giving their status report or listening to issues being brought up. If you notice that someone’s words don’t match how they look, then something else may be going on. Ask if there is something more they would like to tell you.

Smelling: Read more

Working With The Smartest People on Earth

By Eileen Strider

“We are the smartest people on earth; if we can’t build it, why do we think someone else can?”

This is a quote from an RFP (Request for Proposal) we recently received. The organization was looking  for consulting assistance to evaluate, select and implement a software system. The organization will remain anonymous to protect their sacrosanct cultural belief and their reputation. For you see, this organization has already experienced a failed project; this is their second attempt.

You might be saying to yourself “I know this organization”….and you very well might. We have worked with several organizations who believed that they were the smartest people on earth. It’s really not that unusual.

If you were chosen to provide this consulting support, how would you go about assisting them in their project? Where would you focus your efforts? You might be tempted to point out to them the error of their ways on the previous project. Maybe you would try to convince the organization that they were not actually the smartest people on earth. You might try to help them find a software vendor who could prove they were smarter than the smartest people on earth. You have little to no chance of changing this cultural belief. So, good luck using these approaches.

Here’s another way to approach them. Try following their belief that they have the smartest people on earth in their organization and ask some questions that prepare them for their second attempt. Read more

facebook like