As a freelance project manager, many of the projects that come my way are troubled projects. They run the whole gamut: from projects that only require a straightforward readjustment in scope to complex projects that require protracted negotiations on scope, time, costs and constraints.
Interestingly, it is not easy to arrive at generalities or ‘rules of thumb’ to get a troubled project back on track. Each one has to be studied. I have seen very large projects which at first look to be in an insurmountable amount of trouble get back on track fairly easily. For example, after both the clients and the performers agree to change the technical approach, or maybe by re-prioritizing some scope elements.
At the other end, I have seen small projects remain troubled due to the complete inability of important decision-makers to move from their position. Even in the face of evidence that, as structured, that project cannot be successful anymore. The decision-maker perceives –perhaps correctly so- that there would be dire consequences (political, monetary) in admitting the current project will not be successful.
When the troubled project continues under an original design which is no longer viable, project teams must plow ahead and try to muscle through the implementation under very difficult conditions. Personnel will work long hours and be stressed the majority of the time. Some of them will leave the project. You can be sure the staff with the best skill set will be the first to leave, not the weak performers.
Clients will probably micro-manage and be demanding, especially since they harbor serious doubts about project outcome. The sad part is that continuing under these conditions very often results in a much more costly project –in monetary and human terms- than if we had had the courage to stop the project; renegotiate new scope/ time /cost; and restore the project to good standing. If you don’t see how to get the project back on track, it may be time to re-size it. It may cost you less in the end.
If you’re an American reader of this blog and you’re involved in, or interested in, project management, then you’re probably familiar, or at least heard of A Guide to the Project Management Body of Knowledge (PMBOK Guide). In this article I want to introduce you to a complimentary approach to project management which was developed in the UK and is known as PRINCE2.
PRINCE2 originated from a project management method called PROMPT in the 1970’s and was adapted by the UK government as a standard which could be used on all government I.T. projects. It’s has now been adopted by thousands of organizations worldwide including both the UK and Australian governments, the United Nations, NATO, DHL, Barclays Bank and Visa to name just a few. It was also used successfully by the London Olympic Authority on all of the 2012 London Olympics projects.
So, what’s PRINCE2 all about? Well, firstly it’s a generic principles-based approach to project management, so it can be applied to any type of project. When the latest version of the PRINCE2 manual was developed, hundreds of project managers were consulted in order to develop a method embodying modern best practices in project management.
The 7 principles form the bedrock upon which everything else in the method is based and form one of 4 integrated elements. The 2nd of these elements is the 7 themes, which are aspects of project management which need to be continuously addressed within a project. The 3rd element is the 7 processes which describe who is responsible, what they are responsible for, and when they perform the various activities within the project lifecycle. The last element describes how it is important to adapt the processes and themes to suit the needs of the project. On large, complex or risky projects, the processes and themes will need to be applied more rigorously than on a simpler, less risky project.
I think this flexibility is one of the main strengths of PRINCE2. It can be used on small projects without incurring a lot of overhead, but can equally be used to good effect on massive, international projects which require a high level of project governance. Another benefit is that because it’s generic, the method can be used on any type of project and if adopted by an organization can offer a common project management language across all projects. This helps to promote better communications both within and between projects.
I think another major benefit is that responsibilities for all the project management team roles are clearly defined. Whereas the PMBOK Guide really only focuses on the responsibilities of the project manager, PRINCE2 describes responsibilities in total for 9 different project management ream roles. Included in these are the Project Board (Steering Committee) and the Executive (Project Sponsor) roles. These are the most important on any project because they are responsible for taking all the major decisions about the project i.e. committing the money and taking decisions about starting/continuing with the project. By clearly defining each project management team role, each role understands what is expected of them and what authority they have for taking decisions.
One other thing about PRINCE2 which I think is really great is how it describes the different levels of plan. The Project Board requires a high level plan covering the whole project (project plan), the Project Manager requires a more detailed plan covering each stage of the project (stage plan) and Team Managers require their own team plan covering a work package which is a short-term and detailed plan. By having these different levels of plan focusing on the needs of each level of the project management team, both communication and control can be improved.
When I first came across PRINCE2 about a decade ago, one thing which surprised me was its insistence that there is no need for regular progress meetings on a project. This went counter to everything I had experienced myself on software projects over the previous 15 years. Managers needed meetings, or so I thought.
Well, in PRINCE2 meetings are only really necessary at the end of each stage and when important decisions need to be taken e.g. to continue or close the project. A more efficient use of management time however is for the Project Board to “manage by exception” which means that they require a meeting at the end of a stage but at the same time they delegate the day to day management of the project to the project manager via the setting of “tolerances”. These tolerances can be set for time, cost, scope, quality, risks and benefits and are a way of delegating authority. For example, cost tolerance could be +/-£10k, or for time +/-8 weeks. If these tolerances are forecast to be exceeded, then the project manager does not have authority to continue and must escalate the “exception” upwards to the Project Board who can then take a decision. In between the end of stage decisions, the project manager keeps the Project Board informed of progress via regular progress reports. I think this can lead to a huge saving of senior management time.
PRINCE2 also focuses on products which helps the stakeholders better understand what the project will deliver, why, when, by whom and for whom.
In addition to the above benefits, I think that perhaps the most important benefit of PRINCE2 is that it is business-focused. Having a viable business case informs all the decisions taken by the Project Board and also forms one of the principles of PRINCE2 – that a project must have “continued business justification”. This helps to ensure that a project delivers a return on investment and does not get side-tracked into managing the project as an end in itself.
So, I hope I have whetted your appetite to find out more about PRINCE2. PRINCE2 has really helped me become a better project manager and I think it can complement any of the existing tools within the project managers’ toolkit. If you would like to find out more about PRINCE2, but do not fancy reading the 300+ pages of the PRINCE2 manual, then I have put together a free resource (What is PRINCE2?) which covers all the basics of PRINCE2 which I hope you will find useful.
What do you think about PRINCE2?
PRINCE2® is a registered trade mark of the Cabinet Office
Most people involved in projects agree that it’s a good idea to monitor the quality of the project. Of course. Who could argue against it? Would anybody really oppose a job well done? The difficulty lies in how to measure project ‘quality’. On this topic, it is not so easy to agree.
Quality Management, as studied today, has its roots in the manufacturing environment. Given this background, the accepted definition for quality has become “to prove conformance to requirements”. For a manufactured product to claim high quality, it must conform to a whole series of tests, measures and specifications. Similarly, that is what quality in the project environment should try to prove: that the products or services delivered by the project are fit for use and fulfill the requirements for which the project was undertaken. There are two broad steps we suggest here so that, regardless of the content of your project, you can instill Quality into the project’s results: (1) Design measures relevant to the project and (2) Take and analyze these measures.
1. Design Quality Measures
It is a good idea to have this activity as the last step in breaking down & planning the project’s workload. As we are discussing the steps and tasks which the different project resources will need to perform for a given deliverable, it is good to keep asking “And how can I prove this work is finished?” “And how do we know that item is ready for use?” The answers to these questions can then become part of our quality measures.
We should aim to make these quality measures as quick and as unobtrusive as possible. For example: instead of having a team of experts fly across the country to test a set of installation instructions, we can have someone unrelated to the project, but local, try to follow these instructions. This option is faster and cheaper. Which highlights another good goal for our quality measures: they must be affordable and totally defensible when being presented to the project sponsor.
Another recommendation is to have many intermediate, quality ‘mini-reviews’ instead of a large quality test at the end of a phase. More things could go wrong if we wait to have a large, final quality review attended by many stakeholders. If we have kept quality tests more frequent and limited, we can have more confidence on the final work product.
2. Take And Analyze The Measures
After agreeing which relevant quality measures will be taken during the project, we need to –of course– take them. Once the results are back, we want to put in place any corrective action needed, but we also want to analyze the results and see what else can they tell us. Unfavorable quality results may mean there is someone in the project team that needs more training. Or that there are some tasks for which the time estimates were wrong. By studying the results we will be able to enact that most important activity in projects: continuous process improvement.
I am always talking about bringing in training from the outside, not just a vendor but from another occupation or profession.
As most of you may know I have a theatre background as well as one in training and psychology. My latest brainstorm in the area of theatre is to develop a community theatre based on modern classics, where perfection is the name of the game. You come to one of my shows and you will see what the playwright intended.
I’ve also decided a talk back after the show will give us an opportunity for teachers and students to see a value in live theatre. For those not familiar with the term, a talk back is simply an opportunity for the actors and crew, and audience to interact. Often historical questions are asked and answered. Questions asked about certain actions. Those should be reviewed. The idea is that if a person has to ask the purpose, communication did not take place. The talk back brings a depth of ideas and more information; I always found this to be most rewarding–either as an audience or cast member.
Sounds simple. You and I both know it’s harder to achieve a perfect project result in reality, but not so much if you have the attitude and people to make it work. Let’s see if the process doesn’t sound the same for just about any project on several levels and pick the essential ones.
First, we need a theatre (a production needs a convenient place to operate and must meet specifications for you project). Let’s keep that a separate issue for now. I have a theatre large enough that has the lights and sound to do the job. As you can see I’m minimizing the variables so all we have to worry about is the management plan.
Second, we hold auditions. Just as in your project, you need to have people who can and are willing to do the job. In theatre, I have a special problem and it’s not just available talent. We both have that problem so we work with what we have–beg, borrow and steal. And if you have to steal–steal the best. Once the best cost me a case of Moosehead beer; he was definitely worth it. He was an award-winning sound producer and he applied his talent and knowledge on my production, which certainly enhanced it. Coerce as gently as possible because the idea is that you want them to attach themselves to your group enthusiastically and dedicate themselves to your mission.
My special problem has to do with area actors who are used to rehearsing three-days a week. That won’t do. Professional theatres don’t do that; they work until they get it right (the good ones anyway). I rehearse several hours Sunday through Thursday initially. And, with tech, there’s more later. Good management (a good assistant director or subcommittee chairman) keeps those not actively working on stage, working on the other parts of the play, keeping them engaged. This tough idea has to be sold during auditions, but most actors agree they could use the help. Make no allowances. Those that want to do it bad enough will make it work. Keep auditioning until you get what you want. It is going to be a big deal. It guarantees results. It makes the players proud and others want to be them. It’s a start.
We have our company: our proud challenged actors, and crew if we have managed to get them yet. Some may have heard we aren’t messing around and want to be a part of the action if they are good enough.
Let’s assume at this point, we have everyone ready to go. Just to let you know you don’t have to be heartless and cruel all the time, allow exceptions once. You can be more flexible but performance in hand trumps promised performance anytime. And, have a back-up plan if you can, but it’s still better to push professionalism. A show takes a limited about time to produce: four to six weeks. After that, its weekends mostly and any other special performances. Don’t change the performances without consulting actors; those that have made it to opening night deserve to have some of their schedule in concrete. You may still get what you want. I don’t care how good your actors are, if they aren’t professional don’t switch roles just because they can do it. They might or might not when the time comes.
Sometimes the company, in all of its wisdom, decides so and so is out of town and he ought to see this. Videotape if you can. If dear old company insists on the performance date change, meet on the regular day and present it to who ever is allowed to listen. Then, meet as often as you see necessary to be ready for the new date. This doesn’t happen in theatre? All the time on Broadway. A change of theatres. A change of star. For change you still need rehearsal. There is no such thing as a simple insert. Something always goes wrong. Rehearse it until it becomes as natural as the original and don’t play around by switching back and forth for fun.
What is the primary purpose of our project or, in this case, the play? Should be the first question asked and who it’s for is critical. It is not an exercise, nor a game, or a fun thing to do for a few months. For the professionals, this is their life’s work and reputations; for you actors, it’s part of how they get to be professionals or it’s just fun. For some, it may be as much fun when taken seriously. Therein lies the real problem. Taking it seriously. For professionals, generally no problem, but there are always the demigods. They learn in the end.
In real life? Problems. I can hear the buzzing out there. Like anything, when you know at the beginning the way things are going to be, you are not surprised when it’s tough; you expected that. But you are surprised when it is no different from any other project you have been involved with. The idea is keep up the notion, vision that this is important stuff. After a while, they’ll begin to believe it themselves. Everyone has been in a show they wish they hadn’t for the lack of professionalism that goes on. I’d say the same with any project–all the way to the top.
I think that’s enough, but I’m sure you get the idea. The import thing is planning. Know what you need and do not proceed until you get it. You will need certain obvious tools such as a space, a means for good regular communication to take place. Hold out for the best place that works for you. That may mean you need to have your idea fleshed out even more just so you can sell your vision.
Personnel often see it as extra work. Meet with managers and sell your vision so that those personnel asked to be a part of this feel privileged. You may still have to sell the vision through out–even the managers who may have forgotton the vision that didn’t affect them directly.
This is mostly from my theatre side. Of course to see all sides, check out my website where I talk even more. Don’t worry – most of it’s coherent. My Cave Man Guide to Training and Development, with its nonsensical approach to the field, continues to do well. Sixty pages or so of sage advice looking at training and development from another point of view for ridiculously low price. My novel (under $4.00), In Makr’s Shadow, is often funny, sometimes serious and poignant; and definitely an entertaining adventure and wit of what happens when Man no longer feels competent to run the world and allows an evolving intellect to take the reins. Both books are available through major producers of e-books as well as the links listed.
Two years ago I was deploying a high-technology project for a client. It was a worthwhile project, whereby we were going to give sales people the ability to communicate instantly with their developers in Asia. A few weeks into the project, the client’s own Security organization became very interested… and proceeded to shut us down!
We have written a few times in this blog about the importance of understanding a project’s justification, or business case, before plunging into planning and implementation. Why is it important that this project be deployed? Why now? What are the essential features needed? Who is the ‘management sponsor’ interested in seeing the project succeed? What we don’t discuss as often, but can also be critical –as illustrated by our now defunct project− is an early Stakeholder Analysis.
Stakeholders are people (or organizations, such as the aforementioned Security) who are involved in the project or who are affected by the project. When we mention ‘stakeholders’, it is quite easy to limit ourselves, and just think to include the performers and the customers of a project. In truth, we must look further afield and consider other indirect persons or groups that may not be as obvious, but who are still being impacted by our project. For example:
1. Customers of the customer – It may be that the ultimate user is not the group who commissioned the project, but customers of theirs who have additional needs. If the project’s ultimate customer may or may not speak English for instance, we may want to include symbols along with written instructions, to increase clarity.
2. Regulatory Groups − Our analysis should incorporate functions which may not be obvious, but who would indeed have the authority to terminate our efforts. They can reside in the customer’s organization or in society at large, eg, Procurement, Security, the city’s Health Department, Fire Department.
3. Managers of our resources − We should stay in touch with those who manage key individuals in our project. They may have their own set of measurements, timeframes or constraints and possibly impact someone’s availability while we still need them.
There are others of course. By introducing these categories though, we hope you can manage direct and indirect stakeholders’ expectations, and avoid unpleasant surprises.
Our topic today has nothing to do with an eccentric or detestable person, happily. Although some project managers may not agree, a more prevalent pest to be avoided in projects is “scope creep”: additional scope that creeps in, without anyone in the project team noticing. Before you know it, there is an expectation that the project will indeed deliver this additional scope, leading to extra stress on your resources and your timeframes. At the request of students who have often asked for suggestions, here are four strategies I have found useful in the past to ‘avoid the creep’:
1. Change Control
Assuming the project scope has initially been agreed, the best option to avoid the dreaded scope creep is vigilant change control. This involves (a) keeping a change log for the project which is stored in the same repository as other important project plans; (b) timely assessments so that each Change Request is settled in a reasonable amount of time; and (c) discussing the change log with customers and performers at regular status meetings.
2. How About ‘No’
Sometimes it is difficult to perceive that a change has just been introduced into the project environment, as it may be framed like an innocent question. Example: “Surely this training can be translated and taught in French when we install the Morocco location?” Someone in the project team, probably guided by a lecture they heard on “Delight Your Customer”, answers “Yes, I’m sure we can manage”. Scope creep alert! Instead, the project manager might try jumping in, with some variation of ‘No’. Good examples: “I wish we could”; “I don’t think that’s in scope”; or (one of my favorites) “Our budget is already so stretched”.
3. Train the Project Team
There are a few steps and processes that your project team will have to be trained on during the project. Why not make “Change Control” part of another topic, and use this discussion to make them comfortable with the statement “We’ll be happy to do an impact assessment on that change request”?
4. Better Late Than Never
Maybe, and in spite of your best attempts, a crafty customer may get a project performer to agree to the extra work. We should remember that good project management is about progressively elaborating plans, and re-opening any items which now need to be discussed, even if they were previously closed. In the case of the extra work, we could say, for example: “I know Bob had been trying to accommodate this change but, regrettably, we don’t have the funding to do it. Let’s open a change request ”. Better to reset the customer’s expectations a little late than to make the project miss its agreed timeframe and budget. So let’s actively avoid that creep.
Here is a familiar scenario for some of us who perform projects for customers: a request for some work comes in. We have (or know where to get) the capability, the skills the personnel. Having performed similar work before, we even have references. The catch? Geography. Either the customer, or key performer(s), or the project manager is in a different geographical location. And unfortunately, some stakeholder becomes entrenched in the position that everyone must be co-located. So the (questionable) travel/commuting commences in earnest.
Too many projects suffer from this excessive travel or commuting, when they could be leveraging Virtual Teaming tools and techniques. Too many checkpoint meetings; testing sessions; status meetings take place where the obsession that everyone must be present prevails. I find incredibly worrisome when some of these project resources, very often managers, brag about having back-to-back trips in which they take overnight, red-eye flights in order to make it to their next meeting. One would think that, rather than brag, the person would be embarrassed that poor planning, or automatically agreeing to this excessive travel, has left them in this position. So instead of automatically agreeing to all this costly, unproductive travel, next time suggest a concerted effort to incorporate more Virtual Team behaviors into your project:
1. Leverage Internet, IM virtual teaming tools
Where to begin, honestly! There are so many Instant Messenger, Videoconferencing, Web seminar tools available today. There are even free collaborative tools such as, for example, Google Docs, where multiple team members can be updating the same document at once and you don’t even have to fight the frustrating document ‘check-in/check-out’ of certain other document repositories.
2. Share information profusely with the project team
The more information team members have, the less they have to request it from others. Hopefully this will also lead them to decreased unproductive travel.
3. Promote project team as a ‘Select Club’
Give the project a name. Have a logo. Schedule invitation-only web seminars. All these things increase the pride of the project team in belonging to this ‘select club’. Rapport and trust among team members increases and they tend to watch out more for one another, again, decreasing needless travel and commuting.
4. Don’t let them disappear
During conference calls, present the achievements of all, even if they are not attending. Especially achievements of team members in other countries. This reinforces continuity and cohesion among the project team, so communication becomes more natural and not a big deal.
5. Develop a culture of keeping commitments
Agree with your team the ground rule that, if we make a commitment, we keep that commitment. This is the best way of fostering trust. When individuals and organizations trust each other, transactions are automatic and cheap. It is when there is no trust that we start needing all the cumbersome documents, caveats, contracts and, oh yes… the excessive travel.
There are certain skills which are incredibly useful for small businesses. If the business has someone on staff knowledgeable about ‘accounting’ for instance, or ‘taxation’, better decisions can be made consistently in those areas. For example, business equipment would be purchased knowing already in advance what kind of depreciation will leave the business in a better tax position.
If the business performs projects for customers, the same is true for the skill of Project Management. Small but important project management concepts can be the difference between a profitable or an unprofitable project. Let’s say that the customer wants to add items of scope to the project. What would be the correct response, according to tried-and-true project management methods? If the time duration of the project needs to shrink, what would be the best course of action, and still be successful?
Most of us have heard the adage “the customer is always right”, or “we must delight our customers”. But in businesses which perform services, one must be very careful and qualify these statements with some limits. Otherwise, we could find ourselves delivering a project with unlimited scope and unlimited liability!
Recently, a new and easy tutorial has been released for just this purpose. It is a video made specifically for professionals whose main job is something other than project management, but who must still perform projects for others. Without using complicated project management jargon (such as “Earned Value” or “Project Charters”), and in plain conversational English, this video walks a person through the stripped down, absolute key concepts for delivering projects successfully. Such that the projects end up with win/win outcomes: the customer walks away happy with his/her priorities fulfilled, and the small business walks away with profits in the bank. The details on how to get this tutorial can be found at www.theartisanpm.com . Check it out. So far, every small business which I have heard got it, has improved the delivery of their projects.
Recently, an acquaintance who owns his own business installing industrial valves, remarked how difficult he thought the field of Project Management had become. “Why is there so much paper?” and “Why do the concepts have to be so hard?” (He does have a point, what with Earned Value Analysis…) He indicated that if it weren’t for these hard terms and all the trappings, he would take the time to learn a few concepts and run his projects better. So here goes a simplified version of Project Management, without ‘all the trappings’:
IN THE BEGINNING
Although our first impulse may be to start planning right away when to do what, don’t. Step back for a moment. Get an understanding from the person sponsoring and paying for the project about what they hope to accomplish. What’s the purpose? What’s the motivation for it? Why now? Hopefully there will be strong answers to this kind of analysis. A very few times in my career, after analyzing the business case, I have seen that the assumptions require an astounding amount of good luck. I have told the client so, at which time he has chosen to save his money.
THE TRIPLE CONSTRAINT
But hopefully the justification or business case does indeed pass muster. What then? You may have heard of the ‘triple constraint’ as applied to projects: it means reconciling a reasonable amount of scope, with a reasonable timeframe, for a reasonable cost. It is iterative, and we usually have to do a couple of laps discussing all three topics, until we have an agreed triple constraint. Who should be in this Scope-Time-Cost agreement? Ideally the project sponsor, the project performers, and those who will use the result of the project (a.k.a. users). Don’t forget to write it down and circulate it to these audiences. And any time the project starts diverging from the original agreement, discuss and agree a new triple constraint. Of course, there is other planning we could do in important areas, such as risk and communication. But today we are doing the pared down version, remember?
PROGRESS, PROGRESS
If a balanced triple constraint has been reached, we can start implementing the project. But we can’t just hope that, with a fair wind, the work will materialize in the timeframe we had hoped for. We have to actively track it. Yes, I know we are expending hours every week, but are we actually achieving what we agreed, when we agreed? If we are not, renegotiate once again a new triple constraint. And hopefully this one will not require as much fair wind.
When I started my working life, at IBM, years went by before I had any sub-contractors as part of my project team. We could handle just about every request with in-house skills. Alas, almost 20 years later those days are gone, and the opposite has become the norm. It is nigh on impossible to deploy a project without the active participation of sub-contractors, often in key roles. Companies now concentrate on having staff with core skills that will be fully utilized. So for additional projects, or talents, we must routinely turn to sub-contractors.
The current societal change of “collaboration”, facilitated by internet technologies, has also contributed to the rise of sub-contracting. Through various sites we can quickly connect with people who have unique skills, be it for a quick consultation or for a 6-month engagement. This trend of quicker access to specialized skills is good news for our projects. In a business book I read not too long ago, the author speculated that very soon companies will need line managers to actively manage entire departments of sub-contractors, not just manage their full-time employees.
So given that sub-contracting is here to stay for the foreseeable future, what can Project Managers do to make these team members as effective as possible? Here are a few suggestions:
Project Quick Reference Sheet
A one-page summary of key information is helpful. Sub-contractors will probably have different systems for, say, time-keeping or travel expense reporting, so I try to have a list of Frequently Used Sites ready for their first day on the project. A few names of technical and administrative personnel, should the Project Manager not be available, will also help them feel welcome and quickly become productive.
“KPIs” or Metrics
It is vital to get across to our subcontractors why they are needed. What expectations does the project have for them? And not just specific achievements. If possible, we should share and agree with them the rate at which these achievements should take place, even if it is just a range (eg, ‘install three routers per day’). If there is an issue with this rate of achievement, the sooner you know the better.
Progress Monitoring
Often I come across project teams that have done a good job of agreeing metrics…. and then do not follow-up to see if they are materializing. They hope for the best outcome, or trust that because team members are specialists in their field, they will not need supervision. Even if we are managing PhDs in Nuclear Physics whom we can barely understand, we should review progress periodically. A simple checkpoint like, “30% of our time duration has elapsed… would you say you are 30% done with your tasks?” will uncover valuable project information. Then, hope the answer is not too technical, and you actually understand it.
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