Thursday, September 27, 2012

Sometimes personal advancement trumps team success

Punters are an essential part of an American football team. Their job is to kick the ball as far as possible down the field as one team is turning the ball over to the other team so that the opponents will have a long way to go when they attempt to score. When the ball drops back to earth, an opponent catches the ball and tries to run as far back with it as possible while members of the kicking team tries to tackle him.

In the best case, the punter will place the ball just before the goal line right when the members of his team arrives to tackle the returner. Other options the punter has is to kick the ball out of bounds as far down as possible or kick it into the end-zone where it will be returned to the 20 yard line for the opposing team's starting possession.

If the punter kicks the ball too far, and the tacklers are not there when the ball arrives, this happens:


An interesting article in the Times reported on a recent trend among kickers where they are out-kicking their team-mates on purpose. Why? Because when the end of the season approaches, they are judged simply on the statistics of their average kick length. They might be told, "Well, you are ranked 28th in the league so we're going to send you home."

Punters are as selfish as anyone else and react to this by keeping their average up regardless of what this does to their team.

Who is to blame for this? Not the punters; they are doing what they need to maintain their highly paid positions. The blame rests on the statisticians who are measuring the wrong number. Why not measure average distance their opponent starts from their own end zone rather than punt length?

How many times have we seen our team members pursue their own goals when they run counter to the goals of the project? We need to correct this by ensuring that they are measured in such a way that it benefits the project.

Change the talk track in their heads. Instead of: "I'll work on this project to gain experience that I can place on my resume so I can leave this job and get a better one."
How about, "I'm going to work on this project so that the project succeeds, the company makes more money, it expands and, with that growth, there is room for my own advancement."

Look for other ways to measure the results of their efforts and reward them within your project or by giving them great reviews within their function.

Oh, and this is the way a punt is supposed to work:

Monday, September 24, 2012

Dear PM Advisor September 25, 2012

Dear PM Advisor,

How do I get my company's Global IT department to work on divisional projects?

Underserved in Florida

Dear Underserved,

Can I suggest a liberal sprinkling of Captain Kirk figurines?

Seriously though, this decision is probably above your pay grade. Assigning resources to projects must be done by the management team who OWNS the Project Management process at your company. My guess is that there is little PM maturity within your company and departments are being allowed to practice bad behavior like hogging their own resources.

What your company needs is a steering committee made up of Director or VP level managers who commit to running projects within the company properly. This team will prioritize the company projects by business importance and then fully staff the top projects until all the resources are used up. At that point, the remaining projects are put on hold until new resources appear, either through hiring or finishing existing projects.

When resourcing projects, the steering committee must ensure that each department frees up enough resources to man all projects: functional, global and divisional projects. If a project does not have a needed resource, it needs to be placed on hold. If many projects are fully loaded except with IT resources, a tremendous pressure forms on the IT head to free up resources to get these projects accomplished.

Until this happy day comes around, what can you do? Like any other project obstacle you come across, you need to influence the decision-makers to get the IT resource you need to accomplish your needs. Find out who has the authority to make that decision and set about influencing him/her to give you a resource. Use your sponsor, show off the project benefits in a way that is personally relevant to the stakeholder, befriend him, whine, beg, do whatever it takes to get the person you need. Threaten to hire a consultant, actually do hire one. If this is your project's biggest problem, you need to resolve it.

Meanwhile, make sure that all status reports indicate what the lack of this resource is doing to your project's schedule and cost. Elevate this information as high as you can until the problem is resolved.

Good luck,

PM advisor

Send me your questions at bfieggen@gmail.com

Sunday, September 23, 2012

Forty-fourth excerpt from 'Twelve Towers'

Five days later, after slogging through  a steady rain that turned the roads to mud, the sky cleared and they saw the town of Caernarfon from the hills above. It seemed a prosperous settlement, lying next to a walled castle on the banks of two rivers: the Afon Seiont and the much larger Afon Menai. The town was about ten miles inland from the Irish Sea. In fields bearing many shades of green leading down to the river were more horses than they could count. Jac asked, “Are these horses for the knights at Caerleon?”
“I believe they are, son,” Gwilym replied. “Here dwell some of the leading horse breeders of the kingdom.”
They crossed the swollen river at the ford at the bottom of the hill. The horse snorted and protested at the water pulling it downstream but Fred steered the cart expertly over the rocks to the other side. It was almost supper time so they found a clean inn bearing the sign of a rearing stallion and lodged there for the night. After unloading the cart in the sleeping hall and drying off and stabling the horse, the famished family entered the main room to eat their meal. Every head in the room turned at their approach. The bright, clean room was packed with men holding mugs of beer but a large table and five stools were left open for them. The family sat down with contented sighs. The landlord approached with a pitcher of ale in one hand and five mugs in the other.
“The locals were kind enough to leave you a seat, sirs, since you are travelers. We’re all curious as to your business.” He poured out the ale.
“Thank you sir,” Gwilym replied. He stood, raised his mug to the room and said. “Thank you all for your courtesy. My name is Gwilym and this is Fred. We come to take charge of the tower being built here. Accompanying me are my three sons, Bleddyn, Llawen and Jac.”
The landlord left to get their dinners while the locals gathered around Gwilym and Fred.
“When do you start the tower?”
“Tomorrow,” replied Gwilym
“When does the king need it done?”
“By Beltane.”
“That’s impossible. We don’t even know what it is supposed to look like.”
“I have a royal charter that explains the details.” Gwilym showed this off to the newly impressed locals.
“That’s all in general terms. What exactly do you build?”
Gwilym pulled out his project plan from the tower at Airmyn. “First we must know what we need for this tower.”
“But that’s it, we don’t know what you need.”
“Tomorrow we’ll figure that out and write it all down in a document like this.” He showed them the Airmyn Requirements document.
Another man started arguing. “A tower takes more than just piling stones on top of each other. There is a lot of work that goes into it.”
“I agree. Look at all the work that went into my tower at Airmyn.” Gwilym showed them the scope document.
“See how complicated it is. How do you remember all the little things to must be done?”
Gwilym pulled out the Work Breakdown Structure for his last tower. “By all working together to create a drawing like this.”
The locals looked at this until one objected, “There’s too much to do. Everybody will be getting in each other’s way. Who does what?” The other locals cheered this objection.
Gwilym showed them the colored names next to each activity. “See these inscriptions. Each stands for a man on my team. They have each taken responsibility for some of the activities so they know who does what. Now, who among you is part of my team for this project?”
The locals all grumbled and shuffled back to their tables. In groups and pairs, they finished off their drinks and left the room until only the travelers remained. As the last pair left, Gwilym noticed Fred mimicking firing arrows at their backs. Bleddyn and his brothers were laughing at Fred’s antics.
“They had a lot of questions didn’t they? They seemed upset that I had the answers. Who were they? And what are you doing, Fred?”
“It were like tha were shootin’ down their questions wi’ poison arrows, Gwilym. Did you see their faces? They were used to people not knowin’ answers to their clever questions but you shot them all down wi’ what we burned in at Airmyn. Good thing tha kept t’papers wi’ tha.”
The landlord returned with a tray loaded with their dinners and seemed nonplussed at his almost empty room. “Sorry about driving off your customers, sir. I didn’t expect them to be upset at answering their questions.”
“Never mind, good sir. They are horse breeders. They think they know everything and always predict doom and gloom for anyone else. They hate to find someone with answers. They’ll be back tomorrow drinking harder than ever. If I could suggest a more…family friendly inn for your stay, I recommend the Weary Pilgrim further down the hill. It is closer to the tower site and is run by my sister. She can take care of the wee ones during the day.”
“Thank you sir. Can you tell me where I might find my workers on the morrow?”
“Siorys is the foreman of the crew. He is staying at the Weary Pilgrim. I reckon you’ll find him breaking his fast in Reece’s great room. That’s my sister’s name, Reece.”



To read the entire first draft in one shot, click here:

Friday, September 21, 2012

Auto death chart


A recent NY Times article contained this excellent graph with annotations that really explains how various things have affected road fatalities over time. While we've always known there is a trend of deaths per mile traveled decreasing over the years, by plotting deaths over miles traveled year by year, we see how things like muscle cars increase deaths and seat belts and air bags decrease them.

If you can't read it above, jump to the article and see the details. Fascinating!

Wednesday, September 19, 2012

Russell is a lousy leader on Survivor

Russell Swan makes his second appearance on Survivor this season and he's even more annoying than last time. He, along with two other previous leaders who had to leave previous seasons due to injury, joined a team of five new players.
His first statement was that he didn't want to assume a leadership position. He even told the cameraman that he hoped some other 'dummy' would take that role. Yet he immediately told everyone what to do, alienating the rest of the team.   
When it was time to make fire, always a big challenge, Malcolm stepped forward as someone who had done this before. He set up the process but Russell, always wanting to lead, did the grunt-work. Malcolm gave and Russell accepted credit for starting the fire, never sharing the credit where it belonged. Malcolm, very cleverly, allowed Russell to take the credit.
 
He put a even bigger target on his head when he told Zane he would vote out anyone looking for the hidden immunity idol even though Zane knew he had at least a clue to it.   When the first challenge came along, he once again took the leader role but refused to listen to his team. He chose which team members would take each role, to the point of ignoring the women who claimed not to be good at puzzles, putting them on that task because he wasn't good at puzzles.
A leader needs to listen to his people. You cannot take whatever role you want, you need to set up the team to win by placing everyone in the best role to win as a team. Determine your team member's strengths and weaknesses and plan your strategy accordingly. The other leaders did this with great success.
 
Unfortunately, Zane threw himself under the bus and the team voted him the first one out.

Tuesday, September 18, 2012

Leaders come from all personality types

Chip Somodevilla/Getty Images
Bill Clinton with Barack Obama at the Democratic National Convention
When I teach project management, the topic of personality styles invariably comes up. Whether you use Myers-Briggs, Disc, Belbin or any other typing, there are different personality styles. It is useful to know other people's styles so that you can modify your own style when you need to influence these leaders.

Another reason I teach styles is to point out that, while each style has its own pluses and minuses, no team would work if comprised of only one style. The best teams are comprised of a good mix.

I'm old fashioned so the personality typing I use comes from Hippocrates who divides the world into those whose temperaments are dominated by the excess of the four body fluids: Blood, Black Bile, Yellow Bile and Phlegm.


Schematic showing the 4 humors or body fluids. Schematic based on a picture from the book "The Seventy Great Inventions of the Ancient World by Brian M. Fagan"
This corresponds to Air, Earth, Fire and Water. As a consultant, I recognize a 2 X 2 matrix turned 45 degrees. If you spin the above diamond 45 degrees clockwise and label the y-axis Introversion-Extroversion and the x-axis People Oriented vs. Task Oriented, you get the core of any personality typing method. And it's enough to be able to type others without putting them through a long questionnaire. On another post I'll provide more details of this.


I usually finish out the presentation, after my students know enough about the personality types to recognize them, by asking if any one type is dominant in leaders. I use US presidents as an example. Are US presidents more likely to be Introverted or Extroverted, People or Task Oriented. The answer is typically 'No.' This was pointed out in a recent NY Times article comparing the styles of Bush, Clinton and Obama.

I'm going to use my own non-scientific method to type the last few presidents. Let me know if you agree.
Type                                                            Example Presidents
Extroverted/People Oriented (Blood)          W. Bush, Clinton, Reagan
Extroverted/Task Oriented (Yellow Bile)   Obama, Johnson
Introverted/Task Oriented (Black Bile)       H. Bush, Nixon
Introverted/People Oriented (Phlegm)         Carter, Ford

Monday, September 17, 2012

Dear PM Advisor September 17, 2012

Dear PM Advisor,

At my company, when we plan projects, the end date gets carved in stone, but then management will pull resources from my project while still expecting me to meet the end date. What can I do?

Under-resourced in North Carolina

Dear Under-resourced,

Does management halve your budget, double your scope and jack up quality while they're at it?

Every project has constraints that define your success. The old 'Triple Constraint' I learned when I became a PMP has evolved to the present see-saw that shows the effect of changing constraints.

Here it is:


Notice that by increasing scope, quality or risk, you need to increase schedule, budget or resources for the project to succeed. Or you can decrease something else on the same side of the see-saw.

So when your management reduces resources you need to ask them how THEY plan to balance things. Will they add budget and replace the missing team members with contractors? Will they allow your schedule to slip as the remaining team members limp along best they can? Will they reduce scope or quality? Or will they accept the risk that this project fail? Sounds like they've been choosing the last option until this point.

In all seriousness, show them the balance and ask them the questions. Management owns the Project Management process and they need to make these tough decisions.

Good luck

PM Advisor

Send me your questions at bfieggen@gmail.com