Running a full . . . → Read More: The Marathon Project]]> In April 2011, I was convinced to take on the Marathon Project with a start date of 25th of April and the end date on 4th of December 2011. The project duration was 223 days or 32 weeks. The timeframe was reasonable, but still challenging for the scope given in this project:

Running a full Marathon of 42km in Singapore on the 4th of December 2011. Now, this is may be not a big challenge for a person who is in shape and is already doing some sport. For me it was a big step, since I was more than 100kg and without sport activities for years except hitting the keyboard of the computer with the fingers and having the responsibility of running a project management company.

However, the project started as promised and I prepared the training plan to make the project possible. Going for a fitness training once a week and at least once a week for a walk/run to accustom the body for the challenge of a full Marathon. In June 2011, I signed up for the Singapore Marathon. Finally, arrived in December, I went to Singapore and did it as planned. I run the full Marathon.

The key learnings out of this project are outlined in the following 5 points:

• To get a project done, depends on personal commitment.
• The last mile is the toughest.
• Ignore the limits and just follow the plan to succeed. Belief that you can do it!
• Whatever tool is out there to help you, YOU still need to “RUN” the show. The tool will not do it for you.
• To run the Marathon at the end of the project is a process and based on many milestones which takes personal leadership and maximum involvement from the beginning of the project.

I believe, the above 5 points are key success factors for almost all projects. Recently I attended a presentation by the local PMI chapter where it was highlighted that the project success depends on leadership and the people involved in the project. It was explained that no tool will solve weaknesses in these areas.

Knowing the above, the translation into project management terms can be understood as follows:

1. Have a clear vision.
2. Know what you want by visualizing your end goal.
3. Believe in you that you can achieve it
4. Create a clear plan what to do and how to do it – get a team to support you.
5. Do it! Give everything it takes to achieve excellence!

Use this “recipe” for your personal visions and goals and also for your business projects and enjoy great victory if you mastered the last mile of your “full Marathon”!

The US standard railroad gauge (distance between the rails) is 4 feet, 8.5 inches. That’s an exceedingly odd number.

Why was that gauge used? Because that’s the way they . . . → Read More: How History rules today’s Projects…]]> Our involvement with SUMMSO in Railway Projects is very successful. Now, reading this story, we wanted to publish it as it give some food for thought.

The US standard railroad gauge (distance between the rails) is 4 feet, 8.5 inches. That’s an exceedingly odd number.

Why was that gauge used? Because that’s the way they built them in England, and English expatriates designed the US railroads.

Why did the English build them like that? Because the first rail lines were built by the same people who built the pre-railroad tramways, and that’s the gauge they used.

Why did ‘they’ use that gauge then? Because the people who built the tramways used the same jigs and tools that they had used for building wagons, which used that wheel spacing.

Why did the wagons have that particular odd wheel spacing? Well, if they tried to use any other spacing, the wagon wheels would break on some of the old, long distance roads in England, because that’s the spacing of the wheel ruts.

So who built those old rutted roads? Imperial Rome built the first long distance roads in Europe (including England) for their legions. Those roads have been used ever since.

And the ruts in the roads? Roman war chariots formed the initial ruts, which everyone else had to match for fear of destroying their wagon wheels. Since the chariots were made for Imperial Rome, they were all alike in the matter of wheel spacing. Therefore the United States standard railroad gauge of 4 feet, 8.5 inches is derived from the original specifications for an Imperial Roman war chariot. Bureaucracies live forever.

So the next time you are handed a specification/procedure/process and wonder ‘Who came up with this?’, you may be exactly right. Imperial Roman army chariots were made just wide enough to accommodate the rear ends of two war horses. Now, the twist to the story:

When you see a Space Shuttle sitting on its launch pad, there are two big booster rockets attached to the sides of the main fuel tank. These are solid rocket boosters, or SRBs. The SRBs are made by Thiokol at their factory in Utah. The

Engineers who designed the SRBs would have preferred to make them a bit fatter, but the SRBs had to be shipped by train from the factory to the launch site. The railroad line from the factory happens to run through a tunnel in the mountains, and the SRBs had to fit through that tunnel. The tunnel is slightly wider than the railroad track, and the railroad track, as you now know, is about as wide as Imperial Roman army chariots.

So, a major Space Shuttle design feature of what is arguably the world’s most advanced transportation system was determined over two thousand years ago by the width of Imperial Roman army chariots. What else in today’s modern world is controlled by Imperial Roman army chariots?

Many times we hear that we need a Project Management Office (PMO) with a written system and few steps in place, then all . . . → Read More: How to Create Powerful Project Management Systems]]> This post is in based on The E-Myth from Michael Gerber, who is the founder of E-Myth Worldwide. The content has been aligned from business systems to Project Management by SUMMSO.

Many times we hear that we need a Project Management Office (PMO) with a written system and few steps in place, then all is fine. This is a very common misconception: the idea that a system is just a document that tells people how to do things, and in what order to do them.
Being in project management since years and working with large multinationals in reasonably large projects, the experience shows that they tend that getting their systems documented is the ultimate goal, rather than the means to reach a goal. It takes then quite some efforts and energy to ensure that people follow the system which creates a certain inflexibility in doing business.
It is therefore of paramount interest for those companies who do not have a project management system “officially” in place to consider the following explanation about systems, before they establish an official system or a PMO:

Good System/Bad System
First, let’s define the word system. 

A system is a repeated course of action – a way of doing things – that brings about a result.

Think of how many things you do on a daily basis.

1. You brush your teeth.
2. You take the same route to work.
3. You open your email and scan for the emails that you really need to read.

 

But here’s the kicker. There are intentional systems and unintentional systems. Good systems and bad ones. Here’s an example of an intentional system: You go out on a sales call and meet with your prospect.  You greet your prospect and you begin to ask them questions about their situation and their needs.  

You are gathering information that will enable you to make them an offer.  You’ve been doing this for years.  The routine is automatic.  It is all in your head. You’ve crafted it in order to get the exact result that you want.  

You’ve created an intentional system. It just happens to be stuck in your head. We’d say you should write that one down!
The Real Power of a System!
You need to understand that systems are all around you. And they have the power to breathe life into your business or project – or cripple it.
You need to shift your mindset from thinking that a system is merely “a list of steps” to believing it is a way to harness the unfathomable potential that exists within your business and doing projects far more efficient.
Think for a moment on this quote from the E-Myth Revisited.

“Systems run the business, and people run the systems.”

It says that people run the systems! They’re in charge of the systems. People innovate the systems when necessary.  They use the systems as a way to run a business, not abdicate authority. 

People are the power behind the systems. The systems are their levers, not their replacements!

Your business has enormous potential because you and your people have enormous potential! 

And when your people have the freedom to find the most effective way to complete their job, not only will they take pride in their work, they’ll never stop making the systems better. 

Now, you may disagree. Maybe you don’t see your people taking that kind of initiative.

Fair enough. But have you told them what the result of their position is? Do they know what their larger purpose in your project is? Or do they think that their job description is to follow a bunch of steps on a page? Do they have any reason whatsoever to be inspired?
Building a Project Management Office (PMO) where these systems are recorded, management and hopefully improved over time, then you must consider as well the people who are running the show. Important to understand is, that these people are not the same all over the time and different from each organisation to another.
When your people understand that the systems they follow are really a means to an end – and that they are expected and empowered to reach that end result – that’s when they feel their value to your company and projects. That’s when they’ll start thinking differently about their job. That’s when they start looking for ways to go above and beyond the call of duty. That’s when they start creating systems that serve them – systems that serve as an expression of their potential. 

And isn’t that what you want? Systems – and people – that produce great results?

Here are some simple tips that can help you and your staff make systems work for you.

1. Begin tomorrow with this phrase stuck in your head:  “Everything that I see in my business or project is actually a system.”
2. Identify a good system in your PMO.  Something that you or someone else does that gets the result you want. If it’s not yet documented, document it!
3. Find one hidden, unintentional system in your project – event if it’s small – and examine why it is yielding undesirable results. Think about how it could be changed to get the correct result.
4. Observe your staff as they execute the work packages. If you see someone following a system, but not getting the desired result, remind them that they have the freedom to change the system in order to get the best possible result! Then make sure they capture those changes so the results can be repeated.
5. If you try to fit your projects into the systems you’ve created, your projects will be stuck within the box you’ve built for it. But when systems are used to support the vision and the passion of you and your people, then your company can strive with your projects higher than you ever thought possible.
5. Read more in my earlier post on Projects with Geographically Distant Teams, where the conclusion is that technology or media cannot substitute skilled leadership. The same goes for systems. A system is only as good as people adopt it, improve it and use it with common sense in place.

Globalization is not a trend only in the business world to increase the markets, it is as well a challenge in projects where geographically distant teams are working in distributed projects either in national or even international projects. That means, distributed projects  and distant teams are already norm today.

Running international . . . → Read More: Projects with Geographically Distant Teams]]> Distant Project Management (DPM)

Globalization is not a trend only in the business world to increase the markets, it is as well a challenge in projects where geographically distant teams are working in distributed projects either in national or even international projects. That means, distributed projects  and distant teams are already norm today.

Running international projects myself, with teams from different continents and cultures, the primary thing I’ve learned about Distant Project Management is that the most critical aspect is frequent, accurate, and detailed communication.

Communication, communication, communication!

As the project lead, you need to ensure that everything is communicated evenly across team members. Never assume everyone is on the same page, has all of the same information or understands specific assumptions unless you have communicated it to them. It will not happen by osmosis on a geographically dispersed team, and it won’t happen through any facial or body language.

However, before we jump into the details, we need to clarify the terms and the processes used in this article. Geographically distant teams, remote teams or remote management, virtual team management and other similar terms are consolidated into one:

Distant Project Management, DPM.

The process for the explanation of Distant Project Management, DPM is aligned to the 5 process groups from the PMBOK® Guide 2008: which are Initiating, Planning, Executing, Monitoring & Controlling and Closing.

Overall, how you run a remote project as the Project Manager will be very similar to how you run a local project, but the stakeholder management, the scope management and communication management is most probably at higher priority than anything else. Knowing who is involved, what needs to be done and to communicate this in the most understandable way is key for successful DPM.

Of course, regular weekly status meetings still need to happen. Weekly status reports detailing up-to-date project status, issues, financials, etc. still need to be delivered prior to each status meeting and are the driving force for each status meeting. The key is that more communication needs to happen for your team to remain cohesive, focused, and moving forward.

However, working with people over a distance, can be challenging due to the fact that not all people will be working successfully without direct supervision or missing corporate environment and culture.

Distant Project Management is based on extensive research and personal experience. DPM recommends to establish a foundation for successful distance management by:

• addressing the myths and incorrect assumptions that managers often make about distance work and distance workers,
• assessing managers’ own strengths and weaknesses as distance managers.
• conducting an employee assessment for ensuring that managers have the workers who will be successful at a distance
• including tools, methods and templates for establishing performance goals and expectations, building distance relationships and connections, team operating agreements, delivering corrective feedback and coaching Do’s and Don’ts for improvement, running effective meetings by telephone, e-mail, video, and on the web.

A basic model for DPM can be shown in the following figure where the key topics are the purpose, people, time and links, which needs to be clarified and described in detail to make DPM possible and successful.

Critical Success Factors for High Performing Distant Project Management are:

• Strong team member relations, characterized by camaraderie, trust and respect, considering the effect or impression of communicating with team members at a distance;
• The existence of specific, measurable, achievable goals, objectives, project specifications and performance metrics.
• Positive team processes – such processes include management by objectives strategies, distance job review techniques and distance corrective action;
• Effective staffing strategies for both remote leaders and employees – people who are working remotely must be proactive communicators and must be especially good at working independently and meeting predefined deadlines. Effective leaders of dispersed teams also demonstrate an aptitude in managing diversity and exhibit high levels of emotional intelligence;
• Sponsorship and support from top leadership; and
• Staying connected, by capitalizing on appropriate technology which suit particular types of situations and messages.

DPM and Leadership

Technology or media cannot substitute skilled leadership in the digital age. Without effective leadership, individuals and teams in DPM environments cannot begin to realize the potential inherent in non-traditional and decentralized environments. Leading a remote or virtual team requires a strategic approach, good communication skills and inspirational leadership. Skilled digital leaders understand how to build trust in the remote working environment; empower others when working remotely; create a sense of community in a remote environment; and select the most appropriate and effective technology for remote communication and collaboration in projects.

The bottom line is that Remote / Virtual team leaders for successful DPM need to recognize that there is an inherent risk associated with managing from a distance. Ironically, it is the human component that is required from leaders more than ever to succeed. This will differentiate leaders from managers in the digital environment.

Now, knowing all the above, we can agree that technology plays an important role for successful DPM, but the human factor is even more important. As a project leader, or project sponsor it is therefore of paramount importance to coach the distant project team members –  both for performance and to develop their skills and careers.

Many of us have managed to figure out how to manage tasks across distances, but often at the expense of the coaching component that separates great managers from the merely functional. A good project leader has to motivate, delegate, empower and correct course while maintaining a positive relationship.

More SUMMSO articles will come to discuss this topic further. Register your name and email address to stay informed about the latest articles.

LFA is step-by-step procedure applying specific techniques in a participatory workshop setting for creating ownership among stakeholders, better focus on beneficiaries, realistic and measurable result-oriented objectives, quick . . . → Read More: LFA and PCM – What is it?]]> LFA and PCM are the terms for Logical Framework Analysis or Approach (LFA) and Project or Program Cycle Management (PCM)  while PCM actually describe the LFA.

LFA is step-by-step procedure applying specific techniques in a participatory workshop setting for creating ownership among stakeholders, better focus on beneficiaries, realistic and measurable result-oriented objectives, quick decision-making, transparency of proposals and reporting, and easier management, monitoring and evaluation during the implementation of projects and programs.

Project / Program Cycle Management (PCM) is a management method introduced by the European Commission (1992) for the identification, formulation (appraisal), implementation and evaluation of projects and programs. It aims at assuring quality through a consistent approach to all phases of the intervention cycle, ensuring beneficiary-orientation (relevance), a comprehensive perspective on interventions (feasibility and sustainability) and effective monitoring and evaluation. The key instruments for PCM are the Terms of Reference (ToR) to launch specific phases and the Quality Appraisal or assessment techniques used after each phase. ToR instructs the use of LFA while the Quality Appraisal technique checks whether all the required information is available and the right participatory processes have been used.

LFA is an analysis and planning tool to generate clarity, information and commitment among stakeholders and which takes place ‘in the field’, while PCM is a Quality Assurance management system to instruct and check whether such clarity, information and commitment is available and which takes place ‘in the office’.

A typical process during the analysis and planning phase is as outlined in the LF Approach.

LFA process provides information on

• WHO (for and by who: end-users & institutions),
• WHY (which problems in which context – ‘relevance’),
• WHAT (will be done and achieved under which assumptions – ‘feasibility’) and
• HOW (will it be done: Capacity Building – ‘sustainability’).

The key strength of LFA is that when well facilitated it enables effective communication in a structured way, thereby stimulating each stakeholder’s input. Visualization techniques are used to anchor the issues discussed and decisions made. The LFA technique also offers a framework within which alterations can be made, depending on the type of project or program, the phase in the project cycle and the complexity of the issues to be resolved between the stakeholders.

The following table is a typical Log Frame Matrix (outline) which contains the key information about the project objective until the required activities to achieve the objective and how to measure the progress, respectively what are the assumption and indicators which will give feedback if the results are achieved or not.

To read more about PCM and LFA, download the complete PCM Guidelines (2004), published by the European Commission in our download section.

As the coach and consultant with a Client I was involved in trainings on project management, individual coaching etc. As one of the measures for more efficiency in the daily office business, we agreed to install a new, independent network with a new server, especially the exchange software to handle . . . → Read More: Lesson Learned]]> Lesson Learned: New Computer Network

As the coach and consultant with a Client I was involved in trainings on project management, individual coaching etc. As one of the measures for more efficiency in the daily office business, we agreed to install a new, independent network with a new server, especially the exchange software to handle contacts, meetings etc much faster and focused at one place. The project scope was quite small if you consider only 10 user license, one server and one router to connect this LAN to the Internet.

We checked the available technologies, software and of course the supplier who will take over as well the maintenance services. Once “everything” was clear, the budget was approved and we kick off the little project. In the package was as well a new domain name in order to have a proper email extension and may be later to have as well a website.

After a couple of weeks, the system was ready and the computers could be connected to the new server. The usual issues and complications occurred, however, the system was working after half a day.

This Client, independent in the business they are doing, got a political connection to an organisation hosting them here in Malaysia. Even though the IT responsible of this organisation helped us in finding the right server, software and provided support with the integration, the boss of this very same organisation didn’t like the fact that my Client will have their own server and own domain name for the email address.

The result, on the same day of the successful commissioning of the new server, we had to switch it off again due to this “misunderstanding”.

All the above started because I did not insist on a Stakeholder Analysis at the beginning of the project which may be would prevent exactly this issue on stopping the project. As highlighted above, obviously not “EVERYTHING” was clear.

My lesson learned; it doesn’t matter what size of project, always check who is involved and could jeopardize the project. You can have the best technology, the nicest equipment, if somebody does not want you to succeed; it is just a waste of time and efforts. Therefore, follow the PM procedures and methodologies, it will be worthwhile.

What are your lessons learned?

Project Assessments sounds like a project audit for troubled projects, which is correct, however, PMA’s . . . → Read More: Project Management Assessment – PMA]]> The successful application of a project management system, and consequently the success of a project, are reflected in the results achieved during the project’s closing phase. Project Management Assessments pave the way to Project Management excellence while executing the project.

Project Assessments sounds like a project audit for troubled projects, which is correct, however, PMA’s are  as well extremely helpful to increase the project management maturity or “fighting” the mediocrity and step up from good to great.

A PMA can be done for any project type, size or trade. Important is the intention for the PMA and the senior management who is supporting it.

Possible areas or intentions for a PMA:

• The basic PMA: Definition of a gap between current status and planned status.
• PM Team Capability Assessment.
• PM Processes or the PMO Assessment and the Project Maturity Level to define the process from good to great. (Quantitative Quality).
• Project Risk Assessment and comparison with existing Risk Management
• Assessment of a troubled project and definition of the rescue.
• Assessment of special customer requests and it’s impact to the ongoing project.

As one of its primary advantages, the Project Management Assessment conducts extensive information gathering, usually a 360 degree view, (e.g. document reviews, and stakeholder interviews) and analysis to provide an evaluation of the  current project situation or the organizational PM maturity.

The suggested PMA process is simple, yet essential to gain clarity why the PMA is done and what to do with the result of the PMA:

• Intention for PMA
• PMA
• Analyze Data
• Negotiate the next steps or solution
• Execute the new plan

The primary work in a PMA is interviewing people. They are the project, and their actions or inactions make or break it. One can say, that the system is the ultimate key of the project, but even the system, the availability of the system, the quality of the system and if people follow or not follow the system is depending on the people.

Another key factor is the assessment or the audit based on evidence. It provides a realistic and a current view of the project which is measurable and quantifiable. With that, it enables as well a performance measurement for the future implementation of measures or even the next step with a balance score card for project management.

Conclusion:

Going through a PMA can be very exiting and enlightening. We recommend to get the PMA done by an independent party, in oder to uncover as well the blind spots or hidden dynamics based on a organization culture.

The result of the PMA is usually a detailed report with a list of activities and measures or even a project in itself. These additional activities can be assigned to a task-force who takes the responsibility for the successful implementation.

Download our PMA brochure and talk to us if you consider a PMA for your project(s).

Getting Started – Initiate the Project