The Project Management Institute says, "high-performing companies manage risk in conjunction with projects and programs far more often than low performers do." How can you help your company manage risks and become a high performer? Let's look at ways to become a project risk management evangelist.
The lack of senior management support is one of the primary barriers to effective organizational risk management. Additionally, I believe it is also a major constraint to effective project risk management.
How can project sponsors and project managers influence senior leaders to adopt risk management and reduce the barrier to risk management? Allow me to share seven ways.
Want to see your organization become a high-performer? It starts with your senior leaders adopting a risk management attitude. Who are the top leaders that you need to influence? Create a stakeholder engagement assessment matrix.
Next, educate your leaders. Help them understand how to use risk management to get better results.
Don't have access to the senior leaders? Who do you know that does? Who can you influence that might influence the senior leaders?
Another way to influence is from the bottom up, within your sphere of influence. Use risk management to deliver successful projects. People at higher levels will start to question how you are doing it?
Bad project managers create project cultures filled with stress, confusion, and little progress. Unfortunately, many of these individuals are not aware of their behaviors.
Let's run through a list of eight behaviors that all bad project managers have in common. Furthermore, let's talk about how to remedy these behaviors.
Some project managers keep their team members in meeting prison, and often, the meetings are things that could have been handled in other ways. This behavior leads to frustrated team members who are busy trying to get their project work completed.
Things to do: Eliminate recurring meetings when possible. Eliminate status meetings - gather status information and share through status reports. Always ask yourself: Is there another way to handle something that does not involve a lengthy meeting? A quick conference call. An email. Instant messenger. A quick stand-up meeting.
Project managers crave successful software projects. They dream of crossing the finish line with a win. Project managers want to help their company and advance their career. Let's look at three powerful questions to help you identify lessons learned.
Unfortunately, some project managers fall into a rut and fail to make progress. These individuals do the same things from one project to another project and expect a different result. They take the wrong actions, pursue the wrong things and operate under wrong assumptions.
"Insanity is doing the same thing over and over and expecting different results." —Albert Einstein
I often ask project managers the reasons for project failure. One of the top responses is a lack of leadership and sustained engagement by the project sponsor. The sponsor paints a fuzzy picture of what they want, throws it over the fence to the project manager, and goes on their merry way. He or she essentially says, "Let me know when you're done. Failure is not an option." Really?
Fortunately, some sponsors know how to hit home runs. These sponsors understand that their leadership is essential to a winning season. They stand out from other sponsors by owning their projects and maintaining a healthy relationship with their project managers from the beginning to end of their projects.
"PMI Pulse research shows actively engaged sponsors are by far the top driver of projects meeting their original goals and business intent."
Sponsors are typically busy senior executives often coming from the C-suite. In addition to the projects they are sponsoring, the executives have many other responsibilities.
How is it possible for a sponsor to complete their project work and still have time to perform their other duties? Let's look at 10 ways sponsors can boost project success.
What is the role of the project manager? The Project Management Body of Knowledge (PMBOK) says, "The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives (my italics)." Defining clear objectives and goals is the foundation of the project. Let's look at how to write SMART goals.
"People with clear, written goals, accomplish far more in a shorter period of time than people without them could ever imagine." —Brian Tracy
Your project team has just completed a major project or hit a significant milestone. The team members have worked hard and put in the extra hours to bring in another successful project. So, how do you thank your project team? What ways will you let them know you care?
1. Send a hand written thank-you note. I recently saw a Thank-You card pinned to someone’s cubicle wall. The card was dated five years earlier. Why would someone keep a card that long? Hand-written notes are a rare commodity in our digital age. Furthermore, tangible notes may be displayed and savored.
2. Send a thank-you photo card. Take a photo or two, create a photo card, and mail the cards to your team members.
3. Take your team to lunch. If your project budget allows, take your team out for lunch after the completion of a major milestone or completion of the project. During lunch, share your thoughts and acknowledge each team member’s contributions. Additionally, reinforce the project’s significance to the company’s strategic vision.
“What I have discovered is that as I do the work of personalizing recognitions into the work of my team, I become a more empathic and involved leader in the process.” –Claire Jenkins
Every project is a story. Projects begin and end. Plots and subplots abound. Interesting characters interact and react, with good and evil motives. Are you a compelling project manager who commands the ship?
Some project managers act in boring and predictable manners. Others capture and hold your attention. You can't wait to see the next chapter. What makes some project leaders so captivating and believable?
Think about the project managers you've worked with through the years. Which ones were unusually good? Which ones qualify as exceptional project managers?
I've had the privilege of working with hundreds of project managers in my career. Here are some of the traits and behaviors that made them stand out. How many of these traits do you possess?
"Success is walking from failure to failure with no loss of enthusiasm." -Winston Churchill
“Success is walking from failure to failure with no loss of enthusiasm.” -Winston Churchill
Projects are filled with pot-holes. Project managers and their team members make mistakes, create defective products, and stumble. Persistent project managers learn from their failures and lead with renewed enthusiasm.
“Opportunities don’t happen; you create them.” -Chris Grosser
Project managers are risk managers that identify, assess, and manage risks including threats and opportunities. Great project managers have an eye for seeing, exploiting, and enhancing opportunities.Continue reading
John has been failing to exploit and enhance the benefits of stakeholder management. Why? He's not been be convinced of the benefits. Allow me to pull back the veil and share nine benefits of stakeholder management.
If you are a Project Management Professional (PMP), you’ve likely studied Chapter 13 of the Project Management Body of Knowledge – Stakeholder Management, which was added in the Fifth Edition. PMPs know about identifying and assessing stakeholders. You’ve learned how to develop a stakeholder management plan of when to engage stakeholders at in a project.
You understand the concepts. You have the book knowledge. But are actually engaging your stakeholders?Continue reading
This is a guest post by Colin Gautrey from Learn to Influence. Colin is an author, trainer and executive coach who has specialized in the field of power and influence for over ten years. He combines solid research with deep personal experience in corporate life to offer his audiences critical yet simple insights into how to achieve results with greater influence.
Few things are possible in large or complex organisations without buy-in from stakeholders. To get that buy-in, you have to engage them. In this article, Colin shares four reasons why you struggle to engage stakeholders.
So, you diligently reach out to them to bring them up to speed, get their input and elicit their support for your initiative. Naturally, you are convinced that it is in their very best interests to engage with you, they have a great deal to gain from this exciting project.
And that is when the problems start.
Your emails go unanswered, your calls ignored. As time advances, things become desperate as you realise that you are up against a deadline. Trying harder to get them talking to you just seems to make things worse.
Should you escalate?
Well, that would indicate to your boss that your influencing skills are lacking. So, what else can you do to get things moving again?
Firstly, you’ve got to pause a moment. Instead of trying harder, start to think more deeply.
Secondly, you really need to check the attitude you have towards your stakeholder. The longer failure to engage continues, the more negative attitudes become. Although this may not be the cause of lack of engagement, it will definitely make it harder to remedy the situation.
Thirdly, get a clear appreciation for the reasons why they may be holding back. This takes some doing, but when you move beyond mere suspicion and assumptions, you are much more likely to find the winning actions to gain the engagement you need.
Fourthly, based on your reflection about the real cause, adjust your approach so that you tackle the cause head on.
To help you delve more deeply into the underlying causes, consider:
The key here is to be as accurate as possible. You may need to invest some serious time to investigate this and talk to other to other stakeholders. While this may seem expensive, what pain are you already facing while hitting your head against a brick wall?
Regardless of the time it takes, if you don’t know why they are unwilling to engage, any attempt to engage them will be based on guesswork.