Project Management

Communicating Effectively

When referring to communications and project management, you should be aware of what you do and what you should do.  A lot of issues we suffer from are caused by poor communications.  I can't stress enough how much of a positive or negative impact communications can have your project. What do I recommend you do?  Here is an ordered list of communications methods.  The first on the list is your last resort and the last on the list should be your preferred method.

First up is email.  Yes, email.  For most people, this is their preferred method of communications.  Actually, it should be your last.  Have you ever sent an email that was completely misunderstood?  Did you ever write an email that showed up in someone's inbox it shouldn't?  Has email become a complete time suck?  Well, stop feeding the fire.  Get your butt out of that chair and go talk to the person or people.  Go to the bottom of the list and work your way up.  You last resort is to send an email.  By the way, don't be checking your email every 5 minutes.  It's a compete time suck.  Check it, at the most, once an hour.  Make sure everyone knows you don't check your email that often.  It helps manage expectations and could even encourage one-on-one communications (if it's that important)


Our second to last communications choice is telephone.  Yes, telephone.  It's a little better than email.  At least you can sense emotion if you're listening closely.  When communicating, use the senses you have available to get indirect feedback.  Try smiling when you talk on the telephone.  I bet the other person will know you are.  I know telephone calls can really dirupt you flow of work but it's better than someone showing up at your desk unannounced.  Timing of communications is almost as import as the method used.  Try to plan your telephone calls.  Voicemail is nothing more than audio email, as far as I'm concerned.  Make sure you leave your name and telephone at the beginning of the voicemail (and end).  Explain why you are calling.  Don't just say you'll just call back.  Voicemails are fragmented and can easily be taken out of context, if the relevant information is not included.


Next on our list is video-conference.  If you are working with distributed teams, video-conference is a really great way to communicate.  One-on-one communications is still our primary choice but this is a very close second.  As technology advances, so do our efforts to have good meaningful exchanges.  A picture is worth a thousand words and so it being able to look your colleagues in the eyes (or at least see their face).  When talking with someone, I believe body language communicates a lot.  Video-conferencing also allows a much more rapid exchange of "visual" ideas.  Image putting you hands in the air and saying "the fish was this big".  Now imaging trying to communicate the same idea via telephone or email.  Need I say more?


And so we arrive at my primary choice of communications... face-to-face talking.  Lisamarie Babik and Menlo Innovations refer to this as High-Speed Voice Technology™. When is doubt, get up out of your chair and into the face of another person.  Remember, the things you say and the things people hear are not always the same thing.  You can’t have agreement until the thing you say and the thing someone hears are the exact same thing.  So, what is a way to help ensure someone hears what you intended them to hear?  You need to ask questions.  The next time you are talking with someone, ask questions so you feel completely confident they heard exactly what you wanted them to hear.  Once you make it past that, things should go much smoother because you’ll both be seeing eye-to-eye.  Try that with email sometime.

Just because I'm advocating face-to-face communications, I'm not saying you should be having more meetings! Do what makes sense.  But, let's say there is going to be a meeting?  When inviting people to your meeting, choose High-Speed Voice Technology™ first and then move on down the list.  Imagine having a daily 15 minute meeting with 5 people.  Now imagine what you would do, and the level of effort and complexity, if you couldn't all meet in person.  It should make you appreciate a face-to-face talk just a little more.

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AgileLIVE Webinar Series

Not seeing the productivity gains you expected?  Are you and your stakeholders losing confidence in your team's ability to deliver?  Are you sure you are measuring the right things? VersionOne and their Moving Agile into the Mainstream webinar series provides proven techniques to help you and your team with the tough issues facing agile managers, scrum masters and product owners.  Fifty-minute sessions feature case studies from teams that have succeeded in using agile methods to efficiently create better software.

Today, I saw "The Hybid PMO" by Sanjiv Augustine and Roland Cuellar of LitheSpeed

Even when agile methods succeed unequivocally at the team level, middle-management still faces two major, continuing challenges: managing a hybrid portfolio of agile and non-agile teams, and reporting progress upwards to the executive boardroom. How can PMOs bridge the gap between executive management weaned on plan-driven methods and predictability, and teams operating with agility in the face of uncertainty? How can they create a consistent reporting framework applicable to both agile and non-agile teams and communicate all-around progress effectively?

Sanjiv and Roland shared principles and techniques for the Hybrid PMO, and discussed some of the crucial management steps in establishing such a group, based upon their decade of experience in helping firms adopt agile at enterprise scale.

It doesn't matter if you want to learn from leading Agile pundits or just looking to get a few PMI PDUs.  This webinar was very enjoyable.  VersionOne will be uploading the webinar in a day or tow for those who were unable to join the live presentation.  All of this was FREE!

So, head on over to VersionOne and check out the other webinars from the series, from the likes of Dr. Alistair Cockburn, Bryan Stallings and Valerie Morris -  SolutionsIQ, and Michael Spayd - Collective Edge Consulting

The awesome Image and some of the content for this post courtesy of VersionOne

The Larger Goal

One of the things I find really interesting, when working within different organizations, is how everyone feels they are the true center of the universe.  If they are in Security, they see things one way.  If they are in Program Control, they see it another.  Regardless of the silo, plug in the functional area name and there will be different processes to follow.  They each have a different agenda that motivates them.  Even those considered as project/program overhead (Human Resources) will have their own way of doing things. Do I see something wrong with this scenario?

Do I think the organization could deliver more value if it were more goal driven and less process driven?

The answers? Yes and Yes

What's missing?  I think it's knowing where within the organization structure everyone is and how each can work together to reach the larger goals.

The larger the institution or project, commonly, the larger the bureaucracy that accompanies it.  We have our Executive bureaucracies, Director bureaucracies, and Manager bureaucracies.  Each step down the organizational chart, there is layer upon layer of bureaucracy.  Rather than the people at the top thinking more strategic and people toward the bottom thinking more tactical, there are just different shades of bureaucracy.  And you think that's bad, each (functional) branch of the organization has its own bureaucracy.

Commonly, people become too focused on their key subject matter in their functional area and forget the goals of the project or organization.   I see motivations shift to support the process itself instead of the product or service to be delivered.  When asked to do something that may directly apply to the highest goals of the organization, like "Deliver the product to the customer by this date", they act like their individual job is more important than getting the overall job done.  Instead of asking themselves what they can do to help the organization be successful, they may instead argue some point about how you didn't submit the request in the correct format, to the correct person, at the correct time.

But this post is not about being pessimistic about bureaucracies.  I'm not saying we don't need structure or processes.  This short story helps articulate what I'm trying to explain.

Perhaps you have heard the story of Christopher Wren, one of the greatest of English architects, who walked one day unrecognized among the men who were at work upon the building of St. Paul's cathedral in London which he had designed. "What are you doing?" he inquired of one of the workmen, and the man replied, "I am cutting a piece of stone." As he went on he put the same question to another man, and the man replied, "I am earning five shillings twopence a day." And to a third man he addressed the same inquiry and the man answered, "I am helping Sir Christopher Wren build a beautiful cathedral." That man had vision. He could see beyond the cutting of the stone, beyond the earning of his daily wage, to the creation of a work of art- the building of a great cathedral.

And in your organization or on your project, it is important for you to strive to attain a vision of the larger goal.

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What's in PMBOK 5?

PMBOK 4

PMBOK 5

Though I know people are hard at work, deciding what will go into the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) 5th edition, I can't help but add my 2 cents.

We're all armchair quarterbacks at one time or another so I'm rationalizing this post.

What is one of the biggest gaps in the current edition of the PMBOK, in my opinion?  It's the complete omission of (management) models or approaches.  Agile, Scrum, Kanban, Spiral, Waterfall, and RUP should be defined in the PMBOK.  It would be really nice if the PMBOK added an entire section dedicated to this, complete with diagrams and workflows.  I think there is a problem, if you find yourself sending people to Wikipedia to find a list of the different software development processes.  I completely understand there is more to the world of project management than just software development. But, I'm trying to make a point and provide an available resource for this post.

I've had people use the PMBOK as the excuse not to use Agile, saying it wan't explicitly listed.  I pointed out that neither was Waterfall.  I wrote a post titled "Agile is in the PMBOK so it must be true" to make a point.  If PMI wants the PMBOK to be used as the de facto standard for over 400,000 PMPs, they need to take a more iterative approach in releasing editions.

If anyone at PMI is listening, I would be more than happy to help.

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Failing The Exam

Here comes the rant

One of the things people know about me is I'm always willing to help them out.  I've been in the business of Project Management for 15 years.  I've lived the life as a Project Management Professional (PMP) and as a Certified Scrum Master (CSM).  These days, either certification will get you either praise or disdain. It just depends on the company you keep.  Some out there have heard me rant about people who I don't believe deserve to say they have a certification, based on their motivations.  You should get a CSM or a PMP as proof of a minimum level of competency; that you support what they represent.  I see them as mere indicators of where you are on the path of mastering your craft.  Some have also heard me rant about certification boot camps that will guarantee a certification or your money back.  Ask yourself, why do/did you want that certification?  My holier-than-though attitude kicks in when the response is/was "because it looks good on a resume".

Where am I going with this

I was approached a while back by someone looking for assistance in prepping for his PMP.  He is not a project manager (never was; never will be) and does not want to be.  But, his company told him to get the certification.  He got his membership with PMI, which his company paid for.  He then hit a wall when completing his exam application.  He didn't have the experience.  There are ways around that, right?  Just get someone to agree with your stories or pray like hell that you don't get audited (or both).  When he approached me, the first thing I asked was "what's your goal?"  His response was "to not get audited".  Um, ok.  Let's try this again.  "What's your long term goal?"  His response was " to get Corporate off my back."  I felt betrayed by PMI, the day I found out he registered for the exam and was not going to be audited.

The update

After attending a week-long (he needed the 35 hours of project management education) money-back-guaranteed PMP bootcamp last week, he sat for the exam.  He failed.  He failed badly.  Now, I'm not going to be mean.  I feel bad for the guy.  He now has to explain this to those who were paying him to take the exam.  I am relieved, however, that there is one less unquantified PMP out there.  But, when I asked him if he thought the exam was hard he gave me a very good answer.  He admitted he didn't even understand half of the terminology or formulas, let alone when and why he would use them.

And that is the broader lesson I want people to understand.

You need to understand when and why you do things.

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Project Voldemort

Don't be alarmed if you look at my LinkedIn profile or my professional site and don't see who's paying me or the project I'm working on.  Don't be alarmed if you read my posts or articles and notice the same.  Many know, if you ask me the time, I'll tell you how to build the clock.  That is, I'll give you all the details you never wanted to hear.  Sadly, when I informed a few people that I was going to be writing an article for PM Network magazine, I was asked not to write anything disparaging about the program I'm advising.  I was told it would bad if anything I said or wrote cast an unfavorable light on the project.  The question is, would it be bad or me or bad for the program?  How many of you out there in the industry have perfect projects, where nothing goes wrong?  It is reality!  We just learn as we go. Being I'm only allowed to advise and not allowed to enforce, I have to walk a bit of a tightrope.  Then again, I have a backlog of fodder I could write about. The fodder could actually have value to my readers. So, I will continue to write.

So, for you Harry Potter fans out there, I'll be calling the program I'm advising "Project Voldemort", the project "that-must-not-be-named".  As per requested, I've removed all references from anywhere I have control.  It really doesn't bother me.  If the name doesn't bring value, why use it?

Until a company contacts me, wanting me to write and talk about thing like those I post here on The Critical Path, pretend I'm a Muggle advising Project Voldemort.

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October Surprise

Nobody could have been more surprised about this October than me.  It was, by far, the best month this year.  It all started when my son kept asking me why.  Over and over again, why, why, why.  It lead me to write the why ask why blog post.  It made me ask myself if I was still on my "Critical Path". I think it's really easy for us to go day to day and forget why we do the things we do.  We sometimes forget our goals.

For the first time in a while, I thought about what was important to me and my professional goals.  I realized I wanted to get more involved in both the Agile community and the PMI community.  I realized I wanted to do more to educate, advise, and support.  Most of all, I wanted to deliver value.  You may hear me rant from time to time about the ecosystem surrounding the PMP certification.  As PMI rapidly approached 400,000 PMPs, I remember back to the days when I was passionately living Agile and Scrum every day, not just overseeing a program using a heavy waterfall approach.  But we all need to pay the bills.  I've done what I can to leverage Agile methods where I can when I can.

It was time for a reality check.  I signed up to attend the PMI North American Congress in Washington DC.  A few days before it started, I met up with 4 Agile pundits, all in Washington DC, attending the PMI Leadership Institute Meeting (LIM) and representing the PMI Agile Community of Practice (CoP).  After having a few drinks and exchanging ideas, it was the most inspired I had felt in over two years.

The next week, I attended the Congress and saw two very conflicted worlds.  I saw a very strong push by PMI to support Agile.  Everywhere I turned, there were banners or messages supporting the PMI Agile Community of Practice (CoP).  I then spent 3 days attending Agile centric sessions, all of which were introduced by Frank Schettini, Vice President, Information Technology, at PMI.  The message?  Agile is here to stay.  PMI supports Agile.  PMI uses Agile.  How was any of this conflicted?  The average Congress attendee appeared curious but also very ignorant to what Agile was about.  I don’t find it surprising, considering there is a complete omission of the word “Agile” in PMI’s Project Management Body of Knowledge (PMBOK®) version 4.0.  But, the PMBOK version 5 is in the works.  A new PMP credential exam is being release in August 2011.  There is hope for them yet.  I met many Agile thought leaders over the course of 3 days.  At the end of those 3 days, I knew I was back on the Critical Path.

Later in the month, on October 22nd, I attended Agile Tour DC.  I was able to immerse myself in Agile for an entire day.  This time, it wasn't just the speakers who knew and supported Agile.  Every person I spoke to was curious, excited, and optimistic about the future.

I then published an announcement that The Critical Path had been nominated for the  Computer Weekly IT Blog Awards 2010 in the area of Project Management.  You can vote for me if you like.

On October 24, I found a quote by Steve Jobs that spoke to me and left me feeling inspired.  About the same time, Mike Cottmeyer of Leading Agile recommended I read Dan Pink’s book, Drive: The Surprising Truth About What Motivates Us.  The book had a major impact on the writing for the rest of the month.

Along the way, I wrote a few posts in my Zombie Project Management series.

On the 27th of October, Agile Scout published my contribution to their series "the State of Agile" and I focused my editorial on Mastery-based Learning and the Paradox of the Certification.

The month was concluded by my reporting that PMI had reached 400,000 PMPs.  Again, I wanted to touch on mastery-based learning and the paradox of the certification.

And so concludes October 2010.  One of my core professional goals is to promote Agile methods and principles.  Another is to educate and inform the collective project management community on sound methods and approaches.  All of this under the umbrella of mastery-based learning.

I will continue to be optimistic.  The best is yet to come. Keep your eyes out for the article I'm writing for PM Network magazine. Stay tuned for announcements I will be making in November.

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Disclaimer: The link to the book is an affiliate link. If you buy a copy, I could make $1


Zombie Communications

The focus of this post is on communications or the lack thereof. One of the definitions of "communicate" is

to give or interchange thoughts, feelings, information, or the like, by writing, speaking, etc.

Team communicating before zombie attack

When dealing with people, regardless if its your customer or your team, you have to communicate.  This involves, in one fashion or another, speaking and listening.  I've written about how I feel speech can be presented different ways.  I know my wife is going to call me a hypocrite but you really need to stop....listen....stop...talk.

First, you have to be in agreement as to when, where, and how you're going to communicate with each other.  Once you get that out of the way, the things you say and the things people hear are not always the same thing.  You can't have agreement until the thing you say and the thing someone hears are the exact same thing.  So, what is a way to help ensure someone hears what you intended them to hear?  You need to ask questions.  The next time you are talking with someone, ask questions so you feel completely confident they heard exactly what you wanted them to hear.  Once you make it past that, things should go much smoother because you'll both be seeing eye-to-eye. (Thank you Simon Sinik for that)

Above you see a very simple graphic.

A is doing all of the talking

Notice that he is facing the listeners.  He's engaging them.  He's talking but is he listening?  Is he asking any questions?

B are doing all of the listening

Notice how engaged these two look.  They must really be listening to what A has to say.  Unfortunately, they are not reciprocating.  They should inform A that his brain is about to be eaten.  Granted, they may have said something like "You need to watch your back".  If A doesn't ask "when"  or "what do you mean" he needs to watch his back, he's going to be zombified.

C is a zombie

Zombies are not good communicators.  They don't speak, other than an occasional moan.  They don't listen, unless you're crying for help.  In that case, they come and eat your brain.  For example, I can scream "Don't eat my brain, don't eat my brain!"  Will a zombie listen?  No, they'll eat your brain because all they hear is "brain".  Note to self:  Zombies are not team players and they are also poor communicators.

This is what happens when people don't listen.  The zombie attacked A, who was doing all of the talking.  Both A and C zombified B.  This is what you get if you're not a good listener.  Perhaps this would not have happened if they were reading each other's body language.  But that will be left for another post.

Like the images?  Find them at Pictofigo