New Resources Pt 2- Interview with Elizabeth Harrin

Happy New Year to all of you! 

We start this year with another great resource that is sure to bring a  smile. Elizabeth Harrin who also writes the award-winning blog, A Girl’s Guide to Project Management has a newly launched
e-coaching services. She talks about how it can help so many project managers and definitely something that's much easier to access than formal coaching sessions.


So, please tell us about your newly launched course which is a great resource for the upcoming project managers and where can we find it.


I realized that lots of people wanted access to a coach but in a more informal way than scheduled Skype calls or face-to-face meetings. So I thought offering bespoke coaching for particular issues over email would fill the gap. You don't have to have a massive career problem to work out over several months. It's just about tapping an expert for advice, for example when you've got questions about a difficult project and you can't discuss them with someone at work (or you want an external view).

E-coaching is an easy way for you to get access to support and career resources whenever you need it. You don’t have to be tied to a particular time for a phone call and you don’t have to wait until the next session to get some advice. It’s also affordable and manageable, so if you thought you’d never be able to engage the services of a coach, think again!

I don't actually have anything on my website about it yet. You can read about it in one of my newsletters here

Why do you think this is a must have for new project managers? what are the main takeaways from the mentoring sessions that newbies can directly have with you.

I was lucky enough to have a senior project manager assigned to me as a mentor when I started out but that isn't the case for everyone, and even with her help I still had to learn a lot of things the hard way. I wrote Project Management in the Real World because I was frustrated at having to learn everything about project management from scratch. It was the book I wished for when I became a project manager.

A coach can help you unpick problems faster. They can help you work out your own style and help you develop. My style of e-coaching is based on questions and answers over email and clients get a very detailed response, action steps and additional resources for their queries in a reflective style which they can then decide if they apply to their situation. I think this is particularly good for new project managers who don't necessarily have the experience to work out exactly what they need to do by themselves and need a helping hand to offer a few alternative directions.

If you are working in project management or would like to work in projects and need some help sorting out some of the daily problems you face, putting together a career plan for your next job, improving project communications, getting to grips with virtual teams or practically any other project-related problem, then you should consider a coach (whether that's me or someone else).

One piece of advise that you think is an absolute must for new project managers?

Being gracious and appreciative has always worked well for me. When you are a new in post, everyone else knows more than you so it's not easy to assert your authority in a traditional way. A facilitative style actually works better anyway. Take the time to thank the people on the project team for their contributions and make them feel that their work has meaning. You can be very effective while knowing very little if you keep in mind that your job is to make their jobs easier. What do they need to get their tasks done? That's what you have to provide. That and a little structure in the form of a plan and you are well on your way to completing your project successfully with a happy team.


Elizabeth Harrin, MA, FAPM, MBCS is Director of The Otobos Group, a project communications consultancy specialising in copywriting for project management firms. She has a decade of experience in projects. Elizabeth has led a variety of IT and process improvement projects including ERP and communications developments. She is also experienced in managing business change, having spent eight years working in financial services (including two based in Paris, France). Elizabeth is the author of Shortcuts to Success: Project Management in the Real World, Social Media for Project Managers and Customer-Centric Project Management.  You can find Elizabeth online at www.otobosgroup.com or on Twitter @pm4girls.

(Pic Courtesy: Elizabeth Harrin)

You can Read Part 1- Interview with Jeff Furman here.

New Resources Pt 1- Interview with Jeff Furman

This is a special short and crisp series of posts that promise to help you get prepped up for 2015. And we start with some new available resources that help you get to your goal faster.

We start with Jeff Furman and his second edition of the book "The Project Management Answer Book" (second edition) which is a great resource for anyone getting into project management as well as considering about getting the certification. 

You can read his interview with me when the first edition was out by clicking here.

Please tell us about your book which is a great resource for the upcoming project managers.     
PMP Certification –Getting certified is very important for anyone who wants a career
in project management.  And my book is packed with PMP tips in every chapter, based on my having taught more than 100 PMP Prep classes over the past eight years, as well as teaching many other Basic and Advanced PM classes. So many of these tips are NOT in other books. And I share these throughout my book in very easy-to-find “sidebars.”

Easy-to-Read Q&A Format - My book is the only current PMP book in Q&A format, making it easy-to-read and navigate through. But it’s also highly-detailed – I provide very thorough explanations on difficult topics such as Earned Value and Critical Path, but broken up into short, “bite-size” Q&As. For this reason, many PMs from around the world have “Liked” my book’s Facebook Fan Page – (“Likes” currently from 25 different countries!)

NOT Just PMP! – Most PMP books are mainly “for the test.” My book has a very strong PMP test focus, but also contains a great many templates, figures, diagrams, examples, and case-studies to help PMs with practical, hands-on advice for managing projects efficiently and effectively.

NOT Just Waterfall (Hello, Scrum Agile!)  For the 2nd Edition, I’ve added a robust new chapter on Scrum Agile. Waterfall PM has been the industry standard for many years. But Agile is catching on rapidly, with Scrum by far the most popular type. My book provides 54 new Q&As on Scrum (also making comparisons to Waterfall where helpful). My chapter also provides info on Agile certifications, networking groups and resources for Agilists, and more.

 And where can we find it?
 My 2nd Edition just came out in November, 2014.  It's available in paperbacks and in several
e-formats:  

• Paperback: Amazon.com
• Paperback from the publisher: Management Concepts Press
• eBook: from the publisher: Management Concepts Press
• Paperback: at the NYU Bookstore in Manhattan     

Also coming soon in:

• Kindle: Amazon.com
• Google Books

Why do you think this is a must have for new project managers? 
New PMs, as well as job candidates, have a need to quickly be able to show potential customers, stakeholders, and employers that they understand the latest techniques and terminology. My book takes  hundreds of technical terms from the PMI PMBOK Guide and other sources and provides very easy-to-follow explanations, examples, and templates to help PMs very quickly get up-to-speed.

My book also provides a great deal of help toward the certification process. In addition to many PMP test tips, I provide unique content such as a template on how to complete the PMP exam application, a list of “language aids” supported by PMI (Turkish just added!), tips on creating the PMP exam brain dump, and a study sheet / practice grid I created for my PMP students on how to learn the ITTOs (Inputs, Tools, Techniques, and Outputs) PMs need to know for their exams.

 What are the 3 main takeaways from the book?
Top 10 Pitfall Lists – My book offers “Top 10 Pitfalls” on the PMI Knowledge Areas, based on my many years experience managing I.T. projects, as well as many shared by my students in my PM classes.  Looking at pitfalls to watch out (a.k.a. “other people’s mistakes”) is a fun way to learn the PMBOK.

The Triple Constraint –  Many PMs have heard about the classic “Triple Constraint.”
But many don’t know that there are actually several useful variations out in the world of PM. My book provides:

My book provides diagrams of three popular models plus three advanced models:

• The Talent Management Triple Constraint 
• The Value Triple Constraint 
• The Triple Constraint For Ethics. 

Mini Waterfall –  Scrum Agile is an important new area of PM to learn, in addition to Waterfall PM (which is the discipline tested for on the PMP). Good news is that if you have already studied Waterfall, there are some key concepts common to both, so much so that some actually call Scrum “mini-waterfall.”

So my Chapter 14, “Scrum Agile: The New Wave In PM” is designed to help you quickly learn many of the key concepts of Scrum. And to make it fun, my chapter answers questions for you such as: “What are misconceptions Waterfall people have about Agile?” and the other way around:“What are misconceptions agilists have about Waterfall?”


One piece of advice that you think is an absolute must for new project managers?
One word: Ethics!
Don’t let the customer (or your management) push you into an unethical decision. There is always the pressure: “The customer is always right,” and to do whatever they ask. But if you say yes to something you shouldn’t, such as cutting corners, or skipping an important test, your project’s quality will suffer. And if your reputation becomes compromised, it will be very difficult to get it back.

My Chapter 10: Ethical Considerations PMs Face On The Job takes you through the PMI Code of Ethics®, as well as PMI’s EDMF® (Ethical Decision-Making Framework), and provides Q&As on many real-world issues around ethics that can help you set a leadership example on your projects.

To know more about the book, you can see the reviews and read another great interview by Elizabeth Harrin  

The series continues in 2015.

(Pic courtesy: MWild Photography)

Adopting Agile Pt 1- Three things to consider when moving into Agile

Moving into the Agile way of working is a life changing decision.

• Don’t move to Agile because everyone is- IT’s a trend and everyone is working the Agile way and so should you- is the wrong way to approach Agile. Sometimes even client requests and management interest force team members to move. Changing overnight is tough especially when you have been comfortable working a certain way. If transforming into Agile is the agenda, read some blogs, attend training's, look up articles, ask people who have been working in Agile. Then decide if you really want to make the move and simply start with pilot teams.

• Don’t look for tools immediately- start slow and stop adopting tools immediately. A white board in the team area will just work fine. If you have distributed teams, use simple tools like Linoit  or Trello .  Tools should encourage more communication not replace it. 

• Don’t expect a miracle in your first sprint- Make smaller changes before you transform completely, start with a daily standup or writing user stories. Every sprint introduce something new and work within the comfort levels of the team, this will make your new adoption easier than being messier. Not all teams adopt as easily or work as smoothly, what you will notice is more and more internal problems surfacing and that’s a good sign. Try working out the problems and watch the team perform better.  

This is a 5 part series on Adopting Agile. 

(Pic Courtesy- Google images)

News for you and more

While I join back work,  am incredibly lucky to still have the time to blog- thanks to my amazing support system of friends and family.

In the last 3 months from doing the obvious, I also have managed to read a couple of books and I think you should definitely give it a try-

• The Power of Habit by Charles Duhigg
• Management 3.0 Workout by Jurgen Appelo
• Thinking Fast and Slow by Daniel Kahneman (ongoing)

Not entirely related to project management but hey we do need to make a lot of decisions at work and knowing how and why we do its essential in breaking the bad habit and create some new. 

Anyways this year I decided to think about my new years resolution a bit early and while its still on the works,  I do know that I am thinking of them as more of things to implement than  keep them in the list that after a month lands into the trash can. 

It might be a good time for you to start thinking as well. 

Meanwhile, I have news for you. 

A 4 part series on new resources for project management community will be coming up soon and yes I do have a big hairy goal for next year and that involves you too! More on this soon. Plus if you haven't received any newsletters recently that's because I haven't been doing any, although I do enjoy reading the ones i subscribe too. So, the newsletter will be up and coming from December again! 

Stay warm and happy this November.

The Challenges of International Projects

This is a guest post by Elizabeth Harrin.

The world of business is continually shrinking: we work in an environment with real-time audio visual communication with colleagues on the other side of the world and online translation tools. Even small companies can operate internationally with outsourcing agreements and partners overseas, which means that project managers in organisations of any size face the challenges of managing international projects.

And that means far more than just calculating that when it’s 9am in ‘my’ London it’s 4am in London, Ohio. International projects come with two main challenges: the people you are working with won’t necessarily work in the same way as you, and the people you are working for won’t necessarily want the same things.

Having an open mind about these challenges is the first step in being able to address them on an international project team. You need a pragmatic approach, especially as national culture plays a big part in how we act, and we can’t change who we are – we can just learn how to make those differences work for everyone concerned.

This can be difficult for project managers to get their heads around. Once you are in the position of managing an international project, you may well be one of the more senior project managers in your team. You have gained that position through hard work and successful project delivery. You expect your project team members to behave in certain ways and people from different cultures won’t always behave the way you expect. As you can imagine, that causes problems and conflict on projects.

Making international working easier

Project managers taking on international projects face a variety of practical challenges. For example, time zones are important. How will you conduct real-time team meetings? Who is going to be the person who gets up in the middle of the night for a call with the Brazilian development team to go through the testing results? In the absence of incentives for the project team, the project manager will find it difficult to recruit volunteers.

Protecting the interests of the UK-based team also falls to the project manager. A project sponsor who doesn’t appreciate that you have just spent half the night on a web conference with the manufacturing supplier in New Zealand won’t look favourably on your request to send everyone home at 3pm. Project managers with international components to their teams not only have to educate team members in how to work well together, but also have to manage upwards and ensure that senior stakeholders understand the constraints of this type of project. In reality, international projects take longer and involve higher travel costs than projects where the entire team is co-located – and that isn’t always a welcome message to the executives.

Practical suggestions aside, the easiest way I have found to work with international teams is to build cultural understanding. As I found when living and working in France, you can be linguistically literate without being culturally literate. At a pub quiz I couldn’t answer the questions about children’s TV programmes or what was found under the streets of Paris (I think, if I remember rightly, that it was the river). But the pub quiz was in an Irish bar, and there weren’t many of them around so that was a change of environment for many of my Parisian colleagues.

Cultural understanding relies on the emotional intelligence of the project manager, his or her leadership skills, adaptability and ability to inform and train the teams.

Using software to help international communication

Aside from cultural understanding, your next challenge is communication. Successful communication relies on the soft skills that a project manager brings to the table. These are the ability to listen, hear the unspoken concerns and messages, and respond clearly in a way that the other person can understand.

Being able to put those soft communication skills into practice is something that can be helped by technology. People need to be able to hear and speak to each other in some format before the project manger’s emotional intelligence can be put to good use. Technology can help with the challenges of international projects, even if we have to accept its limitations with regards to the interpretation of messages communicated using it.

There are lots of technologies available to project managers with virtual teams, whether they are based all over the world or in multiple offices in the same time zone. Instant messaging gives project teams the ability to connect informally when their status is shown as online. This can promote collaborative working as team members can quickly and easily ask questions of their colleagues instead of waiting for a scheduled formal meeting. In general, the more communication the greater the bonds and understanding between team members, so provided this facility is not abused, it can help improve working relationships. In practice, it works best when all users are in similar time zones where the difference is only a few hours.

The next step up from one-to-one messaging is web conferencing, where multiple users join the same online conference. Applications such as WebEx allow you to hold a virtual meeting with the team. Web conferencing means you can make changes to documents in real time or show product demonstrations to the rest of the team without having everyone in the same room – lower travel costs and a reduction in time spent out of the office even if you don’t have the international element to contend with.

Instant messaging and web conferencing allow synchronous communication, but asynchronous communication is also useful for project managers with international teams. You could opt for something as simple as a shared calendar, where team meetings and project milestones are recorded for everyone to see. When you connect from a PC configured to a different time zone, Outlook will automatically show the meeting at the correct time where you are. However, I have been caught out by the same feature in Google’s calendar, which didn’t seem to adjust for daylight savings time for some reason – and I missed my conference call.

Whatever software you choose to use to manage your project, you will quickly realise its limitations. A good project manager knows when to use the tools, and when to set the tools aside and lead with understanding and instinct.

Spending some time with your team members overseas is the best way to understand how they work, but desk research before you go (or if budget constraints mean you can’t go) will be beneficial. You will find out a great deal about how team members will most likely react in the project environment if you see them react, but that of course relies on you having the time to do that period of ‘getting to know you’.

Even if you don’t have lots of time, be curious in the time you do have. Many people love talking about how their countries work and a short discussion early on in your project can make a big difference. This knowledge provides you with a framework to manage the differences that will occur and also the confidence that you can develop an appropriate way of working together. In a shrinking world, projects are expanding, and the keys to success in international projects are shrewd use of the available technologies and excellent cultural awareness.

 This article has been adapted from material published on A Girl’s Guide To Project Management and is reprinted with permission.

(Pic Courtesy: Google images)

Interview with Siddharta Govindaraj

Today we interview Siddhartha Govindraj, who specializes in Lean/Agile processes for software development. He has also contributed in the book "Beyond Agile: Tales of Continuous Improvement" published by Modus Cooperandi Press, Feb 2013 and Published in the March 2011 issue of the Cutter IT Journal on "Use of Kanban in Distributed Offshore Environments". An occasional organizer of events as a part of Chennai Agile User Group and speaks in conferences in India and abroad.

He was nominated for the Brickell Key award in 2011, an award given by the Lean Software & Systems Consortium for recognizing achievements in the lean-agile industry and is also a Fellow of the Lean Systems Society.

He is very interested in the behavior of decentralized and distributed systems.

Agile becoming mainstream now, how do you think the world of project management has changed?

In one way, yes….. definitely more and more organizations are seeing the value of agile in terms of incremental development and faster time to market. However, there are a few aspects where agile is still to make a significant mark. First, the people aspect of agile has still not fully permeated into the culture of many organizations. The idea that motivated, self-organized teams can deliver better software is not yet in the mainstream. I also think that many companies need to invest in the technical environment. The third aspect that companies often neglect is looking at delivery as an end to end system in the organization. Agile is often applied at the team level, and systemic impediments are not fixed. So there is still a long way to go. 

While older companies have a tough time with transformation, the good news is that newer companies like Facebook have been agile right from the start. Over the next decade, success of these newer companies will establish the culture for the whole industry.

As someone who creates tools for Agile and Lean project environments, please tell us what according to you is the most important: the tool or the expertise of the project manager?

Of course the expertise of the people in the project is the primary criteria for success. Where tools will help is in aiding decision making so that people (both within the team, and management) have better insights to take better decisions. 

This questions also leads to an interesting difference between agile project management tools and traditional project management tools. In agile, a lot of decisions are taken by the self-organized teams. Hence the tools need to be able to support the needs of the team. If the team decides that the tool is an overhead or is not adding value to them, then it becomes worthless. By contrast, the primary need of traditional tools is targeted towards managers, who are the decision makers to micromanage the team. 

A big problem is when an agile tool is used in a traditional way – i.e. the team does not feel the value, but is forced to use it so that the managers can micromanage them. My personal opinion is that tools that encourage this behavior rarely lead to truly agile culture. 

Tell us why you decided to create your software and did you use agile way of managing it while n development?

The previous answer has some insight into why we launched our tool. We saw that many organizations implemented tools which support agile mechanics, but not the agile mindset. Such tools get deployed, teams hate to use them but are forced to do so because the management doesn't trust the team and wants to control exactly what is going on in the team. Well, guess what? The team only updates the tool rarely and the data is unreliable so it helps nobody. This does not help build an agile culture. 

What we wanted to do was to build a tool that a team will find easy to use and useful for their own self organization. Basically, we took traditional, proven methods that teams use in a physical space -- card walls, task boards, story maps and so on, and made them available in an electronic format. This gives the benefit of electronic tools, while still being in a format that teams find useful for themselves. 

What according to you are the 3 qualities that every Agile Project Manager should have?

First, curiosity to keep learning. Secondly, soft skills to connect with people (within the team and outside) and build relationships. Finally, the ability to influence people and drive change and improvement. 

I haven't said anything about knowledge of agile. This is easy to learn, and anyone can learn what a product backlog is and how a particular process works. But the qualities above are difficult to train, and very crucial for agile success.

If someone new, stepping into Agile Project Management asked you about the 3 books to read, what would you recommend?

My favourite three books are:

1. Agile Software Development -- Alistair Cockburn (Quick note: This book isn’t about agile, but methodologies in general. It’s a great background about how and why agile works, but perhaps not what you are looking for if you want to know specific mechanics like how to story point a story)

2. The principles of product development flow -- Donald Reinertsen 

3. Kanban -- David Anderson

Where can someone find the link to your software and your books?

My site is at http://toolsforagile.com. I blog at http://toolsforagile.com/blog/ , 

I've also been a contributor to this book - http://amzn.to/beyond_agile

Thank you very much for your time.

Interview with Laura Dallas Burford

I hope all of you are having an amazing year 2014, today we interview Laura Dallas Burford; who is a vision mover with domestic and international experience who focuses on partnering with management by aligning strategy and projects. She has experience with big four consulting organizations; was a managing director at a start-up international technology consulting organization; and currently is the owner of LAD Enterprises, a management consulting company. Over her career, she has worked for or provided consulting advice to several Top 100 corporations and led numerous large multi-million dollar information technology and business improvement programs, outsourcing efforts, start-up initiatives, and project turnarounds. Currently, she provides project related services and training to assist organizations in realizing their goals and is a Certified Project Management Professional (PMP®

Please tell us how you became a project manager?

I became a project manager early in my career. I was in a management-training program at top US Corporation and working as a programmer/analyst when a project manager resigned. Because of my experience, Management felt I could do the job and assigned me the role of project manager for a cost accounting system. It was great experience but in the early 1980's, project management was not a specialized field of study. Outside of information for engineers on managing projects, there was with limited information for business or technical project managers so much of my project management training was on the job.

What has been the most challenging for you as a project manager? 

This is a tough question because every project has its own challenges. Two common project management issues that I continually struggle with are estimating the level of effort and duration when working with a team of all part-time team members, a topic discussed in the book, and working with first time project team members with limited or no project management knowledge, which is one of the reasons for the book.

However, as a project leader, I have found the most challenging aspect of project management is the building a productive and high quality team. Every project manager has been trained to build a team with the right skills and knowledge. Every project manager strives to have a team that works towards a common goal. However, building the right team is more than assigning people with the right skills and knowledge because the best teams are those where all team members feel that they are making a meaningful contribution and are satisfied with the job. To create such a team takes time and requires communication, collaboration, and compromise with a project sponsor, potential team members, functional managers, and even corporate human resources. Not assigning a person to the team, even if they have the right skills and knowledge, can be the best and right option for both the person and project.

What was the most challenging project you even managed and why?

My most challenging project was writing and getting Project Management for Flat Organizations published because I moved from the role of project manager, managing my writing efforts, to becoming a client of the publisher with client expectations. I was looking at the production effort as a project, a unique event with a specific start and end date while the publisher considered the effort an operational activity. As the book progressed through the production process, different people became involved and the understanding of expectations changed highlighting the importance of communicating.

 
Your recent book "Project Management for Flat Organizations" is one of ten winners of the 2013 Small Business Book Awards. Why did you decide to write the book?

The idea to write this book developed over time and is based on experiences with client projects and project management courses I teach. The attendees in the courses vary but tend to be new project managers with little or no formal training in project management, project team members, business leaders, functional managers, and project sponsors—all of whom are looking for something to assist them with their job so that they can successfully define, plan, and work a project.

Among all the available project management books, why do you think this is the one that will help newbies understand what they need to know about project management?

My book provides a simple, no-nonsense, cost-effective approach to project management. It explains the fundamentals of project management and then walks the reader through the entire project life cycle from management concept to completing the project. The book focuses on three critical activities: the first key activity is the defining of the project outcome and the recording of that definition in a scope statement (or project definition); the second activity is to plan what needs to be done and create a project plan documenting what needs to occur to accomplish the outcome; and the third activity is to “work the plan,” successfully delivering the outcome with the aid of a status report.

The book does not focus on nor was it written for people focused on sitting for a certification examination; rather it is a basic book that a person new to project management can understand and use as a reference tool when managing any type of project.

It appears that the 7 sections and 22 chapters cover everything that a person working on a project needs to know about project management.  Was this your goal? 

Use of the work “everything” suggests comprehensive coverage of project management. This was not my goal though I intended to provide a comprehensive introduction to project management for novice readers. The book builds on three critical activities—defining the project; planning the project; and working the plan—and is divided into 7 sections with 22 chapters. Each chapter is short and easy to read enabling the reader to focus on the chapters that are important to him or her without reading the entire work.

The beginning of each section provides an overview of information to be covered, a brief explanation as to the importance of the section, and a description of each chapter within the section. Each chapter starts with a list of the subjects covered, and ends with a review of key points and step-by-step instructions. The theory of the subjects is introduced and then, using examples, visual aids, tools, and techniques, the chapter walks the reader through applying the theory. Included in the chapters are short stories, scenarios, suggestions, reference tables, questions to consider, and guidelines intended to illuminate the subject, issues, or skills.

Where can your book be found, if someone wants to purchase.

The book is available from J. Ross Publishing, Amazon, Barnes & Noble and any Indie Book Store. Reviews of the book can be found on Amazon’s site .

A downloadable copy of Chapter 7: Define the Project Scope and three free downloads, known as WAV files, associated with the book:
•Project Management Word Templates (templates that are referenced throughout the book)
•Selecting a Project Management Software Application—A Whitepaper
•Ten Steps to Create a Project Management Methodology—A Whitepaper
are available at J. Ross Publishing Sign-in is required for the WAV files.

Additionally, the book is available as an e-book (i-bookstore)

Thank you Laura.

What does project management mean to me?

Project management for me as with everyone else is all about managing projects.

Obviously how projects are managed and how you want to reach your goal depends on how you look at it.

Project management has always been a journey for me, where I have learned every single day from my work, from my team and from my mentors. It’s been more about people for me than managing work through tools.

    

    

When I started working in project management for the first time, I was part of a small service based IT organization in Chicago (US). I soon learned that people management skills were the most useful because it helped me create the connection with my clients and more trust I had from them, I could understand the expectation and always deliver more. I also knew that it also helped me work better with my offshore team, one I knew the local language and second I ensured everyone felt I was one of them. This allowed me to get to know of the real problems and not sugar coated facts when required. In return I could manage my requirement, delivery and clients better.

The way you treat your team always is the way team will treat you. When we worked under tight deadlines, team members took the initiative to stay back and get the work done. Not because they had to because they felt they were part of a bigger picture. Plus working in a small organization also means there is lesser capacity and always more work to be done. Handling situations specially tough ones, teach you a lot more because you are forced to think out of the box.

Agile project management which has gained much popularity talks so much about the transparency, efficiency, collaboration, cultivating team environments and adapting to the need- this is how I have always run my team and projects. And definitely this is the way I have learned from my mentors.

Project management for me is being successful and helping others become successful at what they are doing. It’s about understanding what makes everyone click and create amazing team dynamics where everyone grows and trusts each other.

It’s about taking the stress, so your team feels secure. It’s about creating an environment where there is lesser politics and more appreciation. It’s about supporting your team members no matter what. And it is about accepting the challenge and knowing that it won’t be easy and get up every morning and be happy to take up the role. It is about the stress, the tight schedule, the pressure to deliver, to handle problems, to be responsible, to be accountable for all failures, to work on weekends, to have sleepless nights, to smile and assure even when you are paranoid, to be there when all you want is to go home and still keep the role.

P.S. This post is published as part of a first ever project management related global blogging initiative to publish a post on a common theme at exactly the same time. Seventy four (74!) bloggers from Australia, Canada, Colombia, Denmark, France, Italy, Mexico, Netherlands, Poland, Portugal, Singapore, South Africa, Spain, UK and the USA have committed to make a blogging contribution and the fruit of their labour is now (literally NOW) available all over the web. The complete list of all participating blogs is found here ...so please go and check them out!

(Pic Courtesy)

The Broken Glass Theory: And What You Can Do About It

The Broken Glass Theory was introduced in 1982 by social scientists in Atlantic Monthly which says if there’s a broken window in a building, chances of breaking more glasses has a higher chance than in a building with no broken glasses. 

So as project managers, the goal is simple- fix things as soon as possible lest the rest of it gets broken too.

When you look from a team perspective, the goal is to ensure if you find something broken or out of order, address it immediately by having a one on one with the team member and seeing how you can help in the process.  The problem with not fixing the problem is that it will become a bigger problem when its gets too complicated to handle it and will create a furor in the team environment.

If you see the from organization culture point of view, not resolving or looking into the issues make it evident to the rest of the team that its okay to engage in these disruptive actions and management accepts it. This definitely send a wrong signal.

Address the trouble maker immediately and send the right message to your team, to ensure the process and work culture stays in place.

However, there is another research which shows that the Broken Glass Theory doesn’t work and the theory works because of dependencies because of some other action that took place.

Whether this reduces the crime rate or not (theory comes from criminal perspective), it definitely makes sense from the team handling. Leave a team with problems and it will only grow bigger and unmanageable.  

(Pic Courtesy: Google Images)

Accidental Project Manager

It’s July and I am back!

Yesterday one of my friends came over to talk about project management. He has been working as a developer for a while now and suddenly is the project manager overlooking a co located team of 36.

Obviously, he is nervous. Doesn't know where to begin. And wants to know what project management is and if he can actually pull off being one.

So, here are 5 tips for you if you are in similar situation like him.

• Analyse the situation- If you have been pushed to the role and you are not ready for it, give it a try. There’s no harm in trying it out. If you are very confident, that is isn’t the career path you want to take- be clear about it. Like my friend wants to be an architect, but is ok to give this opportunity a try. To look for inspiration hear what other project managers are saying.
• Prepare- The sudden push can get you into a panic attack, however, getting in touch with someone who has been doing this for a while is the best solution you can have. Plus have a mentor to guide you through the process. 
• Read up- Certifications might be important if your organization wants you to have one, however before you even go into it, research the what’s available in the market and the finalize it. Don’t rush into certifications. Instead look into blogs and websites which provide you with a plethora of options to learn up easily from.
• Learn about expectations- Find out why you have been chosen to take up the role, find what your team expects from you along with the primary stakeholders. Your knowledge of the expectations and role might give you a clue to better direction. 
• Take a risk- Don’t be afraid to give it a shot. Turns out, it will also make you happier  

Get some free goodies from here, if you already haven’t .

To know more about project management read my book Stepping into Project Management (Welcome to the #PMOT World). To connect with experienced Project Manager's from all over the world, get mentored or shadow for a day see the SIPM Community.

Interview with Agile Coach Derek Huether

Derek Huether is a Agile coach and over the last 25 years has held titles like U.S. Marine, Start-Up Founder, Project Manager, and Federal Government Project Management Office (PMO) Advisor, helping start-ups, private corporations, educational institutions, and government agencies. He has been involved with the PMI-ACP development process since the PMI North American Congress in 2010 and has transitioned to a new role as Co-Lead of the PMI-ACP Support Team. His book "Zombie Project Management" is available on Amazon.

How did you move into Agile Coaching? 
I used to be a traditional project manager, doing my best to deliver software projects following a waterfall process. I could do it but it wasn't easy.  I discovered taking a disciplined iterative approach got more to the customer earlier.  In the end, I was able to have more "successful" projects, leveraging iterative and incremental approaches.  I began evangelizing these methods to my customer.  Over time, I realized I could do more good if I coached more organizations than just a few internal teams.  And so began my coaching career.

When you are working with teams and organizations  and transforming them into an Agile organization, do you see a lot of resistance specially if they are moving from waterfall methodologies? How do you handle those situations?
I've always seen pockets or resistance, regardless of how badly an organization or team say they want to become an "Agile" organization.  If waterfall is working for them, I'm going to ask why they think Agile will work better.  Depending on the culture, they may have limited success trying to leverage Agile.  As the character Morpheus said to Neo in The Matrix: ...I can only show you the door. You're the one that has to walk through it.   They hire us to show them the way.  I can't force them to change.

What according to you, is the ONE quality that Agile coaches shouldn't have?
Dogmatic beliefs

As a co-lead for the ACP Support Team for PMI; how do you think getting the PMI- ACP certification creates a differentiation for a professional from other available certificates in the market. How important is a certificate?

If you're looking for a new job, unfortunately, certifications are what HR departments are using to find people, rather than actually seeing if they are a good skill and personality fit.  As certifications go, I think the PMI-ACP is well balanced and I like the fact that you need previous Agile experience in order to quality to take the exam.  Some other certifications don't require any previous experience but HR departments either are unaware of this or don't care.  One differentiator of the PMI-ACP is that it certifies you as a Practitioner, not a Master or Professional in the given domain.  

How should a team get ready for a transformation, so they are ready to co-operate with the coach and participate in the change?
They just need to be receptive to change.  They need to have an open mind. They need to be honest with themselves and the coach.

Pic Courtesy: http://thecriticalpath.info

Changing to Agile: How to handle the move

When you or your organization is trying to implement something new: a process, new rules, new way of working; there will always come with the good and the bad. There will be too much enthusiasm from some, and negativity from others.


However, when you have to get something done, you better be prepared and get it done. If it’s about implementing Agile here are some things that will help you get through the storm:

• The Non- Believers- change is difficult for most and it’s okay to have a percentage of non-believers. They are the ones:
• Who will question your every move
• Have a comment every 10 minutes
• May be even be vocal to the extent they question how it will help their team or organization
• Sometimes a bit rude

Having them will always keep you on your toes and it’s a good thing initially, don’t get frustrated by their behavior  the attitudes or even the negative comments. Take it up as a challenge, prove them wrong and they will come around.

• The Team Members- The team members will size you up, look for your weaknesses,  find a way to make sure you snap and be on your side while they bash you publicly. There are 3 kinds of team members:
• The receptive ones- some of them will be open to the change and ideas that you bring. They can be the one who are frustrated with the way the team/organization has been working so far. They are also the one who want things to improve, in a way there are the positive influencers and on your side. Always keep them happy and listen to them.
• The shrug(gers)- they are ones who will shrug their shoulders every time you ask for a suggestion or opinion. They don’t care about their team, they are the ones who focus on themselves and their work and their sentences start with “i”. Watch them closely and find ways to learn more about them. 
• The blockers- they start every sentence with a negative vibe, they ensure their opinion is always heard, are attention seekers and will try to find ways to block your work and ensure it fails.

• The Scrum Master- If the organization has been using Agile, scrum masters are already there and most of the majority might not be very co-operative from the very first day. Everyone has a style of their own and the last thing they want is someone from outside to come and tell them what to do. The best way to deal in such situations is to:
• Just be an observer for the first sprint- don’t interfere in their way of working. Let them be. Instead look up the backlog and find ways to make relevant conversations happening. Ask why a task is blocked, or why it isn’t updated etc. This will open up a conversation without interfering with their work. The goal is to have the scrum master talk to you and start listening to you. When in doubt, the SM will ask for suggestions- give suggestions which are open. 
• Don’t over ride the SM in front of the team- let the SM be the one in limelight. Let the SM feel that you as a consultant or coach are not a threatening them in any way. 
• Be on the side of the SM- talk often on a one to one basis with the SM to discuss any concerns from both sides. Objective is to ensure the SM is talking more than you are.

• The stakeholders- like most team members stakeholders differ in their opinion. Some have sponsored the change, some want to have it because everyone else is doing it and some give in because they don’t want others to think they are the negative ones.

• Stakeholders while going through transformation are 3 types:
• Confirmed- the confirmed stakeholders are those who are sponsoring the transformation. These are the names that are known to you, who will meet you from the initial days and is your support for the transformation.
• Floaters- these stakeholders come and go. They are the stakeholders who will support, however you need to convince them that the change is going good. 
• Hidden- these stakeholders are those whom you need to find out. They might not be the official stakeholders, but these are the people who can influence the primary stakeholders. So keeping them informed and buying in their support might be a great way to get the go ahead light and support in the transformation process. They will help you when in problem, find you the right person to talk to and even personally take the initiative to support you in every possible way. These stakeholders are the most difficult to find and are the most useful.

Bottom line, keep your eyes and ears open and it’s all about handling your team and the individuals than anything else.

To learn more about project management read my book Stepping into Project Management (Welcome to the #PMOT World). To connect with experienced Project Manager's from all over the world, get mentored or shadow for a day see the SIPM Community.

Pick the right person to mentor

To learn about how to get into project management read my book Stepping into Project Management (Welcome to the #PMOT World). To connect with experienced Project Manager's from all over the world, get mentored or shadow for a day see the SIPM Community.

How he got his PMP: An interview with Jean-Luc

Jean-Luc has been an IS/IT professional for more that 10 years. He holds a MEng in Telecommunications and a Master degree in Electrical Engineering. Since the early stages of his career, he's been delivering projects for Fortune 500 companies. He is a PMP and if not diving deep into business objectives to frame a vision or solve problem, he can be found scuba diving. He has numerous certifications from entry level to instructor in recreational and technical scuba diving

He can be found at his twitter handle @LatyrF.

Please tell us what inspired you take the PMP exam? How many months did it take you to prepare?

I found out about PMP and PMI on LinkedIn four or five years ago. This certification was nearly unknown in France (nothing on Job Ad). Two years ago, things had evolved and as I re-entered the job market I started having a closer look. Not being PMP did not stopped me to get a new job in an organisation that is promoting the PMP certification along its Project Managers. I then took the plunge and volunteer to fill an empty seat on a PMP BootCamp.

It took me a rough 7 calendar months from initiation to closing, but I really prepared during 2 to 3 months. 

Would you share your schedule for your preparation?

The BootCamp was in June or July 2012 and my original intent was to sit for the exam in September. I started studying but not on a regular base. I let myself being to polluted by my job.

I started the BootCamp without even opening the PMBOK yet after 40 contact hours, the trainer told me that I could take the exam in a month. I did not felt that confident and started really working with the PMBOK along with study materials (book and questions) from Rita and TSI.

At the end of the year, the trainer tried to convince me again that I should go for it but it was not the right time for me. When PMBOK 5th was announced I gave to myself the deadline: March it will be and March it has been :-)

What was the most difficult thing during preparation?

Getting out of work and allowing decent amount of time to concentrate and study on a regular basis. Studying fortnightly one or two process does not get you anywhere.

One must focus and study very seriously on a daily basis compressed in a short period of time after reading once the PMBOK (this can take time the 1st time to digest the content).

Any 3 tips you would give to the readers, what they should do to prepare well for PMP?

1. Read the PMBOK completely. This book has tons of information and prepares your mind to understand the concept of what PMI believes to be Project Management. Read the Appendix F summary and the Definitions in the Glossary. 

I have read it once in the way it is structured and then I have read it twice process by process in a logical order as if I was going through my project from initiating to closing.

2. You need to understand the basic concepts, knowledge areas, process groups and the Mapping to know by reading the question where you are in the project at any particular point. There is no need to memorize all of the ITTO’s but you need to know the important ones.

3. Practice, practice and practice again! Get Prep Questions and Exam simulator and test yourself. I used the questions from Rita Mulcahy. Try to score between 80 and 85% for super confidence yet below that you can still pass the exam. 

Practice also your brain dump that must include formulas, the 42 processes, the types of contracts, etc. 

How does it feel now that you are a PMP?

I can't tell why as it is a bit irrational for with my education background yet I feel proud and also more knowledgeable.

Studying the PMBOK was a unique opportunity to assess the way I was managing project with what is generally recognized as the best practices. It was also a chance to hover a bit above the dust of daily work and identity areas of improvements and/or better interest. It's also a responsibility as these 3 letters after your name set a level of expectation.

Thank you

To learn  about  how to get into project management  read my book Stepping into Project Management (Welcome to the #PMOT World). To connect with experienced Project Manager's from all over the world, get mentored or shadow for a day see the SIPM Community.