Here’s the first part of the next series of five abstracts from articles about the Top 10 Obstacles to Project Success from the MüTō Performance Corp. survey many of you participated in a few weeks ago. To read the Full Article click here!
And now, we bring you the most recently disquieting subject of a Challenging Schedule!
One of the interesting changes between last year’s survey and this year’s, is the movement in the obstacle we know as the challenging schedule. In 2008, our respondents claimed it as obstacle #8, this year over 78% of our respondents voted it obstacle #2!
There may be many reasons why this obstacle is critical for most of our respondents, and some may seem obvious. Project managers are feeling the pressure to finish projects on-time, but by and large, they feel the time allotted is insufficient.
There’s only one true definition to this obstacle and that is that the date for delivery of the project’s solution makes it difficult to deliver on time. By definition however, according to any reasonable project process, the date of delivery of a project is a function of the project’s planning process.
Sounds good. This may have been the case last year, but this year, our respondents are claiming that the date of a delivery of a project is actually a requirement instead!
Comment away!
Wednesday, May 6, 2009
Thursday, April 16, 2009
There's Nothing Creepy About Scope Creep!
When 83% of our survey participants responded that scope creep reared its ugly head on almost every one of their projects, we immediately said, "here we go again!" Scope creep is the scapegoat for most of our troubles with projects. Our analysis showed that there are two types of changes to the scope of a project; those that are legitimate, and those that are illegitimate.
Each has its own impact, causes, early detection symptoms, and solutions. Suffice to say, that illegitimate scope creep must be stopped, and legitimate scope creep must be managed effectively otherwise, the obstacle will manifest! Legitimate scope creep cannot possibly damage your project, so let's be careful about blaming it for our project's demise.
We may not like where the blame winds up sticking.
For the FULL ARTICLE, CLICK HERE!
For a complete listing of MüTō Articles, CLICK HERE!
Each has its own impact, causes, early detection symptoms, and solutions. Suffice to say, that illegitimate scope creep must be stopped, and legitimate scope creep must be managed effectively otherwise, the obstacle will manifest! Legitimate scope creep cannot possibly damage your project, so let's be careful about blaming it for our project's demise.
We may not like where the blame winds up sticking.
For the FULL ARTICLE, CLICK HERE!
For a complete listing of MüTō Articles, CLICK HERE!
Tuesday, April 7, 2009
2009 Results of the Top 10 Obstacles to Project Success
Here are the new rankings from the "Top 10 Obstacles to Project Success" survey. We received appreciation for our ongoing efforts, and confirmation from participants that our list captured the essence of the obstacles to project success faced by Project Managers, Team Leaders, Program Managers, and Senior Management. Here are the results listed in order of frequency;
#1: Changes to project scope (scope creep) Same as last year!
#2: Insufficient time to complete the project (up from #8 last year!)
#3: Resources are inadequate (excluding funding)
#4: Inadequate project testing
#5: Critical project tasks are delivered late
#6: Key team members lack adequate authority
#7: Insufficient project funding
#8: Critical requirements are unspecified or missing (down from #2 last year!)
#9: Key team members lack critical skills
#10: Project sponsor is unavailable to approve strategic decisions (down from #3 last year!)
We've had some interesting changes between the 2008 and 2009 surveys. Obstacles such as the Challenging Schedule, Invisible Requirements, and most notably, The Disappearing Sponsor have moved in their ranking.
What do you think causes these obstacles? What are some potential solutions?
Upcoming blogs; We have interesting information to share about how the obstacles were ranked by individuals from different regions of the world, early detection symptoms, and mitigation strategies.
We want to hear from you feel free to comment!
#1: Changes to project scope (scope creep) Same as last year!
#2: Insufficient time to complete the project (up from #8 last year!)
#3: Resources are inadequate (excluding funding)
#4: Inadequate project testing
#5: Critical project tasks are delivered late
#6: Key team members lack adequate authority
#7: Insufficient project funding
#8: Critical requirements are unspecified or missing (down from #2 last year!)
#9: Key team members lack critical skills
#10: Project sponsor is unavailable to approve strategic decisions (down from #3 last year!)
We've had some interesting changes between the 2008 and 2009 surveys. Obstacles such as the Challenging Schedule, Invisible Requirements, and most notably, The Disappearing Sponsor have moved in their ranking.
What do you think causes these obstacles? What are some potential solutions?
Upcoming blogs; We have interesting information to share about how the obstacles were ranked by individuals from different regions of the world, early detection symptoms, and mitigation strategies.
We want to hear from you feel free to comment!
Wednesday, April 1, 2009
The Top 10 Obstacles to Project Success!
Its time again to gauge the obstacles to project success! Last year over 1,000 project managers from all over the world participated in a MüTō sponsored survey and answered a question we posed, "What obstacles stand in the way to project success?"
MüTō compiled the answers and identified ten frequent themes. We labeled these, the "Top Ten Obstacles to Project Success":
#10. A skill set challenged team
#9. Delegated responsibility unrelated to authority
#8. Challenging schedule
#7. Minimal or non-existent testing
#6. Tardy delivery of project tasks
#5. The resource challenge
#4. The finance challenge
#3. A disappearing sponsor
#2. Invisible requirements
#1. Spontaneous requirements
This year we thought we would take a different tack. Based on your experience, we would like you to rank the frequency of each of the "Top Ten Obstacles to Project Success." Click the link below to take our three minute on-line survey.
After April 1st we'll report the findings to you. We will invite you to join us in our ongoing discussions as we examine each obstacle separately. We'll be discussing the reality of how each obstacle manifests, talk about the early detection of their symptoms, as well as discuss potential mitigation.
The emails will be supported by a blog-spot for you to post your own impressions. The best thing about this is...ITS ALL FREE!
We appreciate your time, and look forward to your participation!
Just click on the following link at start your survey!
http://www.surveymonkey.com/s.aspx?sm=EivPdlXieQPtydoU8o2tjg_3d_3d
MüTō compiled the answers and identified ten frequent themes. We labeled these, the "Top Ten Obstacles to Project Success":
#10. A skill set challenged team
#9. Delegated responsibility unrelated to authority
#8. Challenging schedule
#7. Minimal or non-existent testing
#6. Tardy delivery of project tasks
#5. The resource challenge
#4. The finance challenge
#3. A disappearing sponsor
#2. Invisible requirements
#1. Spontaneous requirements
This year we thought we would take a different tack. Based on your experience, we would like you to rank the frequency of each of the "Top Ten Obstacles to Project Success." Click the link below to take our three minute on-line survey.
After April 1st we'll report the findings to you. We will invite you to join us in our ongoing discussions as we examine each obstacle separately. We'll be discussing the reality of how each obstacle manifests, talk about the early detection of their symptoms, as well as discuss potential mitigation.
The emails will be supported by a blog-spot for you to post your own impressions. The best thing about this is...ITS ALL FREE!
We appreciate your time, and look forward to your participation!
Just click on the following link at start your survey!
http://www.surveymonkey.com/s.aspx?sm=EivPdlXieQPtydoU8o2tjg_3d_3d
Tuesday, January 6, 2009
Managing Teams...I thought I had it figured out!
Question: Managing teams...I thought I had it figured out!
Team work...we know it takes this to accomplish work and drive the organization to success, day after day. And to make it work, we keep things straight, we communicate, we mentor, we give them opportunities, we keep the expectations realistic, address negativity and reward sucess (this is only indicative of the diverse things that go to manage teams).
And yet, I have came face to face with a member who disagree with his reward and position in the team. And where no level of persuasion or real talk makes a difference to the member's point of view. And this has its downside effect for the team. My question then is: Is this inevitable? Or am I missing something here that I could have done? And what could be done once such a situation comes to fore? I solicit your perspective on this.
MüTō Response:
You are not alone, and you are not missing anything. Based on your description, you are more advanced than many managers, especially in the concept of 'rewards'. Lets call it motivational management.
I wonder, do you really know the individual that is complaining. It appears that this individual is not 'happy' with the reward he has reveived for a job well done. If so, the question I have is was the reward an appropriate one for him? You see, motivation comes in many colors, shapes, and sizes. What works for one individual, does not work for another. Often times we as managers make the mistake of attempting to motivate our associates with rewards that are generic across the board. This is easy for us, we do one thing, and it should reward everyone! (coffee cards, bowling, pizza party, donuts...etc.)
Well, what happens if there's that one person who doesn't drink coffee, or hates bowling shoes, or is adverse to pizza, or cannot eat donuts? In fact it could be said, we De-Motivated them. That's a terrific problem, isn't it. Here we are doing the right thing....and someone gets pissed off.
Instead, what if we took a little longer just to get to know the people that work for us. We might find that the bowling party is not the best thing to do. Instead, it might be a half day next Friday.
The point is...this way, we would know and we could positively motivate our employees, and not fall into the accident of demotivating.
But there's more. You mentioned the individual does not agree with his position on the team. This cannot be helped...or can it? Lets assume it cannot. ie: You have no choice, the person took a job, and now does not want to do it, and feels he should be promoted.
This is a serious issue. This person wants something that will not happen. At this point a seious roles and responsibility conversation must be undertaken. The team member must be contracted to his job.
If they refuse to do it, what is the option? As a Manager, we must always face the fact that we may have to let people go. This is an example of one. Instead, what if the situation is, the individual is unhappy with his personal situation?
Well, that's a coaching opportunity. We should remember that one of our jobs as managers is to see our teammates grow. We have to be there to support growth. Perhaps its time for this individual to grow out of his position into some other position, department, or company. That's a good thing, not a bad thing.
In any case, I would recommend a strong sense of accountability when discussing these topics with the individual. Its not persuasion that will win the day, its the fact that you will have to hold this individual accountable for whatever agreements you strike up. As you must with all your teammates.
This alone will keep your team solid, and will put you in the best position to be accountable to them for their growth, and progress. Hope that helps!
Lou G
Team work...we know it takes this to accomplish work and drive the organization to success, day after day. And to make it work, we keep things straight, we communicate, we mentor, we give them opportunities, we keep the expectations realistic, address negativity and reward sucess (this is only indicative of the diverse things that go to manage teams).
And yet, I have came face to face with a member who disagree with his reward and position in the team. And where no level of persuasion or real talk makes a difference to the member's point of view. And this has its downside effect for the team. My question then is: Is this inevitable? Or am I missing something here that I could have done? And what could be done once such a situation comes to fore? I solicit your perspective on this.
MüTō Response:
You are not alone, and you are not missing anything. Based on your description, you are more advanced than many managers, especially in the concept of 'rewards'. Lets call it motivational management.
I wonder, do you really know the individual that is complaining. It appears that this individual is not 'happy' with the reward he has reveived for a job well done. If so, the question I have is was the reward an appropriate one for him? You see, motivation comes in many colors, shapes, and sizes. What works for one individual, does not work for another. Often times we as managers make the mistake of attempting to motivate our associates with rewards that are generic across the board. This is easy for us, we do one thing, and it should reward everyone! (coffee cards, bowling, pizza party, donuts...etc.)
Well, what happens if there's that one person who doesn't drink coffee, or hates bowling shoes, or is adverse to pizza, or cannot eat donuts? In fact it could be said, we De-Motivated them. That's a terrific problem, isn't it. Here we are doing the right thing....and someone gets pissed off.
Instead, what if we took a little longer just to get to know the people that work for us. We might find that the bowling party is not the best thing to do. Instead, it might be a half day next Friday.
The point is...this way, we would know and we could positively motivate our employees, and not fall into the accident of demotivating.
But there's more. You mentioned the individual does not agree with his position on the team. This cannot be helped...or can it? Lets assume it cannot. ie: You have no choice, the person took a job, and now does not want to do it, and feels he should be promoted.
This is a serious issue. This person wants something that will not happen. At this point a seious roles and responsibility conversation must be undertaken. The team member must be contracted to his job.
If they refuse to do it, what is the option? As a Manager, we must always face the fact that we may have to let people go. This is an example of one. Instead, what if the situation is, the individual is unhappy with his personal situation?
Well, that's a coaching opportunity. We should remember that one of our jobs as managers is to see our teammates grow. We have to be there to support growth. Perhaps its time for this individual to grow out of his position into some other position, department, or company. That's a good thing, not a bad thing.
In any case, I would recommend a strong sense of accountability when discussing these topics with the individual. Its not persuasion that will win the day, its the fact that you will have to hold this individual accountable for whatever agreements you strike up. As you must with all your teammates.
This alone will keep your team solid, and will put you in the best position to be accountable to them for their growth, and progress. Hope that helps!
Lou G
Seminal Text on the Subject of Performance Management
The Question asked: Can you recommend seminal texts/ resources on the subject of performance management? Especially relating to strategy formulation, alignment of management and employees with strategy and the 'how to' of performance measurement.
MüTō Answer:
Have you read "The Art of War" by Sun Tsu (Tse). Its an ancient document, but very good at defining what exactly strategy, leadership, and management is. It's metaphor is ancient warfare, specifically in Feudal China. However, its lessons can be applied to modern times with great accuracy.
Another great read is Ken Blanchard's "One Minute Manager".
In both cases, read between the lines, and formulate your own thoughts. Following a cook-book is not a good way to go, emulating someone elses style will only lead to great failure, unless that other person's style also happens to be your own.
Most important, remember that strategy formulation is very different from Alignment of management and employees with strategy (leadership), to the 'how-to' of performance management (basic management.)
All three depend tremendously on accountability. However, one cannot have accountability unless they are motivated, so, a manager's job is to motivate accurately, and adeptly. But without knowing their part in the strategy, this will go no where.
So, a Leader must be able to communicate to his managers, and in turn to their directs, effectively, and efficiently. Without this they will surely fail. There are many texts that dance around these subjects, any one of them is GREAT! So long as you can relate to it. But remember, without being able to communicate, motivate, and hold people accountable...all of those checklists, texts, and resources only work some of the time.
Might as well play lotto.
Thanks for the Question!
Success is not by chance!
Lou G
MüTō Answer:
Have you read "The Art of War" by Sun Tsu (Tse). Its an ancient document, but very good at defining what exactly strategy, leadership, and management is. It's metaphor is ancient warfare, specifically in Feudal China. However, its lessons can be applied to modern times with great accuracy.
Another great read is Ken Blanchard's "One Minute Manager".
In both cases, read between the lines, and formulate your own thoughts. Following a cook-book is not a good way to go, emulating someone elses style will only lead to great failure, unless that other person's style also happens to be your own.
Most important, remember that strategy formulation is very different from Alignment of management and employees with strategy (leadership), to the 'how-to' of performance management (basic management.)
All three depend tremendously on accountability. However, one cannot have accountability unless they are motivated, so, a manager's job is to motivate accurately, and adeptly. But without knowing their part in the strategy, this will go no where.
So, a Leader must be able to communicate to his managers, and in turn to their directs, effectively, and efficiently. Without this they will surely fail. There are many texts that dance around these subjects, any one of them is GREAT! So long as you can relate to it. But remember, without being able to communicate, motivate, and hold people accountable...all of those checklists, texts, and resources only work some of the time.
Might as well play lotto.
Thanks for the Question!
Success is not by chance!
Lou G
Subscribe to:
Posts (Atom)
