Getting Into The Game

tips for new PM's

I believe there may be hundreds of great tips for new project managers which could be rotated into a short list of 'top tips' for a given project size, complexity, industry, timeline, etc.  To begin with, it really helps if you already enjoy structure and process and organization; and are able to retain the importance of small building blocks while maintaining focus on the big picture.  If you struggle communicating with people in different functional roles at varying levels, if you get frustrated with change or in influencing those responsible for implementing it, the road will not be an easy one.  Most procedural elements of project management can be taught or learned, but not all; the right approach and attitude are two less tangible qualities which will make a big difference to success.

Knowledge of the industry and/or subject matter help greatly for both context and credibility, as does a basic appreciation for corporate politics and human psychology.  Accreditation is a foot in the door, but does not directly determine quality or success.  But for a new PM about to be illuminated by the spotlight of team and stakeholder scrutiny, I'd offer these five tips (un-ordered and un-weighted):

• understand exactly who all the primary players are and their respective influence on the project, from stakeholders to sponsors to regulatory bodies to functional leads.

• seek out and apply lessons learned, best practices, templates, tools, etc (reinventing the wheel is one of the biggest time-wasters and cause of preventable errors and delays).

• collaborate in planning, then mind the critical path;  identify for yourself and your project what I refer to as a touchstone you can look to in times of uncertainty - a big-picture goal, or guiding principal or philosophy that immediately lights the way to your answer.

• trust functional leads to know their deliverables, and be the supporter and enabler they need to meet schedule, quality and budget expectations;  empower rather than becoming the project police.

• don't sweat it.  change will happen and satisfaction will wain and trust will be tested but these are more common than you might have expected and are rarely personal reflections (oh, but don't screw up....)

But keep in mind the following corollaries:
- logic alone rarely wins an argument;
- when given an estimate, multiply by 2 and add 5;
- change will happen while you're changing the changes from the latest change;
- satisfaction is typically a U-curve (don't make it an L-curve);
- patience is a virtue;
- time does, it seems, speed up as a deadline approaches (a corollary to Pareto Principal that 80% of the results come from 20% of the effort);
- the path of least resistance is the one always chosen whether it leads to the planned result or not;
- agreement does not necessarily result in compliance;
- the key resource you were promised will be promised to the next important project;
- your 'dedicated' resources are likely allocated outside your project as well;
- praise often goes to the team when a project is successful;
- blame often goes to the PM when off track or unsuccessful.

A Shout-out To The Bleachers

Who's cheering for you?

I'm choosing to start by raising a topic less quantifiable in the carefully tracked and measured world of the Project Manager.  I recently came across an effective way to conceptualize what truly motivates people, and why we think the way we think and do the things we do.  A condensed interpretation of an MCN article by Mark Barnes follows.

Essentially each of us has a cheering section in our heads, passing judgement on everything we do (a kind of Freudian 'super ego').  It is made up of influential people in our lives from birth to current events; typically mother, father, siblings, teachers, friends, mentors and heros, but also bullies, old bosses, your arch enemy and other 'frienemies'.  Further, they all manifest your own distorted impression of themselves and the world, comprised of how you believe that they would respond.  The folks occupying these bleachers witness your every thought and action and respond according to your perception of their point of view, with cheers or jeers.  When you screw up, they're there to remind you; another Nelson Muntz "ha-ha!" to add to the humiliation.  When you perform well, they go wild - who doesn't want to hear that?  The thing is - you Care what they think, despite all other external cues.

This internal rabble is by far more influential than any external audience could ever be.  We've all witnessed someone exhibiting (so you perceive) bizarre behavior or annoying those around with loud music, cell phone conversation, careless driving, etc.  While bothering you, their external audience, they are receiving positive, reassuring validation from the audience in their head.  There are as many different cheering sections as there are people (heads) on earth, and each marches to his/her own - it is because you can rarely accommodate the unique make-up of someone else's team bench that people have differences and disagreements.  Even logical and/or carefully presented arguments can be abruptly over-ruled or dismissed by your internal American Idol Panel.

This is also why when a risk-taker approaches a cliff, his/her cheering section applauds while that of the risk-averse boo and disapprove (leading to inevitable actions).  One typically revels in the approval and thumbs their nose at detractors, then acts accordingly.

Communication and motivation skills are cornerstones of effective project management/leadership.  The work environment dictates acceptable operating norms to which most adhere in order to get along, keep their job, acquiesce to corporate standards, etc.  When working with project team members who seem to consistently think and react differently from you, keep in mind the silent presence of voices shouting from their bleachers.  Cut them a little slack.  Pause long enough to consider what might be motivating them beyond the mixed priorities and pressures of the day, and continue to seek acceptable compromise - one that allows them (and you) to appease those within.  You know when you screw up or fall short of your expectations - it is your internal audience that just passed judgment and now demands restitution.  And when you achieve greatness, take a well deserved bow (in your head) to the only real audience that matters.