Part 5: If projects are like gasoline – PM Tools with Hybrid Octane

June 1, 2012 — Bruce McGraw

In the past four posts, I have talked about project management tools and requirements for various size projects, from small projects, supported part-time by three or four people, to large complex efforts involving 10’s to 100’s of people. The metaphor I choose to talk about the different project management and tool options was “gasoline for cars with the octane contained in different types of gasoline”. Higher octane equals more power and greater cost.  I can say that the choices and number of products on the market is huge in 2012 – it is like going to a gas pump and seeing 5 or 6 choices of octane not just 3!

In this final post of the series, I would like to talk about a hybrid approach to tools for organizations.  Organizations usually have multiple types and sizes of projects, each having unique needs for capturing requirements, monitoring status and reporting — noting that all projects need support for communication and artifact storage. For organizations with multiple types of projects, I would recommend a collaborative tool suite that can handle all sizes of projects without a lot of training.  I prefer Microsoft® SharePoint® because it works equally well with all types of projects.  It also works well with small project management tools, like Excel, and with complex tools for large projects, such as Microsoft® Project Server.

Although I appreciate SharePoint’s flexibility and scalability, I find the major value addition from this server-based software to be its support for collaboration among team members and across projects or portfolios of projects. Besides working transparently with dedicated project management tools, SharePoint provides a content management system that supports a web-based collaboration environment and a way to capture and process data in lists and forms.

For example, SharePoint® facilitates team-level information sharing using a web-based browser for communicating between or among team members as well as keeping all project documents immediately available. With the addition of content management systems, project documents can be searched and controlled intelligently for the right piece of data or problem resolution guidance contained in the project or organization-wide document library.

Another feature of this type of “hybrid tool” is that you can create project team sites to allow easy access to critical information using no more than a web browser.

Because the project information is housed on a shared server, access can be controlled to provide individuals with only the information they want or need to see. Therefore, the project management office or portfolio manager can view summary of information on projects, while the project manager can drill down to the detailed information needed for day-to-day management.

Of course the addition of a project tool like MS Project or Microsoft Project Server can add additional functionality to a project, but those tools can still allow for the basic collaboration being done inside of SharePoint and office tools.  Therefore smaller projects can use the basic collaboration without the rigor and overhead required by most complex project management tools.

So let’s summarize this hybrid tool:
Pros for Microsoft SharePoint:

  1. Uses Web browser (Everyone can access)
  2. User training minimal – ease of use
  3. Central repository for all information – can allow sharing of information across all projects
  4. Works well with other tools (MS Office, Project, Project Server)
  5. Permission based access – can manage who sees what information

Cons for Microsoft SharePoint:

  1. More cost  than just purchasing desktop tools (Initial setup and on-going administration required)
  2. No central resource pool – unless you add a tool like Microsoft Project Server you don’t get a picture or forecast of staff/resource requirements in a central database
  3. Requires more infrastructure – network, server, SQL database

As I finish this series of Fear No Project posts on tailoring project management tools to the size and complexity of the project, I want to express my appreciation to all of those professionals who commented on their experience and recommended the tools they use successfully. We all get up the project management hill a bit faster with the support of knowledgeable peers.

Posted in Collaboration, pm, Project Management, Technology, Tools. Tags: , , , , , . Leave a Comment »

Top ten signs you might not be a project manager

April 9, 2012 — Bruce McGraw

Congratulations! You finally received that much-coveted title of Project Manager — a position you really wanted and dutifully placed on your career planning job appraisal every year. Well I may have a surprise for you. Not everyone who is titled a project manager is a project manager, just as there are professionals acting as project managers without the title.

How could this happen?

Reasons for the disconnect vary with Individuals and organizations. In the later instance, you may have a qualified developer who does not want to be a project manager because he or she is on a technical tract and fears being pigeon holed into management and kept away from technical growth and interesting problems. However, they are willing to do typical project management tasks when asked.

In the first group though are individuals with the title project manager but unfortunately

  1. Believe that management is only about numbers — how much, how many, how quickly and at what cost per item
  2. Believe that management is management, whether it is running a baseball team or developing software
  3. Think that PMBOK may be a type of bird
  4. Do not notice that no one actually reports to them
  5. Are kept away from customers and client meetings
  6. Think “risk” is a board game
  7. Consider product requirements to be large documents primarily useful as a paperweight
  8. Prefer spending time in a large, windowed office sitting behind a clean desk with a tasteful credenza that is covered with sports trophies from high school
  9. Never work nights, weekends or carry home a full briefcase
  10. Believe that Dilbert is a fairytale about a whiny employee and the Pointed Haired Boss is tragically misunderstood

If you find yourself agreeing with any of these top ten, perhaps it is time for a career change — I am sure you would do well as a car salesman.

Posted in Personal Thoughts, pm, Project Management. Tags: , , , , . 3 Comments »

Dealing with a micromanaging boss or client

March 30, 2012 — Bruce McGraw

OK – How many of you have had to deal with a boss or client who is what we call a “micromanager”?  There are successful techniques that you can apply to help deal with a boss/client that micromanages your project. First though, it helps to understand where the micromanager is coming from and what problems he or she is trying to avoid.

Behaviors of a micromanager

Micromanagers are into control. Micromanagers are afraid to delegate authority or responsibility. They want to be apprised of even the smallest details about the project. And, they need that information updated constantly (Many would prefer telepathic real time updates!). Micromanagers often want to make ALL project decisions — from the important ones, such as staffing, to the minor ones, like the placement of the white board. Their constant need for data and their tendency to require “all decisions go through them for approval” slows the team’s progress — not to mention driving you, the PM, a bit batty.

During the execution of a project, the micromanager may not limit their interaction to requests for information. They may also try to tell team members how to do their jobs (even if they have never done the job). Be aware that on the rare occassion when the micromanager appears to be delegating authority and responsibility, they are likely to take back control at the first sign of trouble.

Motivations of a micromanager

I am not saying that I agree with micromanagers, but understanding what can motivate or drive them to this behavior is the first step in dealing effectively with them. Here are some of the common motivations:

  • Micromanagement may be the only kind of management they know how to do
  • They may be insecure in their position or in their knowledge
  • They genuinely believe that the project will not succeed without their direct and constant involvement
  • Because they do not feel competent to deal with complex issues, they choose to deal with small, trivial ones where they do feel competent
  • Maybe his or her boss is micromanaging them, and you know the saying about stuff rolling downhill….

Consequences of micromanagement practices

If you have a micromanager then you will have probably experienced or observed the following:

  • Team members stop trying to improve processes and results
  • Project do not succeed as well as they might have if everyone applied more of their knowledge and experience
  • Project managers (and other project members) fail to learn lessons that help them mature as PM professionals
  • Leadership is not developed (see Project Leadership Requires Sharing Responsibility)
  • High rate of employee loss — especially the bright, talented and potential future managers
  • Increase in stress, anxiety and anger for everyone involved

Working effectively with a micromanager

Well I don’t have any magic bullets, but here are some tips you can try.

As justified as your frustration and anger may be when you have to work under a micromanager, you need to take a deep breath and make the best of the situation. Then, you need to take some actions to try to counter the effects of this behavior on the project and the team.

Anticipation of the needs of the micromanager for authority and information should be dealt with preemptively. For example, when given a task, find out as many details as possible about the micromanager’s expectations. Listen carefully and feedback your understanding of the task. Asking detailed questions may limit the number of “bring me a rock” exercises you have to go through.

Keep the lines of communication open with the micromanager – yes I know how painful this can be. You may be able to build a trusting relationship over time that allows you to provide feedback on the deleterious effect of his or her management style. At worst, you will at least be able to talk with them about how it negatively impacts the project.

Provide the level of detail and frequency of project information they ask for, but add information on why and how. You may be helping to train the micromanager at the same time increasing their trust in you. Take the initiative to set up meetings and phone calls before they ask.

Give credit to the micromanager when it is due and reward them verbally when they stop micromanaging for a minute.

Don’t let them “push your buttons”.  Keep your cool and remember that you are doing the job and keep reminding them that you can handle the tasks.

So have you had encounters like this?  What tricks and techniques have you used?

Posted in Best Practice, General Project Management, Leadership, management, pm, Project Management. Tags: , , , , , , , . 5 Comments »
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