Time for a #Change ?….

BrexitRegardless of one’s political views it is easy to see the current mire of Brexit is a classic example of how not to manage change.
By failing at every level the process has become stuck in the mud regardless of whether you were a remainer or an ardent Brexiteer; confusion reigns supreme & it is difficult to see a way out of the mess without seriously ‘cheesing off’ large portions of the population.
According to John Kotter, a Professor at Harvard Business School there are 8
key steps to change:-
  1. Create Urgency: There needs to be a compelling case for change, and it’s up to the project leader to explain that reason clearly so people understand and are inspired to change.
  2. Form a Powerful Coalition: One person cannot shoulder the change themselves. It requires a team, so it’s important to collect the key people to help enable that change.
  3. Create a Vision for the Change: Make it short, clear, relevant and easy to understand by the people who are going to be affected by the change.
  4. Communicate the Vision: Communicate the change, but don’t just talk the talk. Walk the walk of the change and have it reflected throughout the project.
  5. Remove Obstacles: As you work towards implementing change, you will hit both physical and emotional obstacles, so you and the team need to help people overcome these blocks by listening to their concerns and seeking their feedback.
  6. Create Short-Term Wins: By demonstrating the benefits of the change early in the process you’re more likely to get buy-in and expedite the process overall.
  7. Build on the Change: Don’t think you’re done too early in the process. Instead, repeat the above steps for awhile and let the change settle in.
  8. Anchor the Change: Finally, make sure the change sticks by embedding it in the organizational procedures, operating models and people’s day-to-day work
So applying these key steps to Brexit:-
1) Create Urgency – why did Brexit have to be triggered so soon after the Referendum & without a clear definition of what the destination was. Given the current debate about what Brexit actually means this was never spelt out clearly or defined to a fine enough detail.
2) Form a Powerful coalition – This clearly did not happen. Theresa May is undoubtedly a Politician of fierce determination but lacks the ability to reach out & form alliances even in her own party. She has been thwarted at every turn because she never had the character to reach out to others across the political divide & form a consensus on what Brexit was & how to achieve it.
3) Create a vision for the change – it is still a matter of conjecture whether Brexit involves a customs union, agreed access to the common market, etc etc – ask 10 different people what Brexit is & you get 11 different answers.
4) Communicate the Vision – ‘Nuff said.
5) Remove Obstacles – it seems as if the longer the process staggers on the more obstacles are thrown in its way. This is a direct result of not having a clearly defined end goal & strategy.
6) Create short term wins – difficult to see any evidence of this.
7) Build on Change – yet to see this achieved.
8) Anchor the change  – Ditto.
It is incredulous to believe that a major western Democratic Government has embarked on a Change of this magnitude without adopting the very basis tenets of Change Management.
chris@amberhill.biz

10 things which make for Project success……#pmot

consultants5There are several things which make for a successful project, here are some of them:-

1)
The product or service which is the output of the project can be clearly specified. This is easier said than done especially when the output is a software system or something which is difficult to define. However, this makes the product spec more not less necessary. If the project is to be deemed a success the output needs to be defined as clearly and thoroughly as possible.



2)
The product or service has one clearly defined customer. It is always easier to meet the demands of one tough customer rather than the competing demands of several. It is important to meet the customer or their representative face to face to agree the spec.



3)
The Project Manager has experience of delivering similar projects.



4)
The Team has been through the Storming, Forming & Norming stages of Team development.



5)
The Team is multi-functional & chosen for this specific project.



6)
The project is planned properly – 70-80% of the PM’s efforts should be expended in the planning phase, the plan should be repeatedly reviewed by the Team, and proper contingency should be put in place to manage the risks.



7)
The PM needs real authority in order to ‘get stuff done’



8)
Regular Team meetings need to be held to review progress.



9)
The team are located in the same building, even better the same room.



0)
The PM is calm, assured & approachable

Could you suggest some more ?

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When persistence is not always good…………………….#pmot

Project Managers are generally encouraged to be persistent and this characteristic is normally seen to be a “good” thing and something to be encouraged.

listeningSometimes, however, being persistent can bring “bad” results.

Consider the case of a Project Manager who has a preconceived agenda & seeks to impose it on a meeker member of the team. Despite the initial objections of the Team member the Project Manager persists and “badgers” the other into doing what She wants.

Six months later the project hits a major hurdle and the Project Manager realizes this was exactly what She was warned about all those months ago but chose to ignore in order to bash ahead with her agenda.

The wise Project Manager always listens to her Team and is prepared to question her own agenda with as open a mind as possible.

Persistence is a great attribute of any Project Manager but not when it impedes good judgement.

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Building great teams……..#business #leadership

Team building is not all about weekends away in the Lake District building rafts & swinging through the trees. Effective Managers employ simple everyday methods to build team performance. Here are 10 tips for great team building:-

  1. Do as I do not as I say. – If you ask team members to carry out tasks you either cannot or wouldn’t do yourself you will quickly lose respect.
  2. Eliminate the blame culture – Organizations which have an overwhelming blame culture are unproductive & waste energy. Avoid blaming others, especially in public, and seek to improve your own performance & those of your team.
  3. Open & Honest Feedback – is to be encouraged. If you want to question a team members performance it must be done in private & in an open, honest manner. Be prepared to hear things you don’t want to hear but don’t be afraid to point out weaknesses you feel need to be rectified.
  4. Don’t delegate irresponsibly –  by overloading your team or passing off un-savoury tasks you don’t fancy doing yourself. This will only create resentment & lower morale.
  5. Get your hands dirty – now & then, the team will really appreciate it – and so will you.
  6. “Big Up” your team – to Senior Management instead of taking the credit yourself.
  7. Have an “open door” policy – to listen to people’s personal problems, it will be much appreciated.
  8. Show Leadership – by taking responsibility for failure as well as success.
  9. Treat others as you would have them treat you – it’s obvious but the best advice normally is.
  10. Celebrate Success – buy the drinks, cakes – whatever but celebrate that win !

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Digital Switchover – a great project management success #pmot

This week has seen the completion of the Digital TV switchover in the UK.  Over a 5 year period the team has managed the successful transfer from Analogue to Digital in all regions of the UK. This has involved:-

  • Re-engineering over 1100 transmitters from Analogue to Digital.
  • Maintaining coverage at around 98.5% of UK residents.
  • Making 95% of the population aware of the programme.
  • Ensuring those who need help get it fast.
  • Freeing up the Analogue bandwidth for other uses.

The Team achieved all this and more completing the changeover on time and within budget. It was also an excellent example of collaboration between public sector broadcasters, independent broadcasters, Ofcom, Government and other parties.

Particularly impressive were the adverts targeted at the public which were clear, concise and informative.

Congratulations to the Digital Switchover team for a job well done.
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Helping you to juggle sand #pmot

Sometimes Project Management can be like “juggling sand”, tasks to complete, schedules to meet, requests to be met etc etc

If your job seems like are constantly juggling sand here are some simple tips to help you cope:-

  • Keep a notebook – it doesn’t matter how good your memory is you will NEVER remember everything.
  • Make a TO-DO list and prioritize it.
  • Say NO – if you can’t do something by a certain time don’t pretend you can.
  • Offer an alternative, if you can’t do A could you do B instead ?
  • Delegate – if you have a team delegate tasks effectively.
  • Communicate – if Management asks you to do something keep them up to date with progress.
  • Be PROACTIVE, rather than reactive.
  • ANTICIPATE problems before they present themselves.
  • Manage your time – if its simpler to phone rather than visit someone then do that.
  • Follow up verbal requests with an email so you have a traceable record.
  • Be Assertive, don’t swallow more than you can chew.

If you have any more suggestions please share them by commenting below.

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Dealing with difficult customers……..

angry customer

angry customer

Do you have to deal with some really “difficult customers” ?

The first question you should ask is “why is this customer being difficult ?”

Most customers are “difficult” because they are not getting what they want

in terms of product quality or delivery.

So here are some tips for Managing those customers:-

1) Understand what the customer wants – EXACTLY. Get them to spell it out in detail in a product spec.

2) Ensure that your product matches the customer spec.

3) If you hit problems which affect customer delivery or quality you need to be pro-active by:-

a) Keeping the customer informed – don’t take the ostrich approach & bury your head in the sand – arrange a regular conference call on a regular basis until any issues are resolved.

b) What is the contingency ? – is there any alternative you can offer the

customer until you resolve the issue.

c) Give them a timing plan detailing all activities associated with fixing

the problem – and keep it up to date.

d) Don’t bullshit the customer – maintain integrity by being open & honest,even if it feels painful doing so.

Taking a pro-active approach to managing customer expectations will pay off

in the long run as they realise that everyone has problems & the above approach demonstrates you are going the extra mile to solve their issues.

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Why YOU need a Project Manager #pmot

project managersSome organizations think they can run projects without a Project Manager

They believe that they can save money by having an engineer or administrator do the project managers tasks.

Here are some reasons why they are wrong:-

  • All projects need managing.
  • Project Management is a skilled profession which requires years of learning and development.
  • A professional Project Manager understands how a project should be structured to ensure success.
  • She will plan the project to minimize overall timescale.
  • He understands how to get “stuff” done.
  • A Project Manager makes team members life “easy” by scheduling activities & dealing with the politics & administration of the project.
  • He understand conflict resolution and mediation.

So what is the likely outcome of trying to manage projects on the “cheap” :-

  • The project will be structured poorly if at all.
  • The timeline will be extended extensively.
  • The inexperienced individual trying to manage the project will become completely overloaded & unable to cope with their own tasks.
  • Rather than being cheaper costs will escalate out of control.
  • Key deliverables will not be met.
  • Customers expectations will be compromised.
  • The business will be irreparably damaged.

If you really want to save yourself money hire the best project manager you can get.

chris@projectsguru.co.uk

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Do NOT hire an interim project manager if… #pmot

Interim Project Managers1) You need additional Project Management resource for the foreseeable future; in this case you will be better off engaging someone on a “permanent” salaried basis, even if finding them will take longer.

2) Your processes are so specific any new recruit will take several months or even years to become familiar with them.

3) You want to engage an individual (probably younger) you can mould to fit your organizations culture.

4) Your organization is expanding at a steady and predictable rate.

However, sometimes an Interim Project Manager is the best solution if:-

1) You have identified a short to medium term lack of resource in the Project Management arena.

2) You want someone quickly who can make an immediate impact.

3) You have a specific project which requires targeted resource.

4) Your organization is expanding rapidly but unpredictable.

When employing additional resource be sure to take into account the circumstances in which it is to be deployed.

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Project Management Rapture….#in…#pmot

RaptureI knew exactly how Reverend Harold Camping felt on Saturday when his end of the world prediction (known as “The Rapture”) failed to transpire.

I’ve been there, oh yes I’ve been there; not predicting the end of the world of course, but forecasting a key project milestone to a customer. Tracking progress carefully and communicating regularly and what happens……a project bananna skin sneaks under the sole of my foot and all hell breaks loose, my project milestone is suddenly hoofed into the future and I’m left in front of the customer with egg, not only on my face, but dribbling down my shirt as well.

Of course I always go back to the customer offering 3 options and making every endeavour to minimize the delay but…..it’s never the same.

Like so many of the good Reverends followers who sold their houses, or spent their life savings prior to “Rapture” the Customer inevitably feels cheesed off to say the least.

chris@projectsguru.co.uk

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