Seven steps to project management with a human face

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My concept of project leadership, based on my business novel published in 2012.


<p>Pintaa syvemmlt</p> <p>Project management with a human face </p> <p>Aaro Ollikainen, PhD, CPM </p> <p> </p> <p>28.1.2014 1 </p> <p>The seven steps to project management with a human face </p> <p>28.1.2014 2 </p> <p>My mission: To transform the way people think about what is </p> <p>essential in projects. </p> <p>The Art and Science of Project Management </p> <p>SCIENCE </p> <p>ART </p> <p>Results </p> <p>Plans Contracts </p> <p>Monitoring and control Reporting and change management </p> <p>Collaboration </p> <p>Group dynamics </p> <p>Communication </p> <p>Conflict management BEHAVIOR </p> <p>NORMS Committment </p> <p>Emotions </p> <p>Team basic purpose Rules </p> <p>Identification with the project THOUGHTS AND EMOTIONS </p> <p>Management support </p> <p>Conventional and new ways of thinking </p> <p>Individual values and attitudes </p> <p>28.1.2014 3 </p> <p>The seven steps to project management with a human face </p> <p>Create a shared dream with a deadline </p> <p>Get the right people </p> <p>Encourage passion </p> <p>Get hold of the stakeholders </p> <p>Find the correct leadership touch </p> <p>Celebrate the conflicts </p> <p>Dont inform, communicate </p> <p>28.1.2014 4 </p> <p>1. Create a shared dream with a deadline </p> <p>28.1.2014 5 </p> <p> Where there is no vision, the people perish. </p> <p> The best way to produce success on a project is to provide vision and direction and then get out of the way! </p> <p> "Effort and courage are not enough without purpose and direction J.F. Kennedy. </p> <p>Strategy stinks vision inspires </p> <p>28.1.2014 6 </p> <p> Challenges </p> <p> Inspires </p> <p> Guides </p> <p> Directs the whole team to a common direction </p> <p>28.1.2014 7 </p> <p>A good vision </p> <p>8 </p> <p>Ask yourself: </p> <p> Achieving the goal: whats in it for the people? </p> <p> Achieving the goal: whats in it for the company? </p> <p> Whats in it for the stakeholders? </p> <p> What similar goals have we achieved before? </p> <p> What are the peoples individual contributions for achieving the goal? </p> <p> What have we already done? </p> <p> Who should be thanked for the progress already made? </p> <p> Nobydy remembers boring charts, figures or pie graphs. </p> <p> However, stories inspire and catch the attention of your listeners. </p> <p> Any project outline, be it how complicated ever, can be expressed through a story. </p> <p> A story uses narrative elements to dramatized your messages; history and background, our current challenges and threats, the need to unite and take action, looming risks and the rewards which are reaped if the project succeeds. </p> <p>Tell a story </p> <p>28.1.2014 9 </p> <p> From problem to solution </p> <p> From the big picture to details (from company to an individual employee or customer) </p> <p> From the details to the big picture </p> <p> From past to future (what we have been, what we currently are, what we will be) </p> <p> From the future to current moment (what we want to be in 2020? What does it demand from us at the moment) </p> <p>How to structure your story? </p> <p>28.1.2014 10 </p> <p>Find a common nominator </p> <p>28.1.2014 11 </p> <p>The common nominator: We are on a mission from God </p> <p>28.1.2014 12 </p> <p>Individual needs ? </p> <p>The Catholic orphanage we grew up in needs to pay $5,000 taxes in 11 days, or else it will be closed. </p> <p>To not be caught by </p> <p>the police, ex-girlfriend, Country Bob, </p> <p>Good Old Boys, Illinois Nazis, more police, </p> <p>National Guard, </p> <p>SWAT teams. </p> <p>28.1.2014 13 </p> <p>Project nicknames I have used before if you like them, please use these! </p> <p> Happiness </p> <p> Passion </p> <p> Conviction </p> <p> Responsibility </p> <p> Significance </p> <p> Love </p> <p> Child </p> <p> Fortress </p> <p> Heart </p> <p> Battle </p> <p> Exploration </p> <p> Jungle </p> <p>28.1.2014 14 </p> <p>2. Get the right people </p> <p>28.1.2014 15 </p> <p>What to expect from the project owner? </p> <p>Do not lead by: fear, punishments, threats, belittlement </p> <p>Lead by: encouragement, curiosity, participation, excitement </p> <p>28.1.2014 16 </p> <p> Have you ever thought that </p> <p>Ill pay anything to get that person in my project? </p> <p>If you answered yes, youve probably found a top talent! </p> <p>28.1.2014 17 </p> <p>Finding top talents </p> <p>Top talent in a project team </p> <p> He / she </p> <p> Readily adopts new information </p> <p> Has practical creativity: can combine different things, even in unexpected ways </p> <p> Is naturally curious </p> <p> But also </p> <p> Contradicts everything </p> <p> Probably thinks he / she is smarter than you </p> <p> Has an ego the size of Brazil </p> <p> Gets bored easily </p> <p> Does not like dull colleagues </p> <p> Respects freedom </p> <p>28.1.2014 18 </p> <p> Separate the role of PM from the role of expert </p> <p> Never indulge in who is right battles </p> <p> The PM solicitates arguments, does not participate in them </p> <p>Project leadership is NOT about proving your own worth as an expert </p> <p>28.1.2014 19 </p> <p> World class colleagues </p> <p> Challenging tasks </p> <p> Top-of-the class development opportunities </p> <p> Visibility and glory in the professional opportunity </p> <p> An opportunity to get wealthy </p> <p>20 </p> <p>Rewarding a top talent </p> <p>28.1.2014 </p> <p>Team roles according to M. Belbin </p> <p>STRENGTHS WEAKNESSES INNOVATOR </p> <p>Creative, inspirational, peculiar character. </p> <p>Solves complex problems </p> <p>Not interested in details. Too absent </p> <p>minded to communicate efficiently. </p> <p>RESOURCE INVESTIGATOR Extrovert, social, creates connections Over optimistic. Loses interest quickly </p> <p>COORDINATOR Mature, caring, good at communicating goals and supporting decision-making, </p> <p>good at delegation </p> <p>Influences others and delegates at times </p> <p>too much. </p> <p>SHAPER Challenging, dynamic, creates a sense of urgency, has capability and courage to </p> <p>face challenges </p> <p>Can annoy and even hurt sensitive </p> <p>people. </p> <p>MONITOR / EVALUATOR Good judgement, sees all the alternatives, good at analysis </p> <p>Does not encourage others. </p> <p>TEAMWORKER Collaborative, insightful, good listener. Avoids conflict and improves the </p> <p>atmosphere. </p> <p>Indecisive in crunch situations. Easily </p> <p>influenced by others. </p> <p>IMPLEMENTER Disciplined, reliable, conservative yet efficient. Good at applying ideas. </p> <p>Inflexible. May respond slowly to new </p> <p>opportunities. </p> <p>FINISHER / COMPLETER Conscientous, curious, good at spotting errors and shortcomings, drives for </p> <p>meeting the deadline </p> <p>Worries unduly. Challenges in delegating </p> <p>to others. May get stuck to details. </p> <p>SPECIALIST Devoted. Provides knowledge and expertise on short supply. </p> <p>Lacks the big picture. Focuses on details. </p> <p>A team role is a consistent way of participating in a project team </p> <p>You need each of these roles in different project phases </p> <p>28.1.2014 23 </p> <p>Planning Implementation Closing Initiation </p> <p>Shaper Innovator Resource investigator </p> <p>Coordinator Monitor / evaluator Specialist </p> <p>Shaper Coordinator Implementer Teamworker Resource investigator </p> <p>Finisher / completer Implementer Monitor / evaluator </p> <p>28.1.2014 24 </p> <p>3. Encourage passion </p> <p> They may forget what you said, but they will never forget how you made them feel. </p> <p> Carl W. Buechner </p> <p> A great leader's courage to fulfill his vision comes from passion, not position. </p> <p> John Maxwell </p> <p>About passion </p> <p>28.1.2014 25 </p> <p>Triumph of reason or </p> <p>sheer power of </p> <p>emotions? </p> <p>28.1.2014 Claro Leaders Oy </p> <p>Excitement breeds passion </p> <p> Excitement springs from new information, which contradicts our previous knowledge </p> <p> Excitement often breeds from other emotions (amazement -&gt; confusion -&gt; curiosity -&gt; excitement -&gt; passion) </p> <p> Energizes, drives us towards fulfilling the passion </p> <p> Promotes decision-making and confidence </p> <p> Is socially sensitive: arouses and dies quickly </p> <p>28.1.2014 Claro Leaders Oy </p> <p>Passion for the product (which will change the world) </p> <p>28.1.2014 28 </p> <p>SCARF model Drivers and destroyers of passion </p> <p>28.1.2014 29 </p> <p>Common destroyers and drivers of passion </p> <p>Control and command culture </p> <p>Fears </p> <p>Priority conflicts </p> <p>Arrogance, besserwisserism </p> <p>Stifling discussions </p> <p>Too many challenges, too little safety (= stress) </p> <p>Too much safety, too few challenges (= boredom) </p> <p> Trust Giving up control Encouraging free discussion </p> <p>and criticism Clarity and order of priorities Humility, acceptance of </p> <p>ignorance (beginners mind) Accepting and facing internal </p> <p>conflics Balance of safety and </p> <p>challenges </p> <p>28.1.2014 30 </p> <p>Intrinsic rewards </p> <p>Opportunities Achievements </p> <p>Activities Sense of free </p> <p>choice </p> <p>Sense of mastery </p> <p>Meaning </p> <p>Sense of </p> <p>significance </p> <p>Sense of </p> <p>progress </p> <p>28.1.2014 31 </p> <p>Intrisic rewards and recommended leadership styles </p> <p>Opportunities Achievements </p> <p>Activities </p> <p>Delegate </p> <p>Coach </p> <p>Meaning </p> <p>Inspire </p> <p>Follow-up and </p> <p>encourage </p> <p>28.1.2014 32 </p> <p>28.1.2014 33 </p> <p>4. Get hold of the stakeholders </p> <p> Stakeholder Management is the process of ensuring that key stakeholders </p> <p>support the change (or, at worst, do not undermine it), so that it is implemented </p> <p>successfully and the business benefits are realised according to plan. A </p> <p>stakeholder is defined as any person or group that is interested in or impacted by </p> <p>the proposed change, i.e. it is not confined to executive roles. </p> <p> Stakeholder management is the active engagement with, and management of all </p> <p>key people and parts of the business who have a vested interest in the outcome </p> <p>of the project. It involves communication of the project plans, but also two-way </p> <p>communication and the taking on board of feedback, using it in the development </p> <p>of the project to ensure the results meet the needs of the stakeholders. </p> <p>What is Stakeholder Management? </p> <p> Stakeholder Management is about: </p> <p> building and sustaining the necessary levels of commitment to the project with those who are affected by the project and those who can impact its success; </p> <p> identifying and addressing resistance to clear the way for the project being implemented. </p> <p> For maximum effectiveness, Stakeholder Management needs to be done as part of a pre-defined approach, within an agreed framework, that clearly defines: </p> <p> a process that enables stakeholder identification, analysis and on-going monitoring to drive the actions required to build appropriate levels of support and deal with any issues; </p> <p> key messages/communication content for stakeholders around business rationale, </p> <p> stakeholder management roles and responsibilities. </p> <p>What is Stakeholder Management? </p> <p> Stakeholder Management is important to the project, as there will often be many </p> <p>interested and impacted parties (stakeholders). These stakeholders will encompass a </p> <p>variety of understandings, expectations and commitment levels to the project. They </p> <p>are in a position to influence the success, or otherwise, of the project and for that </p> <p>reason it is vital to understand the following: </p> <p> their reaction to the change </p> <p> their role within the programme </p> <p> their current and future desired commitment levels </p> <p> their power and influence, and </p> <p> who influences them </p> <p>Why is it important? </p> <p>C7 Stakeholder Management </p> <p> Concern Communicate Contribute Connect Compound Co-Create Complete </p> <p>28.1.2014 37 </p> <p>Figure 10.1 Network of stakeholders (Gray &amp; Larson, 2006, p314) </p> <p>28.1.2014 38 </p> <p>Figure 10.1 Network of stakeholders (Gray &amp; Larson, 2006, p314) </p> <p>28.1.2014 39 </p> <p>How do we know if they compromise their compliahnce? </p> <p>How will this project influence competition? </p> <p>Is my own project still a priority? </p> <p>Can we use this to impress the board? </p> <p>Is this project my tckert to the management team? </p> <p>Will we get better service? </p> <p>What the heck are MY people doing in that project? </p> <p>What could we sell to them this time? </p> <p>Oh God, again extra work? </p> <p>Do I fit in? </p> <p>What will be my role? </p> <p>Will they listen to me? </p> <p>What can I learn here? </p> <p>Hig</p> <p>h </p> <p>Av</p> <p>era</p> <p>ge</p> <p> L</p> <p>ow</p> <p>Low: doubting Thomas Average: can be convinced High: Sponsor </p> <p>Willingness to support the project </p> <p>Power / impact on project success </p> <p>Stakeholder analysis </p> <p>1 2 3 4 5 6 7 8 9 </p> <p>28.1.2014 40 </p> <p> Increases in importance. The PM is a netweawer </p> <p> Results from a paradigm shift in change thinking: a significant change may not be a crisis, but can also be a key to success </p> <p> Typically different personnel groups have a different viewpoint of change and must be treated differently. </p> <p>Communication with the stakeholders </p> <p>28.1.2014 41 </p> <p>5. Find the correct leadership touch </p> <p>28.1.2014 42 </p> <p>The key question in 21st century project management is the leadership contract made </p> <p>between the PM and project team members. </p> <p>28.1.2014 43 </p> <p>Old and new leadership </p> <p>28.1.2014 44 </p> <p>Roles for leading a project team of experts </p> <p> Recommended: </p> <p> Coach, referee, elder, father figure, visionary, motivator, captain, sensei. </p> <p> Not recommended: </p> <p> Besserwisser, corporate police, commander, controller, administrative officer </p> <p>28.1.2014 45 </p> <p>1) SHOWING THE WAY: </p> <p> Clarifying and reminding the team of its basic purpose. Questioning the obvious. Seeing after the cohesion of the team. </p> <p>2) ASSISTING EXCELLENCE: </p> <p> Developing and capitalizing on team competence. </p> <p>3) ENCOURAGING: </p> <p> Demanding, encouraging, dramatizing where appropriate. </p> <p>4) MANAGING WORK-LIFE BALANCE: </p> <p> Adjusting work pressure, care for well-being of team members. </p> <p>The four key roles of PM </p> <p>28.1.2014 46 </p> <p> Premises No commands and hierarchies, but preconditions and challenges. </p> <p> Independence Room to breathe! </p> <p> Feedback </p> <p> Real-time, multidimensional communication </p> <p> Trust Integrity, openness, transparency, community of individuals! </p> <p>The four conditions for project management with a human face </p> <p>28.1.2014 47 </p> <p> Choose your side </p> <p> Encourage getting stuck in team conflicts </p> <p> Excpect the worst </p> <p> Act with haste </p> <p> Lead by fear </p> <p> Give priviledges to the nice guys </p> <p>Worst mistakes you can make </p> <p>28.1.2014 48 </p> <p>6. Dont inform, communicate </p> <p>28.1.2014 49 </p> <p>50 </p> <p>Process model of communications </p> <p>Reason Reason </p> <p>AND emotions </p> <p>Message Sender </p> <p>Channel / media </p> <p>Transformed message </p> <p>Receiver </p> <p>Adapted from Claude Shannon, Schematic diagram of a communication system, from "The Mathematical Theory of Communication" (1948) </p> <p>Having trouble getting heard? What can (and typically does) go wrong in project communications </p> <p> YOU: </p> <p> Too many simultaneous messages; your voice gets lost in information overload. </p> <p> Messages conflict one another </p> <p> Difficult / alien words or concepts </p> <p> No repetition / reinforcement </p> <p> Wrong communication media </p> <p> Wrong tone </p> <p> Wrong timing </p> <p> Technical communication problems (connectivity, distortions) </p> <p> THE OTHER: </p> <p> No interest </p> <p> No background information given </p> <p> No time </p> <p> Mind already made up about the subject </p> <p> Mind already made up about YOU </p> <p>What do you choose communication to...</p>