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10 Exercises for finding the source of elusive Project/Programme anxiety

31 January 2017 By Susan Tuttle Leave a Comment

I hate being blind-sided. However, something, somewhere on my project was keeping me up at night. I was not sure what. It was more of a feeling than anything specific. I know there are always ‘unknown unknowns’ lurking in any potential future. Yet, my fear wasn’t that this was something I didn’t know about or couldn’t predict. My fear was that this thing was staring at me right in the face.

I’d looked at the plans, the risks and the issues so many times! Was I even seeing what was in front of me anymore? I came up with 10 activity options to work through this mysterious project anxiety and find the source (in no particular order):

  1. Look at the project and documentation with fresh eyes
    • Pull out all the relevant documentation and plans from the beginning and start looking through it as if I had never seen it before.
  2. Tear up the plans and start again from scratch
    • See if my new plan would still be the same as the old. Could I find anything new or different? Maybe that could the source of my angst…
  3. Have second set of eyes review
    • Organise for someone else, outside of the project to review the plans and documentation to see what gaps, holes, misalignments, missing links they can spot that I have obviously stopped noticing.
  4. Workshop with the team
    • Get the team together to go through a full review, explaining as we go, out loud, what we are doing and why we are doing it that way.
  5. Review assumptions
    • No time for a full review alone, with the team or even for someone else to do it? Maybe I could just go through all the assumptions associated with the project. See if there’s anything there. Maybe something has shifted (unnoticed) and has gotten bigger or more severe.
  6. Describe and explain to someone brand new (someone much more senior or another Project/Programme Manager) – either really do this or prepare to do it
    • To make this exercise even more powerful, this presentation should be for someone a lot more senior than me in the organisation. I would need to be prepared for ALL types of questions and concerns thrown at me. No stone should be left unturned. This would force a full and thorough review that should uncover the uncoverable – even if I never do the presentation, but just prepare for it, as if it were real.
  7. Reconfigure the dashboard from different views – Sponsor, Programme Manager, User or Supplier Stakeholder, Regulator, etc.
    • How about just looking at the existing information from all the stakeholders’ points of view to see what they would see? I could reconfigure the dashboard to provide the information that is seen from the different Project/Programme perspectives. See if this indescribable concern pops out.
  8. Ask an expert (past, present or future)
    • Speak to other Project/Programme Managers who have done/are doing/will be doing projects/programmes similar to mine (in size, shape, complexity) and see what their concerns would be/are/will be.
  9. Do a run through / mock run-through of upcoming planned events
    • Not spotting the potential problem? I could do a mock run through of upcoming planned events to see what happens, where pain points are, where handovers are painful/disruptive/non-existent. This ‘rehearsal’ would need to be in a safe environment and be used as a ‘Lessons Gathering’ session to improve plans and team understanding of how the future will play out.
  10. Review any reference materials and previous drafts
    • Review what got this project started in the first place – any Project Mandates or Briefs that kicked this off in the first place. Review all my early drafts to see that everything considered transitioned somewhere – either into a don’t pursue, deferred until later, or part of this effort list. If something fell off the lists, this might be the problem.

I didn’t try them all, but now I had several options for exercises to start my investigation. I started with the easiest – a review of the assumptions and then a review of reference materials and previous drafts. I found it almost right away. I now sleep well at night!

What has kept you up at night about your Project/Programme? Did you find the source? Would these exercises have helped?

____________________________

What was it in the end? A missing form. A form we had recognised as required for the project. A form the regulator needed. It somehow ‘fell off’ the list of things to complete. It may have fallen off the written list, but it remained in my sub-conscious until I brought it back to the forefront with my investigative research exercises. Without this form, we may have been prevented from going live. At the very least, it would have been a troublesome experience.

Glad I listened to my sub-conscious, even if it was talking at 3am!

 

 

Filed Under: Project Managment Tagged With: elusive issues, programme management, project management

7 ways to deal with down time for Project Managers

22 December 2016 By Susan Tuttle Leave a Comment

For many Project Managers the holidays are light (potentially very light) in terms of work load. If you’re lucky you can take the time off while things are so slow. However, depending on your company’s holiday policy, minimum resourcing requirements and your own holiday time left for the year, you may be stuck holding down the fort. Holding down the near empty fort that is on holiday-change-lock-down, with little to no resources to do any work anyway or any stakeholder to communicate with, either.

If you’re in this situation, make sure to plan for it. Use this time wisely! Slow or down time comes so seldomly in project management.

 

Here are 7 areas to concentrate on during slow periods on projects:

  1. Upskill
  • Either get yourself and/or your team members on training courses (in-person or online).
  • Assign topics to each team member to learn something new (reading, training, researching) and create a training session for the rest of the team when everyone returns.
  1. Get organised
  • Organise everything. Things have been slipping and you know it. Be honest and do it. Tackle physical filing, email filing, e-copy filing, folder structures, record keeping, archiving and configuration management.
  • Get ready for the first day everyone is back so you and your team can hit the ground running. The stationery cupboard is stocked, the latest software and virus protections are loaded, calendars for the new year are up, holiday decorations are taken down (at least by the last day of the year), etc.

[Read more…]

Filed Under: Blog, Project Managment Tagged With: holidays, productivity, project management, slow time

Is it all internal projects or just “holiday trackers”?

11 December 2016 By Susan Tuttle Leave a Comment

Be honest. Do you keep a spreadsheet of your holiday time? Even though the company holiday system tracks your time off and TOIL (time off in leiu)?

Everywhere I have ever gone where there is a holiday tracker (there are still companies that don’t have one),  I see employees double entering. At first I thought it was a really sinister indication of complete and utter mistrust of management and the company trying to cheat employees out of their holiday time. How horrible to be working under such conditions!

However, this was happening so often, I started asking questions.  I discovered it wasn’t (always) management, but it was ALWAYS the system. No one trusted the system.

“Wow!”, I thought to myself. “What an excellent opportunity – since everyone’s holiday tracking system was so bad, all I needed to do was build a good one and I could make a killing!” Yet, as I looked into it, I found out there are PLENTY of good holiday trackers out there. I mean really good!

So why the mistrust?

As I continued with my (very informal) investigation, I discovered most of these systems were implemented internally. It wasn’t the system it was the time and attention the company was willing to invest in a completely internally focused system – ones that don’t touch clients and don’t make money.

[Read more…]

Filed Under: Project Managment Tagged With: governance, internal projects, small projects

Ad-joooouuuurrrrrnnnnn-ing is a real phase in team development

30 November 2016 By Susan Tuttle Leave a Comment

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Often called Mourning in order to rhyme better with the other team development phases (Tuckman, 1965), Adjourning is a real phase and requires real attention.

I’m currently leaving one team and definitely have the feels because it’s over. We worked well together. We had our ups and downs. Luckily more ups than downs. But regardless, we came through the rough patches stronger and more productive (exactly as Tuckman suggests through the first four phases of forming, storming, norming and performing). Now that it’s over, I am sad. I’m excited for the next thing, but I’m also sad to leave.

If left unaddressed, this feeling of nostalgia, melancholy and gloom may linger and potentially impact future endeavours if I don’t get a sense of closure. This is true for all teams who are ending. If their feelings about the disbanding of the team are not addressed, there can be some long-lasting harmful effects. So, what to do…

6 Tips for addressing the Adjourning Phase:

  1. Recognise the ending for what it is – an ending

Instead of pretending that the end isn’t really the end. Recognise that it is.

“We won’t be working together (so closely) anymore”.

“This is coming to a close. We will all be moving on”.

“This space, physical or metaphysical, will not be here anymore, even it is about to change”.

  1. Acknowledge the loss

[Read more…]

Filed Under: Project Managment Tagged With: team development

DEFINING SCOPE WHEN…

23 November 2016 By Susan Tuttle Leave a Comment

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DEFINING SCOPE WHEN NO ONE UNDERSTANDS WHAT SCOPE EVEN IS

A project’s success or failure usually hinges on scope management – how well scope was defined, understood, agreed, monitored, controlled, communicated about and delivered. This (along with risk management, in my opinion) is one of the biggies in project management.

So, what happens when you’re a project manager and you’re the only one who knows or understands what scope actually means? Ask any lay person and you’ll get several, varied, sometimes conflicting definitions of scope.

Time to get out your coach-consultant-trainer-facilitator hats on to help progress the project towards gaining a common understanding of what scope is, what it means to project success and how it should be/is going to be managed. Only when everyone (Sponsor, project board, project team and project stakeholders) understands what scope is, can scoping discussions, workshops and consultations begin in earnest.

DEFINING SCOPE WHEN NO ONE HAS TIME TO DEFINE SCOPE

Quick question: “I don’t have time right now, there are other more important/urgent things going on. Can’t you just do it? When you’re done, I’ll just review it really quick and sign it off. You know what I want better than me, anyway!”

Short answer: “NO!”

Longer answer: “I may have done similar projects in the past and can guess fairly close to a scope definition that would meet a lot of your needs, but I don’t do what you do, I don’t think what you think, nor do I mind-read to understand what you need. If you don’t dedicate the time, you’re not going to get what you want, you’re going to get what I want and I am not you. I will not be an end user. At the end of this project, I will be on to my next and you will be stuck using something that I wanted, but will never use. Make time…please!” [Read more…]

Filed Under: Blog, Project Managment Tagged With: defining, definition, project management, project scope, Scope

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Previous Posts

10 Exercises for finding the source of elusive Project/Programme anxiety

I hate being blind-sided. However, something, somewhere on my project was keeping me up at night. I … [Read More...]

7 ways to deal with down time for Project Managers

For many Project Managers the holidays are light (potentially very light) in terms of work load. If … [Read More...]

Is it all internal projects or just “holiday trackers”?

Be honest. Do you keep a spreadsheet of your holiday time? Even though the company holiday system … [Read More...]

Ad-joooouuuurrrrrnnnnn-ing is a real phase in team development

Often called Mourning in order to rhyme better with the other team development phases (Tuckman, … [Read More...]

DEFINING SCOPE WHEN…

DEFINING SCOPE WHEN NO ONE UNDERSTANDS WHAT SCOPE EVEN IS A project’s success or failure usually … [Read More...]

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