A project manager has to be able to speak openly about issues with the project team, even if it could risk causing offence to some team members. It makes sense to balance this by understanding about their work and any other problems they may have and not put undue pressure on them. There are always new things to discover and understand when working with people. It is very humbling.
The Way
The wise project manager lives in harmony with spiritual values. There is a way of knowing that is higher than reason. There is a self, greater than egocentricity. The wise project manager demonstrates the power of selflessness and the unity of all creation.
When the people do not fear terror,
There will be a great terror.
Respect their dwelling places.
Do not dislike their work.
By not disliking, they will not dislike.
Therefore the sage naturally understands,
But is not self-promoting.
Self-loving not self-promoting.
Therefore he lets go of one,
And chooses the other.
Saturday, July 26, 2014
Friday, July 18, 2014
71: Not Knowing
As Al Gore once tried to say: no one has all the answers and knowing that you don’t know everything is far wiser than thinking that you know a lot when maybe you don’t. It’s a shame he got a little confused somewhere along the line.
As a project manager I might be able to do some things right and I might even be able to ask the right questions sometimes, but technically it’s the team that provides the answers.
Poor project managers are afraid of looking foolish, so they often pretend to know about something when really they don’t.
The Way
The wise project manager has learned it is painful to fake knowledge. Being wise and not wanting the pain, the wise project manager does not indulge in pretending. He can happily say: I don’t know when he doesn’t know the answer.
Know not knowing first.
Not knowing is sickness.
Being sick of sickness,
Then one is not sick.
The sage is not sick,
Being sick of sickness.
Therefore he is not sick.
As a project manager I might be able to do some things right and I might even be able to ask the right questions sometimes, but technically it’s the team that provides the answers.
Poor project managers are afraid of looking foolish, so they often pretend to know about something when really they don’t.
The Way
The wise project manager has learned it is painful to fake knowledge. Being wise and not wanting the pain, the wise project manager does not indulge in pretending. He can happily say: I don’t know when he doesn’t know the answer.
Know not knowing first.
Not knowing is sickness.
Being sick of sickness,
Then one is not sick.
The sage is not sick,
Being sick of sickness.
Therefore he is not sick.
Friday, July 11, 2014
70: Simple Wisdom
There is nothing new in the way of the project manager. It is simple and easy to understand as it goes back to basic principles. Poor project managers do not understand this approach; perhaps it is too simple and basic to attract their attention. They prefer something more radical and innovative, as that is what gets them noticed.
The Way
The wise project manager stays with the single principle of how everything happens and does nothing new or original. But paradoxically the wise project manager appeals to very few followers, just to those who recognise that traditional wisdom is a treasure, which can often lay hidden beneath a very ordinary appearance. The wise project manager keeps things simple and easy to understand and cherishes the way.
My words are very easy to understand,
Very easy to act on.
Yet in the world no man understands,
Or acts on them.
My words have ancient beginnings.
My deeds are noble.
As men do not understand,
Thus I am not understood.
He that understands me is rare,
In that way I am honoured.
Thus the sage wears coarse clothing,
And cherishes the jewel in his heart.
The Way
The wise project manager stays with the single principle of how everything happens and does nothing new or original. But paradoxically the wise project manager appeals to very few followers, just to those who recognise that traditional wisdom is a treasure, which can often lay hidden beneath a very ordinary appearance. The wise project manager keeps things simple and easy to understand and cherishes the way.
My words are very easy to understand,
Very easy to act on.
Yet in the world no man understands,
Or acts on them.
My words have ancient beginnings.
My deeds are noble.
As men do not understand,
Thus I am not understood.
He that understands me is rare,
In that way I am honoured.
Thus the sage wears coarse clothing,
And cherishes the jewel in his heart.
Friday, July 04, 2014
69: Fight or Flight
If a member of the project team wants to pick a fight with you, consider the strategy of a great guerrilla leader, such as Fidel Castro or Che Guevara. Never seek a fight and if one comes to you, yield and step back. It is far better to step back than to overstep yourself. Your strength is your awareness of what is happening. Your weapon is the light of your consciousness.
The Way
The foolish project manager initiates the attack and is therefore off centre and easily thrown. The wise project manager has respect for any attacker. He advances only when there is no resistance. If you make a point, do not cling to it. If you win, be gracious. The wise project manager never surrenders their compassion nor uses their skill to harm anyone needlessly. He knows that in the end, the more compassionate will win.
I dare not advance an inch but prefer to withdraw ten.
This is called acting without action,
Seizing without weapons,
Pushing without resistance,
Managing without weapons.
There is no greater disaster than underestimating the enemy.
Underestimating the enemy,
I will lose my treasures.
Therefore when battle is joined,
The more compassionate will win.
The Way
The foolish project manager initiates the attack and is therefore off centre and easily thrown. The wise project manager has respect for any attacker. He advances only when there is no resistance. If you make a point, do not cling to it. If you win, be gracious. The wise project manager never surrenders their compassion nor uses their skill to harm anyone needlessly. He knows that in the end, the more compassionate will win.
I dare not advance an inch but prefer to withdraw ten.
This is called acting without action,
Seizing without weapons,
Pushing without resistance,
Managing without weapons.
There is no greater disaster than underestimating the enemy.
Underestimating the enemy,
I will lose my treasures.
Therefore when battle is joined,
The more compassionate will win.
Friday, June 27, 2014
68: Opportunities
The Project
In Easy Steps are currently proofing Project Program and Portfolio Management and they have asked for a few minor changes which I’ve completed so it shouldn’t be long now, but these things always take time. Sourdough Bread Made Easy (absolutely nothing to do with project management for a change) has now been published by CreateSpace and is available from Amazon in hard copy and Kindle format.
“Fools rush in” as the old saying goes and that applies to poor project managers. Good generals do not rush into battle, they prepare and offer the enemy the opportunity of making a self-defeating error. Good project managers do not achieve success through constraints and limitations, they achieve success by providing opportunities.
The Way
Good leadership is about motivating people to achieve at the highest levels by offering them opportunities, not obligations. That is how things happen naturally. The wise project manager is patient and humble. He knows that life is an opportunity and not an obligation.
A good soldier is not violent.
A good fighter is not angry.
A good victor is not vengeful.
A good manager is humble.
This one might call not contesting.
This one might call the ability to use others.
This one might call the ultimate principle of the ancients.
In Easy Steps are currently proofing Project Program and Portfolio Management and they have asked for a few minor changes which I’ve completed so it shouldn’t be long now, but these things always take time. Sourdough Bread Made Easy (absolutely nothing to do with project management for a change) has now been published by CreateSpace and is available from Amazon in hard copy and Kindle format.
“Fools rush in” as the old saying goes and that applies to poor project managers. Good generals do not rush into battle, they prepare and offer the enemy the opportunity of making a self-defeating error. Good project managers do not achieve success through constraints and limitations, they achieve success by providing opportunities.
The Way
Good leadership is about motivating people to achieve at the highest levels by offering them opportunities, not obligations. That is how things happen naturally. The wise project manager is patient and humble. He knows that life is an opportunity and not an obligation.
A good soldier is not violent.
A good fighter is not angry.
A good victor is not vengeful.
A good manager is humble.
This one might call not contesting.
This one might call the ability to use others.
This one might call the ultimate principle of the ancients.
Friday, June 20, 2014
67: Three Qualities
The sun is shining and all seems right with the world. It’s amazing what the weather can do to one’s outlook. Not only that, it’s Friday and The Bride Inn beckons. Are they both part of the single principle?
The single principle of how everything happens is great, but the project managers who follow it know they are in fact quite ordinary. Having a great ego does not make a project manager great it has quite the opposite effect. A project manager who is filled with self-interest cannot be caring or courageous. Project managers who act in a superior way, are not superior they are poor project managers.
The Way
The wise project manager knows that there are three qualities that are invaluable to the leader: compassion for all; a material simplicity or frugality; and a sense of humility. A compassionate person acts in the belief of everyone’s right to life. Material simplicity gives one an abundance to share. A sense of humility is, paradoxically, one’s true greatness. These qualities sustain life because we are all one. When we care for the team members, we enhance the energy of the whole team.
I have three treasures which I possess and guard.
The first is compassion,
The second is frugality;
The third is humility.
From compassion comes courage,
From frugality comes generosity,
And from humility comes leadership.
Nowadays men forsake compassion and try to be courageous,
Forsake economy and try to be generous,
Forsake humility and try to be first.
This is certain death.
A compassionate man is able to contest,
Then the strength to protect.
Nature helps, compassion protects.
The single principle of how everything happens is great, but the project managers who follow it know they are in fact quite ordinary. Having a great ego does not make a project manager great it has quite the opposite effect. A project manager who is filled with self-interest cannot be caring or courageous. Project managers who act in a superior way, are not superior they are poor project managers.
The Way
The wise project manager knows that there are three qualities that are invaluable to the leader: compassion for all; a material simplicity or frugality; and a sense of humility. A compassionate person acts in the belief of everyone’s right to life. Material simplicity gives one an abundance to share. A sense of humility is, paradoxically, one’s true greatness. These qualities sustain life because we are all one. When we care for the team members, we enhance the energy of the whole team.
I have three treasures which I possess and guard.
The first is compassion,
The second is frugality;
The third is humility.
From compassion comes courage,
From frugality comes generosity,
And from humility comes leadership.
Nowadays men forsake compassion and try to be courageous,
Forsake economy and try to be generous,
Forsake humility and try to be first.
This is certain death.
A compassionate man is able to contest,
Then the strength to protect.
Nature helps, compassion protects.
Friday, June 13, 2014
66: Supportive Leadership
It's Friday and the sun is shining in the South West (and has been since I opened the swimming pool for the early morning Nutters Club at 05:30) so after work The Bridge Inn will be calling loud and clear. Meantime I have work to do plus a visit to the dentist this morning and the physiotherapist this afternoon. Must try to stay positive and think of The Bridge!
The Project
Still no news from the publishers on Project Program and Portfolio Management, so I assume (with my fingers crossed) that it is going well. Meanwhile the next book Sourdough Bread Made Easy (makes a nice change from Project Management) is well on its way, I just need to take a few more pictures to illustrate some steps and variations. But I digress as none of this has anything to do with leadership.
What we call leadership consists mainly of knowing how to follow. But poor project managers will try to promote their own agenda and drag or push the team in the direction they wish it to go in.
The Way
The wise project manager stays in the background and facilitates the work of the team. The great things they do go largely unnoticed. Because they do not push or manipulate the team, there is no resentment or resistance from the team. Because they are open, any issue can be raised. Because they have no position to defend and show no favouritism, no one feels threatened.
Wishing to guide the people,
You must speak to them humbly.
Wishing to lead the people,
You must follow behind.
Thus when the sage rules,
He is not a burden to the people;
When he stands before them,
He does not harm them.
The whole world will support him,
And will not weary of him.
Because he does not compete,
He does not meet competition.
The Project
Still no news from the publishers on Project Program and Portfolio Management, so I assume (with my fingers crossed) that it is going well. Meanwhile the next book Sourdough Bread Made Easy (makes a nice change from Project Management) is well on its way, I just need to take a few more pictures to illustrate some steps and variations. But I digress as none of this has anything to do with leadership.
What we call leadership consists mainly of knowing how to follow. But poor project managers will try to promote their own agenda and drag or push the team in the direction they wish it to go in.
The Way
The wise project manager stays in the background and facilitates the work of the team. The great things they do go largely unnoticed. Because they do not push or manipulate the team, there is no resentment or resistance from the team. Because they are open, any issue can be raised. Because they have no position to defend and show no favouritism, no one feels threatened.
Wishing to guide the people,
You must speak to them humbly.
Wishing to lead the people,
You must follow behind.
Thus when the sage rules,
He is not a burden to the people;
When he stands before them,
He does not harm them.
The whole world will support him,
And will not weary of him.
Because he does not compete,
He does not meet competition.
Friday, June 06, 2014
65: Trying to be Clever
Back home again after two interesting weeks in the Republic of (South) Korea for a Korean wedding and a tour of the country. Had a great time and the Korean people are really nice. Only problem was I couldn't access my main email account and my (1G) mobile phone didn't work there! But it made it nice and peaceful.
The Project
No problems or queries from my publishers yet on Project Program and Portfolio Management in easy steps, hopefully no news is good news.
The Way
Some project managers tend to see the world in terms of theories and often have a very intricate view of what is happening. Simplicity and clarity are difficult for them and they are consequently very hard to work with. They try to be clever, but this only ends up confusing the team members.
The wise project manager does practices a way of life based on consciousness and wisdom. By returning to an awareness of what is happening, they clarify things and enlighten the team. Keeping things simple will save them a lot of trouble.
Of old the ancient masters,
Did not enlighten the common people,
But kept them ignorant.
People become difficult to govern,
If they become too clever.
Using too much cleverness to govern,
Will ruin the country.
Not using cleverness to govern,
Will bring happiness to the country.
He who understands these two rules,
Understands the principle.
The Project
No problems or queries from my publishers yet on Project Program and Portfolio Management in easy steps, hopefully no news is good news.
The Way
Some project managers tend to see the world in terms of theories and often have a very intricate view of what is happening. Simplicity and clarity are difficult for them and they are consequently very hard to work with. They try to be clever, but this only ends up confusing the team members.
The wise project manager does practices a way of life based on consciousness and wisdom. By returning to an awareness of what is happening, they clarify things and enlighten the team. Keeping things simple will save them a lot of trouble.
Of old the ancient masters,
Did not enlighten the common people,
But kept them ignorant.
People become difficult to govern,
If they become too clever.
Using too much cleverness to govern,
Will ruin the country.
Not using cleverness to govern,
Will bring happiness to the country.
He who understands these two rules,
Understands the principle.
Friday, May 16, 2014
64: Beginning, Middle and End
The Project
I currently find myself at the beginning of one project (Topsham Walking Tour Guides), the middle of another (Sourdough Bread Made Easy) and (hopefully) the end of a third project (Project Program and Portfolio Management in easy steps), which is currently being proof read by the publishers.
Projects and project teams have different needs and require different skills from the project manager in the early, middle and later stages of a project. In the early stages team building skills are usually required; the middle stages require problems and conflicts to be recognised and addressed; and the later stages usually require some team motivation.
Poor project managers jump right in and push too much in the early stages, instead of letting things flow naturally. The wise project manager lets things take their natural course. Once the project is underway, they can step back as much as possible, recognising that needless intervention will only confuse the team. Towards the end poor project managers can again spoil the work by getting too eager and pushy.
The Way
The wise project manager does not try to do too much and does not worry about getting the credit for having done something. Because he has no expectations, no outcome can be called a failure.
Peace is easy to maintain.
It is easy to plan things before they start.
That which is brittle is easily broken,
That which is small is easily scattered.
Act before it happens.
Put things in order before they are confused.
A journey of a thousand miles begins with a single step.
He who acts with motive will suffer defeat.
He who seizes will lose.
Thus the sage acts without motive,
And so does not fail.
I currently find myself at the beginning of one project (Topsham Walking Tour Guides), the middle of another (Sourdough Bread Made Easy) and (hopefully) the end of a third project (Project Program and Portfolio Management in easy steps), which is currently being proof read by the publishers.
Projects and project teams have different needs and require different skills from the project manager in the early, middle and later stages of a project. In the early stages team building skills are usually required; the middle stages require problems and conflicts to be recognised and addressed; and the later stages usually require some team motivation.
Poor project managers jump right in and push too much in the early stages, instead of letting things flow naturally. The wise project manager lets things take their natural course. Once the project is underway, they can step back as much as possible, recognising that needless intervention will only confuse the team. Towards the end poor project managers can again spoil the work by getting too eager and pushy.
The Way
The wise project manager does not try to do too much and does not worry about getting the credit for having done something. Because he has no expectations, no outcome can be called a failure.
Peace is easy to maintain.
It is easy to plan things before they start.
That which is brittle is easily broken,
That which is small is easily scattered.
Act before it happens.
Put things in order before they are confused.
A journey of a thousand miles begins with a single step.
He who acts with motive will suffer defeat.
He who seizes will lose.
Thus the sage acts without motive,
And so does not fail.
Friday, May 09, 2014
63: Handling Difficulties
All projects run into difficulties from time to time and poor project managers may well be responsible for some of these difficulties themselves. Some project managers actually seem to encourage difficulties by their actions. Even worse, some project managers try to ignore difficult situations, but this can result in the need for hectic activities from the team to sort out the problem when they finally face up to it.
The Way
The wise project manager knows how to act effectively and stays aware and remaining unbiased. By being aware he will know what is happening; and will not act rashly. By being unbiased, he can act in a balanced and centred manner. When difficulties do occur, he breaks things down into their constituent parts and deals with each in turn.
Act without motive.
Work without working.
Taste the tasteless.
Make big the small, make many the few.
Repay resentment with virtue.
Plan the difficult as if it is easy.
In the world difficult things must be treated as easy.
In the world big things must be treated as small.
Thus the sage never does the big,
And can therefore accomplish the big.
Easy promise is rarely reliable.
Taking things carelessly ensures great difficulty.
Thus the sage considers things as difficult,
Therefore never has difficulty.
The Way
The wise project manager knows how to act effectively and stays aware and remaining unbiased. By being aware he will know what is happening; and will not act rashly. By being unbiased, he can act in a balanced and centred manner. When difficulties do occur, he breaks things down into their constituent parts and deals with each in turn.
Act without motive.
Work without working.
Taste the tasteless.
Make big the small, make many the few.
Repay resentment with virtue.
Plan the difficult as if it is easy.
In the world difficult things must be treated as easy.
In the world big things must be treated as small.
Thus the sage never does the big,
And can therefore accomplish the big.
Easy promise is rarely reliable.
Taking things carelessly ensures great difficulty.
Thus the sage considers things as difficult,
Therefore never has difficulty.
Friday, May 02, 2014
62: Gift of Wisdom
The Project
I was getting anxious that I hadn’t heard anything back from my publishers since I uploaded the final version of Project Program and Portfolio Management. But when I called them they hadn’t even had a chance to look at it yet, so they’ve missed the April publication date but no worries they should have it out in May.
Some project managers tend to abandon anyone who doesn’t seem to understand how they do things on their project. This shows that they themselves don’t understand how things happen. Everyone has the ability to work things out for themselves. Conflicts will resolve themselves sooner or later. Even without the light of consciousness, people will grow and improve.
The Way
The wise project manager knows that sharing the way with others is the greatest gift he can give. He is aware of how things happen and this makes his words more potent and his behaviour more effective. Knowing how things work gives the project manager more real power and ability than any number of degrees or titles. This is why people in every culture and time have honoured those who know how things happen and the wise project manager understands this.
Tao is the source of the ten thousand things.
It is the treasure of the good man,
And the protection of the bad.
Fine words can abound,
Good deeds can gain benefit.
People exist who are not good,
Do not abandon them.
Therefore on the day the emperor is crowned,
And the three officers of state installed,
Do not salute them with jade and a team of four horses,
But remain still and offer the Tao.
I was getting anxious that I hadn’t heard anything back from my publishers since I uploaded the final version of Project Program and Portfolio Management. But when I called them they hadn’t even had a chance to look at it yet, so they’ve missed the April publication date but no worries they should have it out in May.
Some project managers tend to abandon anyone who doesn’t seem to understand how they do things on their project. This shows that they themselves don’t understand how things happen. Everyone has the ability to work things out for themselves. Conflicts will resolve themselves sooner or later. Even without the light of consciousness, people will grow and improve.
The Way
The wise project manager knows that sharing the way with others is the greatest gift he can give. He is aware of how things happen and this makes his words more potent and his behaviour more effective. Knowing how things work gives the project manager more real power and ability than any number of degrees or titles. This is why people in every culture and time have honoured those who know how things happen and the wise project manager understands this.
Tao is the source of the ten thousand things.
It is the treasure of the good man,
And the protection of the bad.
Fine words can abound,
Good deeds can gain benefit.
People exist who are not good,
Do not abandon them.
Therefore on the day the emperor is crowned,
And the three officers of state installed,
Do not salute them with jade and a team of four horses,
But remain still and offer the Tao.
Friday, April 25, 2014
61: Conquest through Submission
Some project managers always have to get their own way. They force the team to accept this by overpowering the other team members. But by forcing the team members into submission they are losing the potential creativity of the team.
The Way
A poor project manager may think he is superior to the team. Even a great project manager should not believe that he is better than the rest of the team. A good project manager is prepared to be the servant of the team and give way to the wishes of the team. This way the team will become great and so too will the project manager. The wise project manager understands this.
A great country is like a low river.
A meeting place in the world,
The mother of the universe.
The female overcomes the male with stillness,
Lying low in stillness.
Thus if a great country gives way to a smaller country,
It will conquer the smaller country.
And if a small country submits to a great country,
It can conquer the great country.
Thus a country conquers through submission,
A country conquers because it submits.
The great country wishes to unite with and nourish the small.
The small country only wishes to enter and serve the great.
Each gets what it wants.
It is fitting for a great nation to yield.
The Way
A poor project manager may think he is superior to the team. Even a great project manager should not believe that he is better than the rest of the team. A good project manager is prepared to be the servant of the team and give way to the wishes of the team. This way the team will become great and so too will the project manager. The wise project manager understands this.
A great country is like a low river.
A meeting place in the world,
The mother of the universe.
The female overcomes the male with stillness,
Lying low in stillness.
Thus if a great country gives way to a smaller country,
It will conquer the smaller country.
And if a small country submits to a great country,
It can conquer the great country.
Thus a country conquers through submission,
A country conquers because it submits.
The great country wishes to unite with and nourish the small.
The small country only wishes to enter and serve the great.
Each gets what it wants.
It is fitting for a great nation to yield.
Friday, April 18, 2014
60: Stirring Things Up
At long last we are getting some sunshine and spring is definitely here. The Topsham outdoor swimming pool opens tomorrow and I’ve got my first early morning stint at 05:30 Easter Monday morning! I have vivid memories last year of struggling to get the pool cover off in the dark and in the pouring rain. I wonder what this year will bring.
The Project
Silence from the publishers, which could be good or bad. I try not to pester them at these times as they will get back to me soon enough if they find any problems. The last thing I want to do is stir things up as my book is but one of many projects they have on the go.
A project manager needs to run his project delicately and allow the group process to emerge naturally. A poor project manager will stir things up and release strong feelings and unwarranted pressure, which can result in the wrong things being done.
The Way
The wise project manager does not push, he allows things to emerge when they are ready and the time is right. When hidden issues and emotions emerge naturally, they also resolve themselves naturally. They are not harmful. In fact, they are no different from any other thoughts or feelings.
All energies arise naturally, take form, grow strong, come to a new resolution and finally pass away. This is the cycle of life, processes, projects and everything else and the wise project manager understands this.
Ruling the country as if cooking a small fish.
Using the Tao in the world,
And evil will have no power.
Not that evil is not powerful,
But its power will not harm men.
Not only will it not harm men,
But the sage himself will not harm men.
As neither hurts the other,
So virtue merges and refreshes both.
The Project
Silence from the publishers, which could be good or bad. I try not to pester them at these times as they will get back to me soon enough if they find any problems. The last thing I want to do is stir things up as my book is but one of many projects they have on the go.
A project manager needs to run his project delicately and allow the group process to emerge naturally. A poor project manager will stir things up and release strong feelings and unwarranted pressure, which can result in the wrong things being done.
The Way
The wise project manager does not push, he allows things to emerge when they are ready and the time is right. When hidden issues and emotions emerge naturally, they also resolve themselves naturally. They are not harmful. In fact, they are no different from any other thoughts or feelings.
All energies arise naturally, take form, grow strong, come to a new resolution and finally pass away. This is the cycle of life, processes, projects and everything else and the wise project manager understands this.
Ruling the country as if cooking a small fish.
Using the Tao in the world,
And evil will have no power.
Not that evil is not powerful,
But its power will not harm men.
Not only will it not harm men,
But the sage himself will not harm men.
As neither hurts the other,
So virtue merges and refreshes both.
Friday, April 11, 2014
59: Restraint
The Project
So at long last my final content for “Project Program and Portfolio Management in easy steps” has been uploaded to the publishers. Now the waiting begins! Will they like it? Will they find any errors or typos? There is always a strange sort of empty feeling when I finish a book or any other project, but in my case I have one or two more things in the pipeline, so watch this space.
As project managers, we need to be aware of what is happening and how things happen on our projects, so that we can act accordingly. Poor project managers tend to bludgeon their way through a project, organizing everything and running everything. They try and stamp their authority on the project and the project team. But the project manager is no different from anything or anyone else, which means that he is ordinary. Only by knowing and understanding this can he become a wise project manager.
The Way
The wise project manager uses restraint in his approach to everything. He does not try and force his ideas onto the team. He encourages the team to evolve their ideas and he nurtures these. This way he can help to steer the project away from trouble and be effective.
In governing men and serving heaven,
Nothing equals restraint.
Restraint begins with giving up one’s own ideas.
Giving up one’s own ideas depends on preparedness.
When you are prepared then nothing is impossible.
If nothing is impossible, then there are no limits.
So at long last my final content for “Project Program and Portfolio Management in easy steps” has been uploaded to the publishers. Now the waiting begins! Will they like it? Will they find any errors or typos? There is always a strange sort of empty feeling when I finish a book or any other project, but in my case I have one or two more things in the pipeline, so watch this space.
As project managers, we need to be aware of what is happening and how things happen on our projects, so that we can act accordingly. Poor project managers tend to bludgeon their way through a project, organizing everything and running everything. They try and stamp their authority on the project and the project team. But the project manager is no different from anything or anyone else, which means that he is ordinary. Only by knowing and understanding this can he become a wise project manager.
The Way
The wise project manager uses restraint in his approach to everything. He does not try and force his ideas onto the team. He encourages the team to evolve their ideas and he nurtures these. This way he can help to steer the project away from trouble and be effective.
In governing men and serving heaven,
Nothing equals restraint.
Restraint begins with giving up one’s own ideas.
Giving up one’s own ideas depends on preparedness.
When you are prepared then nothing is impossible.
If nothing is impossible, then there are no limits.
Friday, April 04, 2014
PMI Netherlands Summit 2014
3rd edition PMI Netherlands Summit
Once again I find myself on the bloggers team for those good PMI folks in the Netherlands and following on from their very successful events in 2012 and 2013, the PMI Netherlands Chapter & CKC Seminars are organizing the 3rd edition of PMI Netherlands Summit on:
Thursday, June 12th 2014
The PMI Netherlands Summit is a unique event for Project, Program and Portfolio professionals to inspire and to be inspired. The central theme of this event is “The thin line between project success & failure”, something very close to my heart. The full program is now available at:
http://www.pmi-netherlands-summit.com/
The program provides a full range of topics addressing the central theme, presented by national and international thought leaders and experts. I picked out the following sessions that particularly appealed to me:
Making the Impossible Possible: Is there sanity and success in the midst of chaos?
The presentation will look at a current large successful project in an environment of many objectives to achieve with stringent deadlines to get to market. Amy Andrade will explore the elements inherent with this project which allowed it to be successful – though by best practice standards it was impossible.
Project governance Project Sponsor: Cross the Line Challenge
The project sponsor is an extremely important success factor for projects, in order to obtain better results, to improve teamwork and to ensure that the energy put into the project is effectively deployed and that the project remains focused to realise the benefits for the organisation. In this lecture, Bart Hoitink challenges you to cross the line towards excellent project sponsorship.
How to recover a derailing project
Derailment is a subtle or sneaky process. Its symptoms are rarely visible in the standard project reports. Its causes are a combination of rational and irrational behavior. It is the irrational side of derailment which escapes the attention of project management standards. Learn how to recognize early and late symptoms of project derailment and how to deal with the dilemmas involved in setting up a recovery from Peter Storm.
Control in a changing world
Studies show that in industry, more than half of all projects do not deliver on the promises they set out to achieve. Failure of such a project can sink a company. So what happens? Dick Wynberg will discuss the role of project managers in a complex project. Do they really manage HSSE, cost, schedule, quality, or are these merely the outcome of a failure to manage risk?
What every waterfall PMP needs to know about agile but was afraid to ask
In this workshop it will be explained that Agile Project Management differs from conventional waterfall and that it should be regarded as a different PM method. The concept of the Agile PM life cycle is introduced and the consequences of it will be discussed. Finally Frank Hendriks introduces PMI’s PMI-ACP certification as a way to manifest oneself a competent Agile Project manager.
Taming Tigers
Finally Jim Lawless (author of Taming Tigers) will give a unique presentation based on his experience of carrying out an “impossible” change twice to prove that his principles work. Taming Tigers is Jim’s metaphor and he will present his Ten Rules as practical tools to overcome any barrier. As a bonus delegates will receive a free copy of his book during the Conference.
Do check out the full program and if you go enjoy the event. Unfortunately I am not able to attend this year’s event due to other commitments but I’m sure it will be great.
Once again I find myself on the bloggers team for those good PMI folks in the Netherlands and following on from their very successful events in 2012 and 2013, the PMI Netherlands Chapter & CKC Seminars are organizing the 3rd edition of PMI Netherlands Summit on:
Thursday, June 12th 2014
The PMI Netherlands Summit is a unique event for Project, Program and Portfolio professionals to inspire and to be inspired. The central theme of this event is “The thin line between project success & failure”, something very close to my heart. The full program is now available at:
http://www.pmi-netherlands-summit.com/
The program provides a full range of topics addressing the central theme, presented by national and international thought leaders and experts. I picked out the following sessions that particularly appealed to me:
Making the Impossible Possible: Is there sanity and success in the midst of chaos?
The presentation will look at a current large successful project in an environment of many objectives to achieve with stringent deadlines to get to market. Amy Andrade will explore the elements inherent with this project which allowed it to be successful – though by best practice standards it was impossible.
Project governance Project Sponsor: Cross the Line Challenge
The project sponsor is an extremely important success factor for projects, in order to obtain better results, to improve teamwork and to ensure that the energy put into the project is effectively deployed and that the project remains focused to realise the benefits for the organisation. In this lecture, Bart Hoitink challenges you to cross the line towards excellent project sponsorship.
How to recover a derailing project
Derailment is a subtle or sneaky process. Its symptoms are rarely visible in the standard project reports. Its causes are a combination of rational and irrational behavior. It is the irrational side of derailment which escapes the attention of project management standards. Learn how to recognize early and late symptoms of project derailment and how to deal with the dilemmas involved in setting up a recovery from Peter Storm.
Control in a changing world
Studies show that in industry, more than half of all projects do not deliver on the promises they set out to achieve. Failure of such a project can sink a company. So what happens? Dick Wynberg will discuss the role of project managers in a complex project. Do they really manage HSSE, cost, schedule, quality, or are these merely the outcome of a failure to manage risk?
What every waterfall PMP needs to know about agile but was afraid to ask
In this workshop it will be explained that Agile Project Management differs from conventional waterfall and that it should be regarded as a different PM method. The concept of the Agile PM life cycle is introduced and the consequences of it will be discussed. Finally Frank Hendriks introduces PMI’s PMI-ACP certification as a way to manifest oneself a competent Agile Project manager.
Taming Tigers
Finally Jim Lawless (author of Taming Tigers) will give a unique presentation based on his experience of carrying out an “impossible” change twice to prove that his principles work. Taming Tigers is Jim’s metaphor and he will present his Ten Rules as practical tools to overcome any barrier. As a bonus delegates will receive a free copy of his book during the Conference.
Do check out the full program and if you go enjoy the event. Unfortunately I am not able to attend this year’s event due to other commitments but I’m sure it will be great.
Friday, March 28, 2014
58: Facilitation
The Project
Had some more excellent feedback from Graham and David for the book. A few typos and a lot of helpful suggestions. Final proof reading over the weekend and submit it to the publishers on Monday. All being well it should be published by the end of April. It is great to have friends and former colleagues that you can rely on for help, support and facilitation.
Poor project managers try to control their teams and the processes they use. But by doing this they interfere with the natural process and end up by making it chaotic. The team process should evolve naturally and be self-regulating. If the project manager interferes or tries to control the process, it will usually fail.
The Way
The wise project manager learns to trust what is happening in the project team. If there is silence, let it grow and something will emerge. If there is a storm, let it rage and it will resolve itself into calm. If the team is unhappy about something let it sort it out. The wise project manager facilitates the unfolding team process. He knows how to have a profound influence without making things happen.
When the country is lightly governed,
The people are genuine and honest.
When the country is ruled with severity,
The people will know deficiency.
Therefore the sage is:
Sharp but not cutting,
Incorrupt but does not injure,
Straightforward but not showy,
Enlightened but not brilliant.
Had some more excellent feedback from Graham and David for the book. A few typos and a lot of helpful suggestions. Final proof reading over the weekend and submit it to the publishers on Monday. All being well it should be published by the end of April. It is great to have friends and former colleagues that you can rely on for help, support and facilitation.
Poor project managers try to control their teams and the processes they use. But by doing this they interfere with the natural process and end up by making it chaotic. The team process should evolve naturally and be self-regulating. If the project manager interferes or tries to control the process, it will usually fail.
The Way
The wise project manager learns to trust what is happening in the project team. If there is silence, let it grow and something will emerge. If there is a storm, let it rage and it will resolve itself into calm. If the team is unhappy about something let it sort it out. The wise project manager facilitates the unfolding team process. He knows how to have a profound influence without making things happen.
When the country is lightly governed,
The people are genuine and honest.
When the country is ruled with severity,
The people will know deficiency.
Therefore the sage is:
Sharp but not cutting,
Incorrupt but does not injure,
Straightforward but not showy,
Enlightened but not brilliant.
Friday, March 21, 2014
57: Interfere Less
Some project managers need to feel that the team is dependent on them. In order to do this they interfere with the work of the team and make all the decisions themselves. This reduces the freedom and responsibility of the team members. The more coercive the project manager becomes, the more resistant the team members become. Manipulation breeds evasion. This is not the way to run a project.
The wise project manager establishes an open and honest climate for the team and as a result the team acts in an open manner. The project manager’s job is to facilitate the work of the team and keep them informed about what is happening on the project. He interferes as little as possible because interference, no matter how brilliant, creates a dependency.
The Way
When the project manager practices silence, the team remains focused. When the project manager does not impose rules, the team discovers its own goodness. When the project manager acts unselfishly, the team simply does what is to be done. Good leadership consists of doing less and being more.
When there is much to fear and much forbidden,
The people become poorer.
When people have many sharp weapons,
The state and country become confused.
When people become cunning,
Strange things occur.
The more rules and regulations,
The more thieves and malefactors abound.
Therefore the sage says:
I am without motive and people reform themselves,
I enjoy peace and people correct themselves,
I have no personal agenda and the people enrich themselves,
I have no desires and people return to the natural state.
The wise project manager establishes an open and honest climate for the team and as a result the team acts in an open manner. The project manager’s job is to facilitate the work of the team and keep them informed about what is happening on the project. He interferes as little as possible because interference, no matter how brilliant, creates a dependency.
The Way
When the project manager practices silence, the team remains focused. When the project manager does not impose rules, the team discovers its own goodness. When the project manager acts unselfishly, the team simply does what is to be done. Good leadership consists of doing less and being more.
When there is much to fear and much forbidden,
The people become poorer.
When people have many sharp weapons,
The state and country become confused.
When people become cunning,
Strange things occur.
The more rules and regulations,
The more thieves and malefactors abound.
Therefore the sage says:
I am without motive and people reform themselves,
I enjoy peace and people correct themselves,
I have no personal agenda and the people enrich themselves,
I have no desires and people return to the natural state.
Friday, March 14, 2014
56: Consciousness
The Project
The final chapter has passed first scrutiny and now awaits feedback from my peer reviewers. They are really great and have given me excellent feedback all along so I eagerly await their comments on the last few chapters.
There are some project managers who are easy to deal with and some who are so bloody-minded it’s unbelievable. Prevarication and technical jargon are their stock in trade, but all they succeed in doing is confusing their team and everyone else around them. They do not understand the way.
The Way
The wise project manager knows that words cannot capture the true nature of events so he does not try to use them. The wise project manager knows that what cannot be said can still be demonstrated, if he remains silent and conscious. Consciousness sheds light on what is happening. It clarifies conflicts and harmonises agitated individuals or groups. His consciousness is not idealistic; it rests on a pragmatic knowledge of how things work. There are no obstacles on the way, the obstacles are the way.
He who knows does not talk.
He who talks does not know.
Close the mouth.
Shut the door.
Dim the cleverness.
Untangle the knot.
Join the dust.
This can be called consciousness.
This is the highest state of man.
The final chapter has passed first scrutiny and now awaits feedback from my peer reviewers. They are really great and have given me excellent feedback all along so I eagerly await their comments on the last few chapters.
There are some project managers who are easy to deal with and some who are so bloody-minded it’s unbelievable. Prevarication and technical jargon are their stock in trade, but all they succeed in doing is confusing their team and everyone else around them. They do not understand the way.
The Way
The wise project manager knows that words cannot capture the true nature of events so he does not try to use them. The wise project manager knows that what cannot be said can still be demonstrated, if he remains silent and conscious. Consciousness sheds light on what is happening. It clarifies conflicts and harmonises agitated individuals or groups. His consciousness is not idealistic; it rests on a pragmatic knowledge of how things work. There are no obstacles on the way, the obstacles are the way.
He who knows does not talk.
He who talks does not know.
Close the mouth.
Shut the door.
Dim the cleverness.
Untangle the knot.
Join the dust.
This can be called consciousness.
This is the highest state of man.
Monday, March 10, 2014
Project Management around the World: Exeter (UK)
Here in the soggy South West of England the projects foremost in our minds are the ones concerned with drying out the Somerset Levels, repairing the destroyed sections of coastal railway line and even closer to home repairing the storm surge damage to Topsham’s famous (well famous in these parts) Goat Walk on the River Exe Estuary.
But looking wider afield I still see the continuing saga of failing projects particularly in the public sector. Those of you who have been following my blog will know that I am currently writing a book called “Project, Program and Portfolio Management in easy steps” due for publication in April this year. I would like to share my observations on two particular types of disaster projects from the book, I call them Leviathans and Vanities.
Leviathans
Leviathans were enormous, mythical all-consuming sea monsters which sounds awfully like some of the recent high-profile failed or struggling projects reported in the media:
British Broadcasting Corporation: Digital Media Initiative, to improve efficiency and allow better management, but underestimation of the complexity, poor governance, organizational immaturity and continual changes resulted in the contract being abandoned in 2013, at a cost of £100m (but they are currently having another go at it using an Agile approach so the final number may be even bigger!).
BSkyB: Customer Relations Management system, where the supplier failed to resource the project properly and was seriously late. When the project was finally scrapped, very little had been done but the cost was still £318m.
UK Government Regional Fire Control Centre project, which was flawed from the outset and scrapped as the IT systems could not be delivered. I actually trained the Fire Service project managers who were going to have to implement this one in the South West and every one of them knew it would be a total disaster! Fortunately they never had to implement it but the regional centre that it was going to be run from has been built and is standing empty. The cost was £469m at the time of cancellation but the costs are still on-going.
US (OK this is not local but I thought it worth including) Department of Defence: Expeditionary Combat Support System (ECSS), an integrated supply chain and logistics system (at one time the largest project in the world – which should have rung a few alarm bells!), finally scrapped as they couldn’t get it to work at a cost of $1b.
Airbus SAS: A380 commercial aircraft development project, delayed by nearly two years due to design faults caused by the use of different computer aided design (CAD) software in different parts of the organization at a cost of $6b.
The problem with these leviathan projects is they become like out of control giant tankers, almost impossible to stop until they hit a rock and flounder. Many more projects end up like this than get reported in the media, as they get hushed up by the embarrassed organizations responsible for them.
So what can we learn from them? Effective Project Management in easy steps (one of my earlier books) defines 20 laws of project management. The most pertinent of these is this:
“A two year project will take three years;
a three year project will never finish.”
The basic problem is that the world will change, often quite dramatically, over a two to three year period. As a result of this, the business requirements are also likely to change in line with it. With the passage of time, what the project initially set out to achieve will no longer be what the business now requires. Changing the project’s requirements (scope) on the fly will seriously impact on the project’s time, cost and quality. This will add the risk of it falling further and further behind until, eventually, it gets abandoned. The larger the project is, the greater the risk of failure.
Vanities
The second type of problem projects are vanity projects, promoted by proud men (usually senior executives) with whom no-one likes to disagree. These typically have poorly defined objectives and no sound business justification. They may eventually get completed but they produce little or no real benefit to the business despite using precious resources. Even worse they prevent those resources being used for projects of more value to the business.
The problem is that without proper project, program and portfolio management processes in place each individual project is considered in isolation. It doesn’t matter if the project is necessary or not, as long as the person sponsoring it can make a convincing case for it. In fact it might not even need corporate approval if the sponsor has sufficient finance in his own budget to fund it.
In the book I (naturally) go on to explain how program and portfolio management can fix both problems.
Postscript
You might be forgiven for thinking that some recent projects (Olympic Games and Football World Cups come to mind) actually manage to tick both boxes!
Enjoy your projects, I do.
John Carroll (a.k.a. P M Blogger)
But looking wider afield I still see the continuing saga of failing projects particularly in the public sector. Those of you who have been following my blog will know that I am currently writing a book called “Project, Program and Portfolio Management in easy steps” due for publication in April this year. I would like to share my observations on two particular types of disaster projects from the book, I call them Leviathans and Vanities.
Leviathans
Leviathans were enormous, mythical all-consuming sea monsters which sounds awfully like some of the recent high-profile failed or struggling projects reported in the media:
British Broadcasting Corporation: Digital Media Initiative, to improve efficiency and allow better management, but underestimation of the complexity, poor governance, organizational immaturity and continual changes resulted in the contract being abandoned in 2013, at a cost of £100m (but they are currently having another go at it using an Agile approach so the final number may be even bigger!).
BSkyB: Customer Relations Management system, where the supplier failed to resource the project properly and was seriously late. When the project was finally scrapped, very little had been done but the cost was still £318m.
UK Government Regional Fire Control Centre project, which was flawed from the outset and scrapped as the IT systems could not be delivered. I actually trained the Fire Service project managers who were going to have to implement this one in the South West and every one of them knew it would be a total disaster! Fortunately they never had to implement it but the regional centre that it was going to be run from has been built and is standing empty. The cost was £469m at the time of cancellation but the costs are still on-going.
US (OK this is not local but I thought it worth including) Department of Defence: Expeditionary Combat Support System (ECSS), an integrated supply chain and logistics system (at one time the largest project in the world – which should have rung a few alarm bells!), finally scrapped as they couldn’t get it to work at a cost of $1b.
Airbus SAS: A380 commercial aircraft development project, delayed by nearly two years due to design faults caused by the use of different computer aided design (CAD) software in different parts of the organization at a cost of $6b.
The problem with these leviathan projects is they become like out of control giant tankers, almost impossible to stop until they hit a rock and flounder. Many more projects end up like this than get reported in the media, as they get hushed up by the embarrassed organizations responsible for them.
So what can we learn from them? Effective Project Management in easy steps (one of my earlier books) defines 20 laws of project management. The most pertinent of these is this:
“A two year project will take three years;
a three year project will never finish.”
The basic problem is that the world will change, often quite dramatically, over a two to three year period. As a result of this, the business requirements are also likely to change in line with it. With the passage of time, what the project initially set out to achieve will no longer be what the business now requires. Changing the project’s requirements (scope) on the fly will seriously impact on the project’s time, cost and quality. This will add the risk of it falling further and further behind until, eventually, it gets abandoned. The larger the project is, the greater the risk of failure.
Vanities
The second type of problem projects are vanity projects, promoted by proud men (usually senior executives) with whom no-one likes to disagree. These typically have poorly defined objectives and no sound business justification. They may eventually get completed but they produce little or no real benefit to the business despite using precious resources. Even worse they prevent those resources being used for projects of more value to the business.
The problem is that without proper project, program and portfolio management processes in place each individual project is considered in isolation. It doesn’t matter if the project is necessary or not, as long as the person sponsoring it can make a convincing case for it. In fact it might not even need corporate approval if the sponsor has sufficient finance in his own budget to fund it.
In the book I (naturally) go on to explain how program and portfolio management can fix both problems.
Postscript
You might be forgiven for thinking that some recent projects (Olympic Games and Football World Cups come to mind) actually manage to tick both boxes!
Enjoy your projects, I do.
John Carroll (a.k.a. P M Blogger)
Friday, February 28, 2014
55: Enlightenment
The Project
I’ve spent most of this week working on the index to the book (a fairly tedious task in InDesign) but I’m nearly there at last. Also at last it’s Friday so I’m off down to the Bridge Inn for a pint of something interesting after work. It’s amazing how often I find enlightenment there!
As we get into the middle to later stages of a project the pressure of work, shortage of funds and the need to fix problems can start to take a toll on some team members. The issue for the project manager is not only how to energize and keep the team motivated, but how to keep themselves motivated as well.
We can all recognize the signs of a poor project manager when their shoulders start to droop and their face takes on a haggard look. They can’t get what they need done and increasingly start to rush about; getting stressed and causing stress. They get themselves worked up about things and start working themselves into the ground. It becomes a downward spiral for them and the project team.
The Way
The wise project manager builds commitment by influencing, delegating, negotiating, team building and creating ownership (the soft skills). He appears to be trouble free. Problems are dealt with as they arise and cease to be problems. He is relaxed, has time to smile and even sing (although he does not necessarily have a wonderful voice, it always raises a smile) and he can keep it up all day. He is not excited, he is enlightened and enlightenment brings a continuous flow of energy.
He who is filled with virtue,
Is like a new born child.
Wasps and snakes will not sting him.
Wild beasts do not seize him.
Grasping birds will not strike.
His bones are weak, his muscles are soft,
But his grip is sure.
This is perfect harmony.
Knowing harmony is constancy.
Knowing constancy is enlightenment.
To improve life speaks of the ominous.
To control energy speaks of forcing.
The exalted become decadent.
This is not the way of the Tao.
Whatever is contrary to the Tao will not last long.
I’ve spent most of this week working on the index to the book (a fairly tedious task in InDesign) but I’m nearly there at last. Also at last it’s Friday so I’m off down to the Bridge Inn for a pint of something interesting after work. It’s amazing how often I find enlightenment there!
As we get into the middle to later stages of a project the pressure of work, shortage of funds and the need to fix problems can start to take a toll on some team members. The issue for the project manager is not only how to energize and keep the team motivated, but how to keep themselves motivated as well.
We can all recognize the signs of a poor project manager when their shoulders start to droop and their face takes on a haggard look. They can’t get what they need done and increasingly start to rush about; getting stressed and causing stress. They get themselves worked up about things and start working themselves into the ground. It becomes a downward spiral for them and the project team.
The Way
The wise project manager builds commitment by influencing, delegating, negotiating, team building and creating ownership (the soft skills). He appears to be trouble free. Problems are dealt with as they arise and cease to be problems. He is relaxed, has time to smile and even sing (although he does not necessarily have a wonderful voice, it always raises a smile) and he can keep it up all day. He is not excited, he is enlightened and enlightenment brings a continuous flow of energy.
He who is filled with virtue,
Is like a new born child.
Wasps and snakes will not sting him.
Wild beasts do not seize him.
Grasping birds will not strike.
His bones are weak, his muscles are soft,
But his grip is sure.
This is perfect harmony.
Knowing harmony is constancy.
Knowing constancy is enlightenment.
To improve life speaks of the ominous.
To control energy speaks of forcing.
The exalted become decadent.
This is not the way of the Tao.
Whatever is contrary to the Tao will not last long.
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