Category Archives: Project Management Communications

Friday Snippet, News, Observations, Project Management Communications, Project Management Lessons Learned

Council signs saying what we are all thinking – Friday snippet

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Whilst walking the dog recently I came across a new sign in the cemetery – now it may not sound like the best place to walk the pooch but there is a rather lovely “outer” walkway which is very popular for dog walkers and families, a must for town centres! The sign is an official council notice, but rather than signs of times past which might state; “Dogs must be kept on leads at all times” and “£xxx fine for dog fouling” etc this sign says so much more. On reading it initially I thought, wow that can’t be official but I also completely agree with it. From factual to explaining why we should comply actually struck a chord with me – perhaps a new way of reasoning with those who consistently break the rules.

I am one of few responsible dog owners that always cleans up after my dog and always has him under control. I do “tut” a lot at owners who let their dogs run a mock over graves and do swear under my breath when I step into faeces (who doesn’t right!).

I can see this approach to tapping into people’s consciences to deter bad behaviour could really work. Similar to project communications – we are often told not to do this or must do that but how often is there an explanation for the reasons behind the “rules” in place?

I have worked with a fair few colleagues and stakeholders who didn’t want to rock the boat by pushing back on decision makers and asking why!?

As much as we encourage questions and expect them – it doesn’t usually happen that way, so why not take a different approach to working and talk about reasons / affects as much as you would benefits!

financial reporting, Negotiation, Project Management, Project Management Communications, Project planning

What could possibly go wrong? Irrational fears

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We’ve all had a nightmare at work at some point and project management in its own right is probably home to more war stories than most professions – but how does this affect our lives and perceptions moving forward? For most of us, we learn from our experiences and carry a great deal of battle scars which tend to make us a little more wary if not more prepared when venturing into a new challenge, however sometimes we can let our thoughts and actions go into overdrive and start having irrational fears.

I will share with you an irrational fear I used to have when I worked for a large blue chip business. On a Monday morning – I was tasked with gathering the weekly financial data for output of all the European manufacturing sites. Once I had all the data I had to produce a report of all the figures for a meeting with the heads of sites, company president and other senior managers’. So as you can imagine – this was a task which could not be put to the back of the “to do” list, in all fairness I found the task a bit of a bore but also knew the importance of having the report ready an hour before the video conferencing. I would contact all of the logistics managers across the manufacturing sites every Monday with a friendly email reminder, followed by a call for those who still hadn’t sent over their reports. Now I don’t want to single out a particular site but there was one which was notoriously late with their reports, in fact they were so bad that I would have called at least 3 times after the initial email which never generated a response. I would be patched through to various departments on each call and basically told that the relevant staff had gone for lunch. Sometimes this was mid morning (even with the time difference), so it became a bit of a joke that this site were basically always eating. This is where my irrational fear came about – as I got it in the neck for my report being late and it was always this site which made me late (despite many meetings /conversations and discussions trying to clarify what the issue was at their end) that I began to believe that they were in fact all sat eating ALL DAY on a Monday.

From then on, I have always been very keen to plan project meetings well ahead of deadlines with the manufacturing site in question – even making up deadlines to be well ahead of the real deadlines in a bid to try and get my projects completed on time; it worked and I did just hit my deadlines on projects but the financial reporting never got in on time from them.

I would love to hear of your irrational fears – whether at work or home, sometimes they can prove to be productive.

Guy Fawkes, News, No, Observations, Project Management Communications, Project Management Lessons Learned

Bonfires and Fireworks

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Happy Guy Fawkes to you all – not breaking with tradition I would like to tie in today’s blog to the theme of bonfire night.

Remember remember the fifth of November

Gunpowder, treason and plot.

I see no reason why gunpowder, treason

Should ever be forgot…

A poem brought about after Guy Fawkes was put on trial in 1606 for treason having been caught in the cellars of the Houses of Parliament with several dozen barrels of gunpowder and subsequently found guilty, which saw him hung, drawn and quartered. The poem was served as a reminder to the next generations regarding treason and the tradition has evolved with time, to include rather fantastic firework displays etc.

A powerful and emotive story which despite its age has certainly played a huge part in our lives over the years – if only we could be as effective in the workplace for lessons learned. Time and time again I have worked with project managers to programme directors who tell me stories of woe from managing pieces of work which would have greatly benefitted from the lessons learned log. This document has been either ignored / not completed or hidden away like it is a bad thing because it highlights where we went wrong. Of course it also highlights the good too but attitude seems to be that if we pretend the bad bits weren’t there now we’ve completed a project then it didn’t happen – then low and behold, history repeats itself.

Now I am not suggesting we have a bonfire and burn all the confidential waste every time we learn something but surely we are at a point where it makes sense to drag out and dust down the lessons learned log for projects similar in complexity etc. each time a new project is being scoped and particularly when it is being planned.

Here’s a poem which you could adapt for your project team:

Remember remember the project of last September

Stakeholders lost all respect,

I see no reason why lessons learned should be tossed

Or ever not be kept…

Blatantly I was never meant to be a poet but you get the idea – maybe adopting something in the office which reminds all to revisit times passed to better understand how to do things more efficiently moving forward could save a lot of time, money and energy.

Careers Advice, management advice, Project Management, Project Management Communications, Team building

Imagine there’s no email – communications planning

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Back in the day before technology such as email, social networking and forums had been thoroughly adopted we were resigned to actually speaking to each other – either face to face or via telephone. I wonder if we compared success rates for project delivery to today if achievement was higher? Probably not, however I bet communications were deemed as much stronger. I am a huge fan of modern technology and it’s benefits for easy access and recorded communications however as we become busier and lazier – it is all too easy to fire off a few emails and update online activity boards without actually discussing any changes or actions required by the project team. How many times have you seen your name entered next to a piece of information or been put on copy of an email and thought; “what does that actually mean?” Our ability to interpret information varies from person to person and so a great deal of important instruction / information can also get lost in translation.

As a project manager the minimum you should be doing is making sure you speak to people, understand their workloads other commitments and ensure everyone is clear on what is required. I am not a fan of unnecessary meetings either, meetings are required but only last week I was talking with a PM from the investment management sector who was complaining that they have meetings about having meetings – this is of course a step too far.

Work out a communications plan – make sure you list everyone involved on the project with the most heavily involved at the top working down to less active members of the team. Placing priority on the more heavily involved and working out a mutually convenient way to communicate such as weekly calls / coffee and teleconferences for groups to join in is a good start. Don’t be a stranger to the team and if possible, do pop over for a coffee and chat to see where they are at with their workstream. By effectively communicating at the start of the project and building relationships – you can convince the team of your intentions to keep in touch and that you are not micro managing, explaining the need to have a transparent view of where everyone is at will help you all work together more effectively. In my first PM role I reported to a programme director who said to me, “If you tell me when things aren’t going to plan, I will have your corner. If you cover up and drop me in it then you are on your own.” You can’t say fairer than that! Encourage your team to communicate – but you can only do this if you are openly and regularly communicating yourself.