Tag Archives: effective project management

Event Management, Observations, project benefits being realised, Project Management War Stories, Project planning, Stakeholders

Event Management – the Project Management underdog

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Event Management is a complex field and is often overlooked by the traditional sense of Project Management due to its relaxed approach to structured delivery. However this is a misconception, as with all project managers – we all approach things differently! Events can be fairly straightforward pieces of work for training weekends and new product launches etc but the rise of large scale events such as festivals and industry conferences demanding a structured approach to presenting a business case, planning, resource management, risk & issue management, change control, reporting and stakeholder management. The role that was once deemed a “write requirements on the back of a cigarette packet” has had to change its ways, especially as even large scale festivals have had to cancel due to lack of interest – wasting time and resources. A failure in the research element could be put to blame here as the market has been flooded by such events – a huge revenue earner but only deeming real success when big names in music are headlining, and with so many to choose from naturally the greater band lists attract the majority.

Such pressures mean that events which are running need to go without a hitch – bad press for chaotic amenities and cancelled acts can damage future ticket sales.

Event Management

Here’s a word cloud taking in some of the considerations for Event Management, now that is a project plan I wouldn’t want to manage – certainly testing the length of any Excel spreadsheet and the patience of an Event PM.

The Event Project Manager, not such an underdog after all – expert Planner, Benefits Manager, and Stakeholder Specialist a great big must!

Project Management Communications, Project Management War Stories, project teams

When relationships fail – project management woes

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Interesting topic, as relationships are the basis of life – whether it is partners, children, pets, colleagues, or suppliers to name a few. So how do we keep a relationship healthy and happy? A starting point has to be managing expectations, you commit to a certain level of engagement and this must be clear from the outset. Most of the time, with personal relationships this tends to be easier as you agree to call or do something and as long as you keep on top of your commitments then you have a healthy relationship. In work it can be difficult to juggle relationships especially when you are very busy and are constantly asking for parties to do something for you (usually because it is in the plan). So when things occasionally go sour or you inherit a bad relationship with a client or supplier, what should you do?

Come back

  • What went wrong – talk to all involved to get a greater understanding of when the relationship started to struggle.
  • Discuss feelings – all sounds very touchy feely I know but just listening to others and letting them vent their frustrations can relieve tension greatly.
  • Listen to all points of view – don’t just listen to those who shout loudest, take time to speak with those who seem to be happy (it is often these who are just “getting on with it” grumbling under their breath).
  • How can we put things right? Having taken in all views and opinions it is time to sit down and work out a strategy to improve the working environment moving forward. Take an inclusive approach, call a meeting with all involved and talk through your ideas and reassure everyone that you are acutely aware that things need to change and will.

I remember back when I first started managing my own projects, my programme director told me to refer to the plan with workstream leads who were not prioritising my projects. I did as I was told for a while but found that this corporate threat was damaging my relationships, I decided to take a different approach, bearing in mind I was working within a matrix environment so often had to go to their managers with the threats. I decided to spend some time with each workstream lead, visiting them in their work environments, having a coffee and chat about their workloads. I found that explaining the benefits to them completing their commitments to my projects and sympathising with their woes really started to build relationships to the point that they were very honest about statuses and pressures from others within the business. From this I met with other managers to discuss how we could all get what we needed. It wasn’t completely fool proof but certainly made for a more productive and happier work environment. Just remember that yes there is a plan but just because it is there doesn’t mean it will be followed without some intervention and management of expectations.

Change, Change Management, Observations, Project Management

Are Project Managers Change Managers?

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Interesting talking to a number of contractors recently – some preferring to be referred to as Change Managers as opposed to Project Managers and vice versa – when I pushed back and asked why the need to define, I had a mixed response:

“As a Project Manager I deliver change”

“I am a Change Manager but I deliver as a project”

I wonder if being branded one or the other has a psychological effect of the individual. Back in the day when budgets were less frugal and organisations saw the value of a fully enhanced team, it was not uncommon to see a Project Manager Working alongside a Change Manager – this is still apparent in larger organisations but less so across the board. And I wonder if Change Managers partially feel compelled to sell their service as all encompassing (they can deliver a project as well as the change element) to be included in the running for more PM positions and likewise a Project Manager feels the need to sell their additional skill-set as change management aware in order to deliver as smoothly as possible. I delivered new products into manufacturing across EU/SA/USA and often found that without the sympathetic element of change management I would indeed find workstream leads to be challenging at the best of times. By simply spending time to explain the benefits of prioritising my projects and listening to any concerns, hopefully dispelling any anxiety rather than the company prescribed “Head Office said do it, so DO IT” approach which tended to get peoples backs up – unsurprisingly! It is this experience that lead me on to embrace change management within my practice – as such I feel I have taken on both the roles of PM and CM. Could I split the two now, good question, I am not sure they should be. Do I believe a dedicated Change Manager should be part of the project team? Depends on the size and complexity of the project really, if you have the budget and a great deal of “users” affected by the implementation then it is a good idea.Changing times

Some things to consider when delivering change:

  • Be open – sometimes it isn’t always possible to be completely open from the outset as the changes may be sensitive and not in the public domain. But it is important to make sure you are as open as you can be from the start. Explain that changes are afoot, what this means to the individual, and generally prepare people.
  • Listen – hard when all you may be hearing is peoples woes about additional work, fear of job losses, attitudes such as “we’ve done it this way for xx years, if it’s not broken then don’t fix it”, but everyone deserves to air their views and will it make for a happier recipient environment if they all feel they have had some input.
  • Put yourself in their shoes – take a look at the changes from the user’s perspective – try to explain the benefits in a manner which is understandable and actually means something to the individual.
  • Structure – put together a strong communication plan, as you would for key stakeholders, think about the users and those directly affected by the change. Regular meetings and updates – even regular posting on the intranet so everyone feels like they are being kept up to speed.
  • Bribes – don’t be afraid to bring cakes to the meetings, many a successful meeting has been satisfactorily managed through a little nurture!

I mentioned “individual” above, this is where a lot fall short when delivering change, try not to think of a group make people feel like they have been heard individually. It makes a huge difference when you can have your say and your questions answered; open door policy for all – you won’t be as inundated as you think and some may have very valid points for consideration. 

Careers Advice, IT Project Management, Project Management, Project Management Software, Recruitment, Starting out in Project Management

Sales Manager with Project Management Skills, help? Q&A

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Hi Nicola, I have a long career of software sales experience and I am looking to make my next career move. My question is that I have a great deal of project management experience having delivered a number of software implementations to clients but I am always seen as “just a sales manager” – is there any advice you can give me on how I can be taken seriously as a Project Manager. Simon; Key Account Manager, West Midlands.

 

Hi Simon, many thanks for getting in touch – what a great question! I can see from your CV that you talk a great deal about the sales you have made and your track record is impressive. You place a lot of focus on the sales aspect which I suspect is why you are not being taken seriously for the roles which lean more towards the PM skill set. One piece of advice I will offer is that you need to be sure that your desire to focus on the PM aspect is realistic – at the end of the day there is a great deal of competition for PM roles out there and you will come up against out and out Project Managers. Should you reach interview with such stiff competition you will need a convincing reason why you wish to transition. However there are a lot of Software Project Manager roles available and most of them are strongly focussed on presales, these types of roles tend to require a good sales person to interface between the client and the development team and will do similar project management to your background – delivering integration of the product.

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Therefore I would suggest you balance your CV with information which demonstrates your strong sales track record but also talks through how you deliver projects, think about the project lifecycle and address the various aspects. Add in details on teams, stakeholders, budgets, project details and change management – let the reviewer of the CV really understand what your current and previous roles involved. Place some emphasis on key achievements which really talk about how you add value – this can be dealing with tricky customers, overcoming change and identifying/remedying bottle necks. You will put yourself in a strong position against the perceived strong competition as you have three or more core areas of competence versus the straight forward PM. I have always believed you need to have some good sales skills to be successful in Project Management, dealing with such a mixed bag of stakeholders and gaining buy-in, to be able to combine with a structured approach to managing projects you are in a strong position if you market yourself well.