5 Times to Get a New Project Manager

The project was struggling – over budget and behind schedule. It was a critical subproject of a larger program and delivery was critical. Senior leadership decided it was time to change the project manager, and I was brought in to lead a turnaround effort. As I was digging into the details of the project, I came to the conclusion that my predecessor wasn’t a bad project manager (thankfully he was just transferred and not let go). The project needed a different leader with a different style and set of skills. If you have projects in your portfolio that are struggling or the team is burnt out, here are some reasons it may be good to change the project manager: Continue reading

Still Pulling All-Nighters?

At some point you just have to let it go. You set the gears in motion and then let the outcome happen. I see a lot of people trying to control the minutia all the way until the end. They are pulling all-nighters right before a deadline, calling everyone in a panic to follow up on tasks. While tying up loose ends and validating the upcoming tasks is a value-added activity, there comes a point where it starts detracting from overall performance. Continue reading

How Many Projects Is “Too Many”?

As the fourth quarter approaches, capacity planning for 2014 will be kicking off. With the speed of business we tend to try and cram in as many projects into a year as possible. We can’t risk falling behind, so we figure out how to implement every great idea. Often we get caught in the trap of believing we can just use staff augmentation to offset the greater capacity needs extra projects create. When doing capacity planning, don’t forget these other big hitters: Continue reading

Why Are We Here: The Importance of Communicating Project and Team Purpose

“And we could be fined for over $200 million!” The bigger picture came after the project had been in flight for a year. Setting and clarifying team priorities and the vision should be done up front, not when the project is behind schedule and the team is exhausted and wondering what the point was anymore. Why do we have such a difficulty communicating purpose and vision?

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Fire Drill

Poor planning on your end does not constitute an emergency on mine. This is a paraphrase of a wonderful quote I heard from Rory Vaden. I have lived this at times. I’m sure all of us have been in situations where we had to pull together as a team and produce nothing less than a miracle to get a deliverable complete on time.

This can create a great sense of accomplishment and team work. However, when done on a regular basis, it induces quite the opposite. Asking teams to perform heroics day in and day out while compromising their priorities to make the next deadline (and the next and the next) is one of the quickest ways to have knowledge seep right out of your company. These employees tend to get sick, start producing lower quality deliverables, and eventually just walk out.
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