Author: Lisa Anderson

Project Management Coaching Best Practices

Written by Lisa Anderson on June 19, 2012. Posted in Articles. 6 Comments on Project Management Coaching Best Practices

FEATUREJune20th In speaking to an ExecSense audience recently about coaching, I realized that coaching is not only relevant to COOs but can be the difference between success and failure on any project or for any project leader. In today’s new normal business environment, it is challenging to grow a business profitably and the “right people” can give you an edge on your competition. Thus, what could be more important than coaching your project leaders and/or team members to ensure project success and bottom line business results?

No matter the degree of technology involved in a project, in my 20+ years of experience as an Operations Executive, a Project Support Office Manager and as a business consultant across multiple industries and globally, I’ve found that the 80/20 of project management success boils down to people. Thus, coaching project leaders and teams is an essential yet often overlooked ingredient to success. A few best practices include: 1) Start with goals, 2) Assess, and 3) Integrate into daily routine.

Start with goals: It seems obvious to start with goals, so why do so many project teams not achieve clarity on goals? In order to encourage passion and ensure focus, it is vital to tie project goals with where the company is headed. Make sure that the team understands its value to the organization and how they contribute to the vision. Undoubtedly, your team will be more committed if they believe they are making a difference.

Next, clarify the goals. I’ve yet to meet a project sponsor who thought he didn’t clarify the project goals, yet they remain unclear when the rubber meets the road. For example, the goal of an inventory reduction project seems clear – reduce inventory by x%. However, I’ve often run across roadblocks as Purchasing has to increase the cost per unit to purchase in smaller quantities or to buy below minimum quantities. Or, a priority conflict arises in terms of time – a key team member has to help with month-end activities and cannot focus on the inventory project. Confusion and lackluster results often follow.

How do we avoid these issues? Take the time to coach and mentor your project team. Provide guidance for the project leader on how to bring these types of issues up in a successful manner. Use these situations as learning opportunities: ask questions and guide the project team instead of jumping in to solve the problem.
Assess:One of the first steps to effective coaching is to find out where to focus attention. What are the project leader and team members’ strengths and opportunities? Are they successful with top leaders but not with peers or subordinates? Do they need help in communication or presentation skills? Find out.

There are several ways to accomplish this task. One of my favorite ways is a 360-degree assessment, as it provides a well-rounded assessment, and you can pick out the key trends within the feedback to focus on. Another option is to observe the person in multiple situations with different levels of the organization to spot core areas of focus. Remember to only consider observed behavior and evidence. Last but not least, provide opportunities to rehearse and try new behaviors and provide feedback. Do a trial run.
Integrate into daily routine: The best coaches provide daily, weekly, monthly, quarterly and yearly feedback. Do not wait for the yearly review! It is useless to try to remember specific examples and for the project team member or leader to adjust from something that occurred in the past. Immediate, specific and consistent coaching and feedback is required to be successful.

Provide both positive and constructive feedback. No one is perfect. On the other hand, everyone has some sort of strength. The job of a coach is to be on the lookout for coaching opportunities. Catch your project team member doing something right! Find a way to help a project team member correct a weakness by leveraging strengths. Or, utilize the team for non-essential weaknesses. The advantage of a team is to leverage the collective strengths in a way that will ensure project success. Continually ask questions and show interest.

Those companies that consistently deliver project results will surpass their competition. Project management coaching doesn’t require precious capital or complicated board approvals so why not take the first step forward. What could be more important than investing in your #1 asset – your people?

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What are the Top 3 Obstacles in Projects?

Written by Lisa Anderson on May 22, 2012. Posted in Articles. 4 Comments on What are the Top 3 Obstacles in Projects?

FEATUREMay23rd When I spoke at the Project Managers SIG in Silicon Valley recently, we spent the majority of the time talking about overcoming obstacles. Upon returning, I faced several new obstacles in a construction project I’ve been coordinating, and so I’ve been thinking of the critical importance of overcoming obstacles. Obstacles are common in any project. Thus, how effective a project manager is at overcoming obstacles will largely determine success vs. failure.

One of the keys to overcoming obstacles is to think about potential issues that might come up down-the-road……NOT to become a negative complainer (so let’s not go down that road!) but to be better equipped to surmount them. In order to best address this topic, I’ve compiled obstacles from my clients, personal projects, speech participants etc. and have identified the top three: 1) Lack of clarity. 2) No Time to Rally. 3) Priority conflicts.

Lack of clarity: It is amazing how often the project teams I work with can quickly achieve success by stepping back and thinking about the basics. What is the goal? Why are we focusing on this task? What will really matter to the end results we intend to achieve. It is hard to succeed when you don’t have a full understanding of the project.
In the last 15 years, there’s been a tendency to add complexity to projects. For example, we typically want to implement the latest and greatest functionality in our ERP systems; however, I often find we haven’t fully thought through the effort involved vs. the benefit or the timing of implementing these types of changes. Often times, we can achieve the same benefit through a simpler approach and save the extensive resource needs for when the functionality warrants the investment. The same theory holds true in countless situations.

No Time to Rally Support: Do you need the support of your team? How about project sponsors and top leadership? Of course! Yet it is not always easy to find the time or simple to ensure your project stands out in the crowd.
With your project team members, consider the following tips: Make your project an object of interest. Create a buzz. Why would people want to be on your team? Be the type of leader where everyone fights to be on your project. Don’t be fooled. You have competition even if your project is a “required” part of your team members’ responsibilities. How will you stand out in the crowd? Let your personality show.
For project sponsors and top leadership, you must relate your project to VALUE. How will it help achieve company objectives? How will it help individual leaders succeed in the organization? Be visible and promote your project. Relate it to improving customer service levels, speeding up results, increasing profitability etc. Soon you’ll have an overwhelming number of offers for support.

Priority Conflicts: Let’s assume we follow the advice to clarify project objectives. Everyone is on board. And we’re sailing along until we hit the wall full force with a priority conflict. Happens every day.
For example, in an on-time delivery project, a conflict arises between the Customer Service Department and the Planning Department related to expedited orders. Customer Service is doing its best to satisfy customer needs and wants to change the schedule/ priority for the urgent order. On the other hand, Planning wants to make sure the current orders are assured to get out the door on time and doesn’t have the bandwidth to review additional requests. Both are focused on the objective of on-time delivery yet a conflict arises.
I’ve found the best way to overcome these types of obstacles is to re-clarify the objectives. Is the company’s priority on oldest orders, customer feedback, or dollars shipped? If it isn’t clear, get the two department heads together to discuss the topic. Many times, talking through issues can lead to a solution. If objectives are clear, perhaps you have a conflict in how to get to the objective. Again, bring the appropriate resources together to debate and determine the best path forward. You must set it up so that no one person succeeds if the team fails. Ensure “win-win” is the philosophy. Then, I guarantee the team will come to a conclusion.

Overcoming obstacles is a part of our everyday routine. Those who can jump over hurdles quicker and better than their competition will not only ensure project success but will also thrive in their careers.

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Case Study in Cross-Company Project Collaboration

Written by Lisa Anderson on April 4, 2012. Posted in Articles. 2 Comments on Case Study in Cross-Company Project Collaboration

Do you have to collaborate across functions to be successful? How about cross-companies? Project team collaboration is no longer sufficient. Neither is cross-functional collaboration! I’m seeing an increasing trend towards projects that require cross-company collaboration. Find a way to get onboard; otherwise you’ll see your competition pass you in the fast lane.

I’m partnering with a mid-market aerospace company who is knee-deep in cross-company collaboration. Not only is cross-company collaboration required to ensure their #1 goal is met (service levels) but it also has the potential to increase revenues and productivity. What could be more important?

In this situation, we are partnering with several of the top 10 customers to develop and implement customer inventory programs which will deliver “win-win” results – improved service levels and inventory levels for the customer, improved lead times and flexibility for the manufacturer. No capital investment. No lengthy start-up. Instead, it requires cross-company collaboration. Could it become your strategic advantage in the marketplace?

We started to show results almost immediately – and several will kick in down-the-line. So, what have been the keys to success? 1) Start internally. 2) Collaborate. 3) Communicate.

1. Start internally: Interestingly, the first step to ensure success was to start by focusing internally. If our house wasn’t in order, we certainly would lose credibility quickly with the customer. I’ve learned that you can lose a customer in a day yet it can take years to win them back (and most times, it will be at a lower price point). Thus, the secret to collaboration is to make sure you are ready to start.

For example, prior to talking with the customer about the customer program, we completed several internal check points: 1) Review the people, processes and systems related to the functional areas affected by the potential customer programs. 2) Update job descriptions and put the right people in the right positions and/or hired as applicable. 3) Develop a baseline process starting point. 4) Develop a team to interact with the customer. 5) Explain the value to the team. These might sound like basics yet I find they are overlooked frequently – why start on the wrong foot? At a minimum, double check!

2. Collaborate: The next step is to initiate a conversation with your customer. It can be as simple as picking up the phone. Bring up the subject of developing “win-win” programs. Talk about the potential results for your customer. Ask for feedback. Find out what would be of the most help to your customer. Often times, customer programs can be tweaked to find the optimum solution for both parties. Collaboration is a give-and-take process.

For example, in my aerospace client, there are 3 or 4 different types of customer inventory programs utilized. Although they are identical from a philosophy standpoint, they typically have 20% difference in how each specific program is executed. This allows for what works best for each customer.

3. Communicate: Developing the customer program is the easy part! Similarly to strategy, projects don’t fail in formulation; they fail in implementation. Thus, the key to sustainable success is communication. Once is not enough; instead, communicate, communicate, communicate.

For example, we set up a new process to how we’d enter customer orders based on what would work best for a particular customer. We thought we had the details all worked out but it turned out we had significant questions when it came down to execution. If we hadn’t set up a weekly call to ensure consistent communication, we’d have made false assumptions and would have wasted time, effort and potentially lost our customers’ faith due to lack of progress. Instead, we brought up our concerns and were able to talk through them until we came to a resolution.

Communication not only ensures consistent clarity which is required to meet critical path milestones but it also creates an environment of teamwork and collaboration. You never can learn enough as to how to effectively communicate – consider it a lifelong journey.

In today’s new normal business environment, more and more companies are looking for ways to increase revenues, improve service levels, reduce costs, increase productivity and optimize inventory levels. We are running out of “magic bullets”. It’s time to look to our supply chain partners to collaborate for our joint success.

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Can We Leverage Social Networks to Drive Project Success?

Written by Lisa Anderson on March 6, 2012. Posted in Articles. 5 Comments on Can We Leverage Social Networks to Drive Project Success?

We have entered a new normal business environment – and we aren’t going back to the way it used to be! Customers are demanding more for less, companies are hoarding cash and growing the top line is a continual struggle. Ensuring project success is becoming more vital as projects are typically geared towards increasing profitability and/or sales revenues. What can project leaders do to stack the odds in their favor? Leverage social networks.
According to Webster’s dictionary, a social network is a network of friends, colleagues, and other personal contacts. The power of your social network can tip the scales on any project. So, what are a few ways to leverage our social network to drive project success? 1) Create community. 2) Knowledge. 3) Publicity.

Create community: One of the most important aspects to whether a project team will succeed is whether the team is engaged. Engaged teams deliver results! In my experience in working with hundreds of project teams across multiple industries and globally, I’ve found that a key ingredient to engagement is creating community. In essence, do your project team members believe they are making a difference and feel like they are a special member of the team?
For example, most trade organizations have had declining membership and lackluster attendance at events in the last several years as members do not feel a special connection to the group. However, in a few rare cases, the chapter (or subgroup) has developed a “family” feel where the members help each other and function more as a community. In those cases, they are thriving, as people seem to be searching for places to connect. Although communities can thrive without a computer present, several of the social media tools enhance the feeling of community as they enable 24-7 communication, instant feedback and companionship.

Knowledge: Another key to success in project management is execution excellence. Undoubtedly, those who are better prepared and ahead of the curve as compared with the competition will thrive. Social networks and social media are cornerstone to staying ahead of the curve.
For example, we can utilize social networks of colleagues, customers, suppliers and our extended supply chain to find solutions to problems (project roadblocks), research products and services, uncover the latest trends and best practices, ask questions, obtain ideas for innovation, etc. We can conduct surveys and polls; utilize Q&A, post videos, request customer and market feedback etc. Twitter, Linked In, Facebook and YouTube can all be secret weapons of choice in the battle of knowledge.

Publicity: There are countless numbers of reasons to seek publicity. Need a new project team member? Want to entice customers? Need to promote your project with senior leadership? Want to create a buzz in the industry? Create engagement with team members? All of the above?
How do we create a publicity buzz? There are several options: Tweet a milestone success. Post an intranet update on your project team’s latest success. Post a video of your new product’s features. Chat with Facebook friends about your customers’ benefits. Put an article in your company newsletter about your next milestone and key contributors. Give an exceptional team member a Linked In testimonial. Search for talent in a specialty group related to your project’s objective. Post a picture of your team celebrating a success. And don’t forget the tried but true – pick of the phone and thank your extended supply chain member for their contribution (and tweet a “thanks” too!).

We are just beginning to tap into the immense power of social networks. Why not be on the leading edge instead of racing to catch up? Speed matters in today’s new normal business environment. If you can leverage your social network and social media to speed up project success, you’ll have the opportunity to leapfrog the competition.

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How Do We Market & Promote a Project to Ensure Success?

Written by Lisa Anderson on February 1, 2012. Posted in Articles. 4 Comments on How Do We Market & Promote a Project to Ensure Success?

As important as project teams, project tasks, and critical milestones are to project success, they do not compare to the importance of marketing. To succeed in today’s new normal business environment where sales are lackluster, cash is tight, resources are scarce and customer service expectations are high, project execution is no longer enough; instead, you must also be an expert at marketing your project to ensure it gains the right amount of attention and traction to accelerate project results!
The challenge is that project managers aren’t typically skilled marketers. We can block and tackle with the best of project leaders; however, when it comes to marketing and promotion, we pale in comparison. In my 20+ years of experience in working with project teams across a multitude of industries, geographies and project scopes, I’ve found a few simple marketing tactics to make a significant difference: 1) Communicate the value. 2) Use multi-media. 3) Word of mouth.

1. Communicate the value: Undoubtedly, the #1 key to success in marketing your project is to communicate the project’s value. How does it provide value to the company? Does it tie in with the company strategy? Will it free up cash flow? Improve service levels? Increase profitability? Have you updated your project team? Your boss? Your mentor? Any leaders who might be impacted by the project? I’ve found that there is no quicker way to ensure the speed of progress than to continually communicate the value to each person affected or impacted along the critical path – and preferably each person’s manager as well.

For example, in an ERP implementation, we had to rally the troops around the implementation of a piece of functionality. This critical path step would affect the shipping and receiving function in a way that would increase the workload temporarily. The only way we gained enough commitment to increase workload with an already short-staffed and overworked team was by not only communicating the project’s long term value to the logistics team members (and their contribution to it) but also by communicating the team’s impact to the project success to the manager responsible for the increased workload. The key was that the critical milestone was no longer a project team success; it was a combined logistics and project team success.

2. Use multi-media: Communicating the value once is not enough. However, even communicating it 10 times isn’t enough. In order to break through the barriers so that all related parties and company leaders understand the value of the project (and would be willing to support the project even when it becomes inconvenient), it is vital to communicate via multi-media. It’s much easier to ignore a simple conversation than it is to ignore multi-media.

There are countless ways to promote your project leveraging multi-media. First, utilize the company’s newsletter and promote your project – why will it add value, who is on the team, what accomplishments have been achieved, etc. If you do not have a newsletter, create one. I’ve yet to see a tasteful newsletter turned down by business leaders as it helps to rally the teams. And who wouldn’t like to read about their achievements in the news? Next, leverage the intranet. Create a section for the project. Utilize social media. How about a brown bag lunch session to talk about the project and ask for input?

3. Word of mouth: I’ve found that there is nothing more powerful than the word of mouth. Simple yet extremely effective. Create a buzz about your project. Soon you’ll have folks asking how they can help the team!

How do we create a word of mouth? Start talking about the project. Ask the project team to talk about the project. If each person finds 1 or 2 target people to communicate with about the project and its value, it will spread quickly. Make sure to include at least a few executives and leaders. Ask each of these folks if they would share a highlight with their team or someone with a related interest in the project or its results. Ask them for feedback. There is nothing more powerful than referrals. Soon, your project will be in the limelight. Remember, make it interesting, show enthusiasm and appreciate their ideas and feedback. The rest will follow.

The power of marketing is immense. Do you think it will be easier and quicker to ensure project success if just the project team is committed or if you’ve involved and engaged not only the project team but their key influencers and colleagues?

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