Author: Lisa Anderson

Project Execution Paramount for Success

Written by Lisa Anderson on June 23, 2015. Posted in Articles. 4 Comments on Project Execution Paramount for Success

Businesses do not fail due to poor strategies; instead, they fail due to poor execution. The same is true for projects. My most successful clients understand the critical importance of execution to not only their bottom line but also to the success of their company.

Even though I typically am called into clients to help elevate business performance derived through topics such as preparing for growth, improving service levels, reducing lead times and dramatically improving inventory turns, my technical expertise on those topics rarely if ever relate to why the preponderance of my business is repeat business. My best clients call me back because I partner with them on execution. People are engaged, and results follow.

When I look at the most important factors in success execution, I can boil it down to these four: 1) Leadership & Culture. 2) Focus. 3) Exemplars 4) Follow-up

Leadership & Culture: Have you ever seen a successful company over the long-term with weak leaders? Never! Solid execution requires exceptional leadership – no exceptions.
What does this entail? Leaders must start by communicating where the company is headed. Explaining the vision is the cornerstone to success. Discuss its importance and how each team and individual employee can add value and contribute to the vision. Next, collaborative goals must be established. It should not be a dictation of goals or left completely to the employee; instead a collaborative process is optimal. Performance management systems should be in place. Immediate feedback (both positive and constructive) is a must. Training, development, and career paths should be a natural part of the performance management discussion. Leaders must ignore the temptation to focus on inputs (# of hours worked, tasks and activities); instead focus on outputs. Help employees develop plans, gain resources and overcome roadblocks to achieving the results. Celebrate success.

Culture shouldn’t be an afterthought unless you’d prefer failure. What set of beliefs govern behavior? What does your culture support? Does your culture appreciate collaboration or individualism? For example, are you compensated and rewarded for team contributions or individual contributions even if at the expense of the team? Do leaders say one thing and do another? Don’t bother executing until your leadership and culture are in sync with your goals.
Focus: It’s amazing what focus alone can accomplish. For example, a few of my clients have suffered for years with persistent problems. Of course, they tried many alternatives to resolve the issue and were frustrated. After we were able to resolve the problem by working together, they often said that although they thought my technical skills would help to resolve the problem, it had little to do with it. Instead, focus was the secret weapon.
Once executives focus on a select few root causes, seemingly insurmountable roadblocks disappear. The interesting thing about this is that it is as simple as it sounds, but it is not as easy to implement as it sounds. Why? Designing and improving processes and leveraging systems and technology will require focus; however, aligning people takes an exaggerated focus. How do we align disparate functions and people with conflicting goals and managers with a common focus? Go back to point #1!
Exemplars: Another secret ingredient to execution success is to identify exemplars. Who are the influence leaders in the organization? Who sets an example that others will follow? They’ll come from unexpected places and positions throughout the organization, and so keep an eye out for those people who others call or ask for advice after the meeting. Look for those who are not typically visible because they do not have issues. Ask people who they would be comfortable talking with if they wanted further clarification on a particular topic. You’ll find them.
Bring the exemplars into the fold. Ask them to trial the new program or process. Incorporate their feedback. Ask for their support. Empower them. Soon the rest will follow.
Follow-up: I’m fondly known as a pit terrier when it comes to follow-up. We can attribute or blame this on my mom! However, it is a key reason for my success; I cannot count the times I’ve succeeded through determination alone. If you’re interested in execution success, follow-up isn’t an option.
A few tips from the pit terrier gene pool: 1) Start with a solid plan. 2) Ruthlessly identify priorities. 3) Ask questions about the priorities. 4) Listen. 5) Do not shy away from roadblocks and conflicts. 6) Continually improve your communication & presentation style as it’s essential in handling conflicts. 7) Be upfront and trustworthy. 8) Track metrics but only focus on the key ones. 10) Be vigilant.

Execution is essential in today’s new normal business environment. Improving business performance can be a constant struggle. Thus, what could be more important than being known as a rare person or company who consistently delivers results in a collaborative and engaging manner?

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Is Agile Common Sense?

Written by Lisa Anderson on May 19, 2015. Posted in Articles. 5 Comments on Is Agile Common Sense?

There is a buzz about agile project management being the “in” trend. There are workshops, seminars and lots of conversation about agile. However, what does agile mean? According to Webster’s dictionary, it is the ability to think quickly or a quick and well-coordinated movement. I see it as meaning flexible. In the project management world, there are countless discussions geared towards agile. But is it really just common sense?

At one of my clients, we have been working diligently to implement a new ERP system. The company is a young company in a start-up mode. However, it is not the traditional start-up. When they ship, they will “go BIG”, largely from day one. Thus, there are nuances that require an ERP system long before the typical company would purchase one. Yet they still have the vast majority of start-up challenges. Certainly cash is tight, information is not known, processes are not well enough defined to know how to set up the system yet the system needs to be in place to support their first key customer. What can we do? Leverage agile!

In talking with the ERP supplier, agile was suggested as the best approach. Although I’ve had a significant share of success with selecting the right system for clients and helping them to navigate the implementation, I wasn’t terribly familiar with the nuances of agile. When the ERP supplier described them, it sounded like common sense – exactly what should be done in this scenario. In essence, design the system to be flexible and to account for the information as it becomes available. Thus, a few keys to success emerged: 1) Understand the philosophy. 2) Deliver in chunks. 3) The solution development team.

Understand the philosophy: As is typically required for success, it is vital that the leaders and the team understand the philosophy. In order to adjust on the fly and remain agile to solution development, it means that it is less likely you’ll end up with a final product that is as comprehensive a solution as can be delivered with traditional methods. Make sure expectations are aligned.
Since there are decisions that need to be made on the fly, and options to consider with evolving business requirements, it is vital that stakeholders are involved. Collaboration is the cornerstone. All stakeholders should understand this philosophy, their role, how they fit into the puzzle, and the significance of delivering their piece on time.

For example, this was obvious with my agile client. The project team had to be clear and in the loop – more than on a typical project implementation. The company stakeholders needed to provide vital information as it became available and best guess information while reviewing module functionality. The project manager needed to be empowered, skilled, and supported so that the right decisions can be made at the right time with the best information available.
Deliver in chunks: As opposed to traditional projects, a key to success with agile is to look for and find reasonable and achievable chunks for implementation. In essence, what group of tasks can be most successful early on with the information and resources available? Will that chunk of the project also support the next chunk? What is the next likely set of tasks that can be defined enough for the second chunk? And so on.
For example, in an agile situation, we were in the process of confirming several aspects of the manufacturing process yet we couldn’t wait to move forward in order to meet a critical customer deadline. Thus, we decided to put the foundational elements in place that we knew to a greater degree of certainty first – the accounting system and items. We could build upon these aspects as information became available for the other parts of the system. In the interim, we would provide education on the system and continue to make progress. By going live with accounting to start, we could test several processes with minimal risk – a win-win. Thus, the second chunk would go more smoothly.
The solution development team: The agile method is all about people! Thus, the solution development team must be solid and collaborative. It is not uncommon in implementations to have experts switch in and out of projects; however, this is more challenging with agile projects as they are more dependent on the people and their knowledge. A cross-functional team that works effectively together is the cornerstone to success. Because agile projects rely on strong informal communication, it is important that the team has the right composition, the right skills (including business knowledge) and is the right size for effectiveness.
For example, when working on an agile project, if one team member has a deep understanding of a particular module, they need to collaborate closely with the person who has a deep understanding of the day-to-day process so that the optimal setup is completed. Since knowledge of the business processes is vital, more emphasis should be focused on getting the right skills and people on the team to ensure success.

Agile can be the perfect solution in many circumstances; however, it is also common sense. If you have fully formed requirements and information available as to how the processes are performed and the likely complexities, is there a reason to build non-essential flexibility into the process? Perhaps that would be a waste. Put on your common sense hat, and good decisions will emerge.

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Collaborate for Project Success

Written by Lisa Anderson on April 6, 2015. Posted in Articles. 1 Comment on Collaborate for Project Success

Collaboration has come into vogue. In my experience working with clients ranging in size from $4 million to multi-billion dollar enterprises across a multitude of industries, spanning building products to aerospace to consumer products, the more collaboration is valued, the better the company has performed over the long-term. Certainly, project results are directly tied to collaboration as the vast majority of projects are cross-functional and cross-company in nature.

Collaboration will drive bottom line business results. If you look at collaboration as a way to combine 1+1 = 99, you’ll achieve dramatic improvements and happier employees and supply chain partners.

For example, at PaperPak, we collaborated with customers and suppliers in order to design new materials and new products that achieved a “win-win-win” – better product performance for the customer, better cost structure for us, and an innovative new material for our supplier. It led to over a million dollars in savings.

There are a few strategies to ensure success with collaboration: 1) Avoid the project leader as a “know-it-all” 2) Seek out diversity. 3) Look for the “and”

Avoid the project leader as a “know-it-all”: Since I work with a diversity of clients, it dictates significant project diversity. It’s interesting how much more successful the project results are for those projects where the leader believes in collaboration than those where the leader “thinks they know it all”. Even good, smart people fall into the trap of thinking they already know the answers, and devaluing input from those who might be in lower positions. A key to the dramatic results I help clients achieve is to listen for and find those people with good ideas who are being ignored. Fortunately, it is easy to find multiple opportunities of undervalued and overlooked goldmines.
For example, I remember one medium-sized manufacturing client who wanted to fire one of their only experts with knowledge on a few topic areas because he didn’t have an effective communication style. As important as communication is for leaders, it is also important that a leader recognize the strengths of their team and search for hidden value. Look for untapped value beyond how something is communicated. In this case, the employee had at least one million dollars of cost savings ideas and strategies that would support increased sales and customer satisfaction. This project leader would have been significantly less successful if he ignored this communication-challenged employee.

With another client, there was an undervalued employee with significant ideas on how to dramatically improve service levels. Improved service levels would directly contribute to bottom line results and an enhanced collaborative environment with key customers. Even if you think you know the answer, do not voice it. Instead, ask your team members for ideas. Collaborate with customers, suppliers and other supply chain partners. Results will follow.
Seek out diversity: Look for people with different strengths for your project team. It might be more natural to look for people more similar to you and who you prefer to spend time with; however, if you find people who can add value in areas where you are weak and vice-versa, you’ll deliver substantial results. The bottom line is to get out of your comfort zone and seek diverse ideas. Given them a chance. You’ll be pleased with the results.
For example, in a middle-market, value-add distributor client, we developed a cross-functional team with participants from all sites. There were several different personalities with conflicting goals who saw different solutions for reducing inventory levels. However, by getting the diverse group together and providing common expectations of collaborating as a team, we found ideas that resulted in a 30% reduction in inventory, freeing up millions of dollars of cash flow.
Look for the “and”: One of the best ways to create a collaborative environment is to provide typically “either” “or” situations and ask the project team to look for a way to achieve both. I find that stretch goals spur out of the box thinking and interactive discussion.
For example, on several client projects, I’ve helped my clients find ways to reduce inventory levels by millions of dollars while improving service. Typically, this can be thought of as an either-or equation: if you have inventory to cover potential sales, you will likely increase service levels; however, we created an “and” by freeing up cash and improving our service levels by having the “right” inventory in place at the “right” time.

Collaboration is no longer a fluffy concept; it will drive accelerated cash flow, improved margins, increased business value and sales growth.

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Retaining Project Management Top Talent

Written by Lisa Anderson on March 10, 2015. Posted in Articles. 6 Comments on Retaining Project Management Top Talent

As the recovery takes hold and businesses become more comfortable investing money, top project managers have become scarce. In order to grow the business, improve profitability and accelerate cash flow, projects are integral. Having the ideas is “easy” in comparison to executing those ideas. Solid project management will ensure these results occur. Thus, those companies who retain top project management top will thrive and leave the rest in the dust. What can be done to ensure you are in the driver’s seat?

First, recognize that the world has flipped. During the recession, executives could ask for a broad set of skills, multiple certifications, vast experience and other superhero qualities and potentially find a project manager who fit the bill. Often, it was even possible to find someone willing to take the long term perspective on compensation. This ship has sailed!

In today’s environment, if you aren’t focused on retention, you not only will have trouble retaining top talent but it will also be challenging to locate top talent. Top talent is leaving for opportunities closer to home, for creative compensation packages, for greater flexibility – and for retirement. Thus, your priority must be on retaining talent to thrive.

The great news is that retaining top talent is not rocket science; it is actually quite simple. It is NOT easy to implement; however, it is simple. Consider a comprehensive approach to retaining top talent: 1) Focus on your top performers. 2) Address non-performers. 3) Provide passion and clarity on goals. 4) Ensure frequent communications.

Focus on your top performers. Instead of focusing most of your energy on the issues and non-performers, focus the majority of your effort on your top talent. It sounds easy but is far from easy to implement. Yet this one simple rule can make all the difference in the world! The idea is to focus your efforts on those who drive your project and company’s results.
You must focus on your top talent with what you DO; not with what you say. Set up regular meetings to check in with your top talent. Do not reschedule for “the crisis of the day”. Stop by on a regular basis to show support and ask questions. Be visible and make sure it is a clear priority.
Address non-performers. One of the best incentives for a top performer (assuming they are paid within reason for the role based on the market) is addressing non-performers. I typically see non-performers riding on the coattails of top performers yet no one is willing to address the issue. The problem is that the above average performers (and especially top performers) know exactly who is not performing, and it provides a constant source of frustration.

One of the best sources of motivation for a top performer is to know that the value of his/her work is understood; thus, slip-shot work will not be tolerated. A clear priority on maintaining a culture of accountability is cornerstone to success.
Provide passion & clarity on goals: Undoubtedly, the vast majority of employees would prefer to make a difference while at work. It isn’t about just collecting a paycheck for top performers. Instead, he/she wants to know that their piece of the project directly contributes to a core company goal. Explain the company’s strategy and goals. Tie the project’s objectives to the company objectives. Clearly communicate the value of the project manager (and each team member) to these objectives. Demonstrate passion and excitement for these results and confidence in the team. Suddenly, focus and results will accelerate!
Ensure frequent communications. Although this sounds like suggesting motherhood and apple pie, it is often overlooked, and, unfortunately, it is not nearly as easy as it sounds. My most successful clients are those who spend the majority of their time communicating.
Set up a communications strategy upfront. What makes sense for this particular project and project team? How often do critical path milestones occur? How often should communications occur to make sure bottlenecks are being addressed rapidly? How should communications occur? In person? Over the phone? Via a webinar? In emails?

For example, I’ve been working with a client on an ERP implementation. We had to change the day of the week for our communication updates in order to make sure the critical participants were available. We also had to change our mode of communication because the sharing of files was creating frustration for people working remotely and traveling. Both of these were easy fixes but greatly enhanced the effectiveness of the communications. Be willing to be flexible. Determine what works for the particular team and circumstances and modify your behavior instead of expecting others to cater to you.

My best clients support and deliver many millions of dollars of revenue growth and increased profitability through projects. Thus, what could be more important than retaining your top project management talent? Follow these four simple strategies, and results will follow.

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How to Revitalize Projects to Ensure Success

Written by Lisa Anderson on February 11, 2015. Posted in Articles. 3 Comments on How to Revitalize Projects to Ensure Success

anderson Feb11 As we kick off the New Year, it is imperative to revitalize our projects. After working with countless manufacturers and distributors to elevate business performance, I’ve found that projects are the lifeblood of most organizations as their success or failure impacts customers, profit/ loss and or cash flow in almost every client. Thus, making sure there is significant emphasis on their success should be a top priority for success.

Typically, my clients look like a ghost town during the holidays. Everyone is understandably distracted with family and friends. Those working do not feel pressure for rapid progress. Therefore, it is critical to revitalize projects rapidly following downtime. Of course, the holidays provide an obvious need; however, don’t fall into the trap of thinking it is the only timeframe to revitalize a project. The same effect occurs during summer vacations or after a long-term project that completes (such as an ERP system implementation or a merger or acquisition).

People tend to take a step back with a sigh of relief. Of course, most of the time, it is well-deserved; however, rarely if ever is there time available to do this as your competitors will pass you by. Thus, a few keys to success to revitalize your project include: 1) Reenergize the vision with an event. 2) Schedule a cross-functional project review. 3) Follow up on critical timeline tasks.

Reenergize the vision with an event: One of the best ways to revitalize your top project is to hold an event or meeting to reenergize it. Make sure top management attends. Re-explain the importance of the project. Discuss the value and impact the project will have on the organization. Find positive progress to encourage. Thank the project team members for their dedication and results. Take time out of Last but not least, the project leader should be energetic and excited about the project and rally support for the project. In essence, do a kick-off for the project for the New Year.
Schedule a cross-functional project review: Now that the project’s importance is clear, it is a perfect time to schedule a cross-functional project review. This type of review will refocus the project team on accomplishments to date, immediate next steps and upcoming critical path milestones. It will also reengage the team members with each other, the project leader, project sponsors etc. This type of meeting will also allow discussion on potential bottlenecks to address and will include the “right” people to proactively address these concerns.
For example, at one of my middle-market manufacturing clients, we held this type of cross-functional project review in order to breathe life back into the project after a few weeks off. In essence, the meeting refocused efforts on what were important and reminded team members which tasks and communications were essential. It worked like a charm as the team completed the project on-time and under-budget with better results than anticipated.
Follow up on critical timeline tasks: Although the critical path timeline is bedrock to success, its importance is often overlooked. The project manager should refocus efforts on critical path follow-up. Understand exactly where progress left off. Follow up with critical path task owners with due dates coming up. Ask for their ideas on how to ensure success. Explore for concerns or potential roadblocks. Projects do not fail because of roadblocks; they fail if the roadblocks are not addressed rapidly. Thus, being proactive to head off as many issues as possible that will affect the critical path will ensure success. Yet something will still make its way in to create chaos for your critical path. Be ready to jump on these issues and tackle them to the ground.
Thank critical path task owners who recently completed their tasks on time. It is important to remember to appreciate your team. Ask them for recommendations to keep the project on track. You’ll be surprised as to how easy success will become!

Since projects are cornerstone to delivering bottom line business results, it is worth revitalizing your core projects at key juncture points such as after the holidays. There is no downside to revitalizing your key projects as it will gain additional traction and focus throughout the organization. On the other hand, if you do not revitalize them, you are likely to have lackluster results and end up in a project turnaround situation. Instead of leaving it to chance, take control of the projects which are key to success immediately.

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