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Author: Lisa Anderson

Are Check Points Required to Deliver Project Results?

Written by Lisa Anderson on . Posted in Articles. 3 Comments on Are Check Points Required to Deliver Project Results?

Effective project management has become cornerstone to business performance. Although we are largely in a recovery, none of my clients have gone back to the days of having more than the required resources “just in case” yet project demands are ever-increasing as profitable growth is key to success. In essence, if you want to thrive in today’s new normal business environment, you will not only execute flawlessly but you’ll also innovate constantly. Neither will deliver results without flawless project execution. Based on my observations, 90%+ of my clients and contacts struggle to resource projects and overcome obstacles quickly enough to ensure success. What should we do?

For example, one of my key clients has at least 7 critical project priorities in process simultaneously. This alone is problematic enough as it’s been proven over and over again that people can only multi-task so far. In my experience, anything beyond 3 priorities will suffer. However, in addition to this burden, they have resourced these projects with people who already have full-time jobs. Unfortunately, this occurrence is not uncommon.

Of course, my first priority with these situations is to work with the client to take a step back and re-focus in on fewer priorities. Once the first few are completed successfully, we’ll move on to the next set of priorities. In 100% of the cases, I’ve seen this tactic achieve significantly greater success. However, whether we follow the smart path and focus on just 3 priorities or try to keep track of all 7 at once, we must implement check points from the start to have a chance at success! A few keys to success include: 1) Understand milestones. 2) Think about evidence of progress. 3) Develop a check point process.

  1. Understand the milestones: Although it might seem basic, it is the most often overlooked critical variable to success in my experience. Do NOT start performing tasks; even if it seems like a critical task, stop yourself before jumping in. Instead, develop the project plan. Take a step back and review the project plan. Does it seem complete? Are there too many tasks? Can some be combined? Which are dependent on which other tasks? Do you know the difference between dependence and sequence? If not, circle back and start again. Have you added fluff to your task times? Why? If everyone adds just 1 day cushion to every task, it will have greater than a 20% impact on almost every project and a 50% impact on the majority.

    For example, if you know that you cannot improve your on-time delivery metrics if you don’t improve inventory accuracy, it might be tempting to start addressing that issue immediately. Although it is undoubtedly one of the tasks required to improve on-time delivery, there is no way to know its importance vs. the other tasks without taking a step back. What if throughput had to be increased by 50%? This task would be more important because no matter how accurate your inventory, you can’t do anything with half of your orders if you cannot get them out the door. Also, what if throughput is dependent on another task which doesn’t seem that important in isolation? Typically I see clients ignore that task completely yet it is the most critical task of the three mentioned because it must be completed prior to throughput increasing!

  2. Think about evidence of progress: Once you have your project plan outlined and milestones identified, the next step is to make sure you are making progress on these milestones. First, take another step back to identify the critical path. The critical path will tell you where to focus. The milestones on the critical path are the ones which deserve 80% of your attention as they’ll give you 80% of the result with 20% of the effort.

    Your critical path milestones are your check points. If you are achieving these critical milestone check points, you’ll be successful. It can be as simple as that! Of course, it rarely is that simple because we veer off the critical path and spend time on items our boss asks us about or those items which seem interesting. None of these paths will yield success because they are not check points to the project success. Stick to the critical path. The great news it that in project management, the critical path provides the check points whereas in many other areas, you must decipher the check points. If you are in this situation, just ask yourself the question: What would tell me I’m making progress? What would I have to see, hear, and/or have evidence has occurred?

  3. Develop a check point process: Last but not least, you must develop a check point process. What does this mean? In the simplest format, it means you develop a communication and tracking method to follow up on the critical path check points. I’ve seen many different processes “work”. The key is in the follow-up and the leader’s ability to ask the right questions at the right time and his/her willingness to address the “hard” issues.

    For example, one of my clients developed a brief weekly project review meeting to go over the critical milestones. Issues with project tasks were not discussed as they should be incorporated into regular project management cycles. Instead, the meeting was focused on which critical path milestones were achieved, which are coming up, and whether there are roadblocks affecting any critical milestones. There are many communication vehicles and formats. Choose whichever works best for you and your culture.

In today’s new normal business environment, delivering project results is vital to success. Thus, although it has always been the lifeblood of project success to make sure there are check points to tell you whether your projects are on track and where to focus attention; it has a direct correlation on bottom line business results today.

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How Do We Gain Executive Commitment?

Written by Lisa Anderson on . Posted in Articles. 5 Comments on How Do We Gain Executive Commitment?

In today’s volatile business environment, executives are hesitant to spend precious cash on projects that will yield a significant return because they are somewhat concerned as to what might change tomorrow. Will a supplier close its doors? Will a customer be disrupted with a new ERP system implementation? Will a hurricane occur? Although I’m still seeing significant caution when it comes to “pulling the trigger”, I am seeing a substantial increase in inquiries about projects that could help move the business forward.

So, why is executive commitment important? The obvious answer is that without it, nothing will occur. However, it can be less clear that it sounds. Typically, Senior Leaders say they support “good-sounding” projects/ initiatives; however, they don’t support them when it comes to allocating time, money and resources – in essence, when it becomes difficult. If the executive has to negotiate cross-functional resources, it typically runs into roadblocks.

In my experience, it appears to the people in the organization that the Senior Manager has changed his/ her mind; however, that’s rarely the case. Think about it this way: in today’s volatile environment, what Senior Manager wouldn’t want as many projects implemented as quickly as possible (before something impacts it) which have the potential to improve the business? If there is no downside in voicing support and achieving these project results, why not?

Thus, the key to success in obtaining true Senior Management commitment is to present a full picture and obtain priorities. What’s the best path to achieve success? 1) Focus on results. 2) Focus on the pragmatic. 3) Specify what support is needed.

  1. Focus on results: It is common to become absorbed in interesting project sidebars “bells and whistles” – who wouldn’t want to talk about what interests them vs. what is on the critical path which might be considered boring? Thus, one of the first items to keep in mind is to stay focused on results.

    Which tasks are on the critical path? Which ones are most important to ensuring the results will be achieved? Are you thinking about the project outcomes? It is easy to get caught up in tasks, tasks, and more tasks and forgot about which ones are essential to achieving the project outcome. How will this initiative affect the bottom line? What intangible benefits can be realized? Make the benefits clear. Tie them to profit, cash flow etc. Ideally, present a return on investment.

  2. Focus on the pragmatic: In today’s environment, pragmatic is back in style! Is it tangible? Reasonable? Attainable? Can it be achieved within a reasonable period of time? In my experience, clients have become interested in ensuring the project is doable as the results are essential to their success.

    It seems like this would have always been the case; however, in the boom years, it was less interesting as the business did well even if not all projects achieved results. For example, if the project required negotiation with other departments, they would subconsciously choose to ignore that issue and do the best that could be done without addressing the “hard issue”. In today’s environment, every project is critical to personal and professional success.

    Focus on tangible improvements. Time is of the essence and resources are scarce; they cannot be wasted on potential projects that have a 20% chance of delivering pragmatic results. Knowing it has a 20% chance of success might be a challenge. Take a step back. Fully understand the project goals. Are they tangible? Does the project plan seem like it is actionable and doable? If not, revise them. Don’t just push out dates because you are concerned with the action items are achievable. Instead, think about options. Do you need every step? Do they all need full focus? Develop a tangible plan.

  3. Specify what support is needed: In today’s environment of lean resources, one of the keys to success in obtaining Senior Management commitment is to present the entire picture, including the support required (time, money, resources) to deliver your idea or project. Have you provided a picture of the project’s priority vs. other tasks/ projects? Be upfront. Do not avoid the tough issues; instead, work to improve your presentation skills so that you can be successful in asking for support and giving senior managers a heads up.

Senior Management commitment is #1 to successfully delivering any initiative. Why not start by focusing effort there?

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Overcoming Project Bottlenecks

Written by Lisa Anderson on . Posted in Articles. 3 Comments on Overcoming Project Bottlenecks

Have you ever seen a project without obstacles? In my hundreds of projects over the last 20+ years, I never have! Yet every one of my clients over the years has multiple projects running as they are cornerstone to success. Project results are considered essential – improve service, increase margins, accelerate cash flow, implement or upgrade an ERP system without a hiccup, etc. Thus, it is wise to consider how to overcome obstacles upfront. Prepare for success!

How do we effectively do that and deal with obstacles? 1) First, prepare to avoid them. 2) Remain calm. 3) Think about options. 4) Evaluate

  1. First, prepare to avoid them! – Well, of course, it is easier to overcome an obstacle if there is no obstacle. I’m sure many of you are thinking, “Easier said than done”. No doubt, as I’ve said that too; however, I have found that with a little thought, you can avoid several obstacles.

    My best practice for accomplishing this goal is to stick with what’s simple. First, don’t worry about every obstacle. If it doesn’t matter to the project if you overcome an obstacle, don’t waste your time.

    Focus only on those that will make a difference – certainly those affecting the critical path! Then, take 5 minutes to think. What is likely to go wrong? Can I live with that potential result? If not, is there something I could do to prevent it? Follow this process for your top 3 potential obstacles for all critical priorities. Soon, you’ll have far fewer obstacles to overcome – and you’ll likely become more effective by default since you can focus on fewer issues at a time!

  2. Remain calm – Again, much easier said than done. Yet I’ve found this can be the most essential ingredient to success. Although it’s a natural tendency to stress or feel bad about the situation, refrain as much as possible. We think more clearly when not stressed. Instead of thinking of all the ways we screwed up to make this occur or worrying about what the worst-case impacts might be, take a deep breath. Most likely, it is not a life or death obstacle. Although it might require damage control, it is likely that it will not end your career. So, why waste energy? Instead, let’s put whatever energy we have to good use by figuring out a solution.
  3. Think about options – In my experience in working with all types and sizes of organizations across multiple industries and globally, the best way to overcome an obstacle is the same across the board – think about options. Don’t waste time determining what caused the obstacle at this point (unless it will help in the resolution); instead, focus attention on options to overcome the obstacle. There are always numerous ways to overcome an obstacle. Don’t worry about the merits of each of the options until you’ve brainstormed a list of options. Ask your team members for ideas. Talk with colleagues. Even ask unlikely sources. I’m constantly surprised by what I learn from unlikely places. Project management is a team sport.
  4. Evaluate – Once you have several potential ideas to overcome the obstacle, evaluate the top few. How likely are they to be successful? What downsides do they have? Which have other negative impacts? Typically it’s best to take resources out of the equation upfront so that you find the optimal solution as folks often get tied up in thinking of what they think is achievable vs. the ideal solution. Why would you want to miss out on a perfect solution because you aren’t sure how to staff it?

Now, it’s finally time to add resources into the mix. Don’t fall into analysis paralysis. Keep it simple: Determine a ballpark amount of time and resources the option will require. Determine to what degree it will resolve the issue or improve the situation. Is there anything else that would have to happen to ensure success? Will it likely be approved?

Then, when you’re 80% ready, GO! In today’s new normal business environment, speed matters. Thus, a 2% improved solution is not worth sacrificing a week of time (or even a day in most cases).

I run into countless obstacles. Whether I’m successful or not has little to do with whether I run into an obstacle; instead, it has to do with how I address the obstacle. Become quicker and more effective, and you’ll surpass your competition.

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The 3 C’s to Leadership Success

Written by Lisa Anderson on . Posted in Articles. 5 Comments on The 3 C’s to Leadership Success

Leadership is always a priority as results follow effective leaders and project managers. In today’s marketplace, service expectations have radically increased due to the effect of customers like Amazon. Customers are demanding more for less on a quicker turnaround than ever before. Organizations continue to run lean as they want to ensure margin improvement since sales growth is more of a challenge than prior to the recession. Thus, those organizations with solid leaders will leapfrog those who don’t as it is one of the critical differentiators to success.

There are three C’s required for an exceptional leader who not only consistently delivers project results but who also engages employees, customers and suppliers: 1) Clear Vision. 2) Communication. 3) Culture

Clear vision

I’m not referring to those leaders who spend significant dollars drafting and posting vision statements yet who do not live the vision statement. You might as well stay home. Instead, I’m referring to those leaders who have a clear vision of where the company is headed and why it matters. Throw out the fancy PowerPoint slides – even if the vision is written on a napkin, it will be effective if the leaders are clear on the direction.

In order to develop an effective vision, the leader must know the market, customers, suppliers, employees, etc. And the leader must be able to translate the vision into something all the constituents can understand. Being “the best” means nothing. Your vision must be tangible and actionable. Projects should “make sense” with the vision.

Communicate

Communicate, communicate and communicate. It might seem never-ending, yet it is vital to continue to articulate the vision, the path forward, how the projects tie together etc. Communicate in various ways and through different mediums until it becomes a part of the everyday culture and understood by not only employees, but also customers, suppliers, bankers, investors etc.

Communication is not a one-way street. Although the end vision shouldn’t change, there are countless ways to achieve the vision and goals. Thus, encouraging discussion and debate on the optimal strategies/ paths to achieving the objectives is vital. Take the time to listen. Ask probing questions and be open to new ideas. One of the keys to success is utilizing each person’s unique strengths to achieve a better result than any one person could achieve on his/her own; however, the only way to do that is to stop talking – and listen.

Last but not least, the communication process must be incorporated into the performance feedback process. Translate the vision into goals and objectives for each employee. Understand the projects and programs which are required to support these objectives. Establish metrics, and tie to rewards, recognition and feedback systems. Results will follow.

Culture

My most successful clients value execution. Focusing decisions and priorities on those efforts that produce results sounds obvious, but is often overlooked – it is easy to get caught up in great-sounding ideas that are complex and resource and/or capital- intensive to implement. Instead, think about “Occam’s Razor” – in essence, all other things being equal, the simple solution is often the best – and most profitable. What does your culture support?

Valuing execution has to be incorporated into the day-to-day culture and performance management system. Do not reward solely effort. Reward those who are willing to challenge the status quo. Reward those who encourage teamwork and debate to develop new ideas. Don’t reward those who develop fancy project charters and timelines, but who do not ensure the project results are achieved; instead, reward those who manage the critical path with vigor. Reward those who are willing to address the sacred cows. Reward those who are willing to go the extra step to ensure success when they don’t know anyone is looking. Reward those who accept blame and give away credit. Reward those who continually look for a better way.

It is not easy to be a leader in a culture that values execution; however, that’s why it “works”. Consistently encourage the “right” priorities, teamwork, etc., and results will follow.

These qualities are not expensive in terms of capital or resources, yet in my 20-plus years of experience, it is the only combination that delivers a 100 percent success ratio. Have you been involved with projects where there was vast opportunity yet it failed to deliver the intended results? Think back to the leadership. Are you willing to invest in leaders who will focus on the 3 C’s to ensure project success?

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The Project Manager Skills Gap

Written by Lisa Anderson on . Posted in Articles. 4 Comments on The Project Manager Skills Gap

Fotolia 51544070 XS2According to a recent survey, 87% of manufacturers and distributors cannot find the skills required to successful run their businesses. These results didn’t surprise me as each day I go into a client, attend a Board meeting of one of the trade associations I lead or talk with my colleagues, someone has decided to retire, a key employee is leaving for a better opportunity or my client just cannot find enough skills to fill critical project roles. It has become an epidemic.

I’ve found these are three key areas to ensuring success in proactively addressing the skills gap: 1) Retaining top talent. 2) Training & developing top talent. 3) Being on the lookout for top talent. As it seems the simplest yet is the most often overlooked solution, retaining top talent is a secret to success. How do we retain excellent project managers? Understand what motivates each project manager and start there. In order to do that, it helps to start by defining an excellent project manager. Which qualities are essential? 1) Leadership. 2) Communication. 3) The ability to synthesize data and tasks. 4) Execution ability

  1. Leadership: Undoubtedly, there are too few leaders! Since project success directly ties to leadership, it cannot be overlooked. Who has the capability to influence others (whether in the power position or not)? Who does the team look up to? Who is willing to address the roadblocks upfront? Answer these questions, and you’ll have your answer.
  2. Communication: One of the surprising facts that arose from the skills gap survey is that communication and presentation skills have risen in importance. Even in traditionally technical fields including project management, executives need significantly improved communication skills. Are you willing to communicate the bad news? Do you just drop it on your colleagues or find a way to bring them into the fold on potential issues and gain their input? Do you keep everyone up-to-speed on the project’s progress? Do you communicate why the project will deliver value? Does each team member understand his/her value? Do you seem interested? No one is interested in following someone who makes the project seem boring – or worse yet, isn’t able to effectively communicate to gain support throughout the organization?
  3. The Ability to Synthesize Data and Tasks: You can be the most effective communicator; however, if the project team discovers that you are unable to synthesize the data and tasks to understand the scope of the problem or situation on a quick enough basis, you will quickly lose respect. This does not require that you perform all the tasks yourself or that you understand the topic upfront, but it requires that you are able to ask effective questions, see trends and connections and draw conclusions. Otherwise, you’ve wasted essential time and resources with nothing to show for it.
  4. Execution Ability: Are you willing to do the blocking and tackling? Do you follow up? Request status? Provide thoughtful ideas. Help your team overcome roadblocks? Have a rigorous focus on priorities? Manage the critical path relentlessly? In my experience, I’ve noticed that those who have a great ability to execute appreciate solid leadership. Thus, why leadership is #1 – it will create a success loop.

So, now that you’ve identified these skills, you need to find and retain top talent. First, open your eyes. During the last few years, I’ve seen some of the best resources go unnoticed or unappreciated. Forget about the fancy three-ring binder reports and interesting conversations about the latest fad and take a step back to see who is delivering results in your organization. It might surprise you. Once you find this person, retain him/her. It all depends on the person – some people appreciate a simple thank you. Others appreciate interesting work. Yet others appreciate the recognition of their value and autonomy in decision-making. Sometimes it’s as easy as supporting their decisions – how hard is that? And, remember, the bottom line circles back to leadership.

Next, depending on what you find within your organization, search for this talent in the market. Executive recruiters are saying it’s a tough market to find high-skilled resources. Instead, you must be diligent. Do not settle or hire the less expensive resource and hope for the best. This strategy will not deliver the results required to succeed. Typically, relationships and personal connections are your best source. Invest the money in a top executive recruiter – it isn’t expensive if you think about the lost time and money wasted on not delivering results. Do not give up! If you are the leader with access to excellent project managers, you will have a leg up on the competition and deliver exceptional bottom line results.

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