Author: Lisa Anderson

Why Do So Many Projects Go Awry?

Written by Lisa Anderson on September 18, 2013. Posted in Articles. 3 Comments on Why Do So Many Projects Go Awry?

anderson Sept18 I’ve yet to partner with a client who didn’t have several projects going on at any one time but few achieve the intended results on the expected timeline. Why do so many projects go awry? Since one of the reasons my clients hire me is to make sure “results occur”, I pay close attention to what derails projects. I’ve summarized the last 12 months of project derailment causes and found that the 80/20 rules applies. 80% are due to communication type issues, and 20% are due to technical issues. If we can determine how to avoid these pitfalls, we’ll have a much greater chance at increasing revenues and profits – certainly seems worth our while!

Keeping to the causes of project derailment which occur most frequently, let’s start with the “communication” related causes:

Executive support: I rarely see this issue anymore because I know it is a top cause of failure; however, unfortunately, it still pops up from time to time – especially when the executive is concerned about the risk associated with making key decisions. I’ve seen this recently occur, and it creates havoc! Not only does the project not progress as it should, it typically regresses if the project team does not see visible executive support. Words are not enough! Actions must line up with words. Do everything possible to avoid this pitfall. In today’s environment, you might not just deter progress but you’ll likely also lose key project team members. Talk with the executive upfront about any significant pitfalls. Summarize the issues and solutions.
Not listening: A common cause of not just project failure but also life failures. Remind the project team project manager and project sponsors to listen carefully. Often times, the most critical information is discovered by listening to what might seem unimportant. Do not assume what the other person will say; instead, make a conscious effort to hear what’s being said.
Miscommunication: Have you ever played the game of telephone? What seems so clear gets jumbled by the 5th person in the telephone line – or even sooner. Miscommunication and the lack of clarity are significant causes to project failure. Instead of falling in this trap, think about what you’d like to communicate before you open your mouth. Who is best to communicate it? How should you communicate it? For example, in words? On the board? Via Power Point? With a story? In what environment? At what time? It’s easy to overlook these essentials; however your success rate will go up tremendously if you think first and act second.
Conflicting goals: Can one member of your project team succeed while another fails? If so, you have a classic case of conflicting goals. Fix it. Can the project team fail but the project sponsor succeed? Which goal will the sponsor support if the rubber meets the road? Think through these scenarios upfront.
Lack of accountability: Unfortunately, one of the most common causes of failure is due to the lack of accountability. How often is the project manager, project sponsor, or manager in charge willing to make the tough decision to enforce accountability? What happens if half of the people are held accountable while the other half isn’t? This is a frequent occurrence as project teams are cross-functional in nature and so often the folks working together report to different people. In these cases, at a minimum, it is not a straight line to success – at worst the project fails.

The 20% component relates to what is often times the priority – technical expertise. Do the project team members understand and are expert in the key concepts related to the project? For example, if you are implementing an ERP system, does the project team need to have technical expertise in the specific ERP system? I rarely find that to be required as these skills can be brought into the project as required. The same holds true for R&D projects, Sales & Operations Planning projects, Lean projects etc. Of course, the project leader needs to be conversant in the topic and be able to ask the right questions and bring in the right resources; however, he/she does not have to be a technical expert.

In every client situation I’ve seen, project results are critical to the company’s success. If a project team is formed and resources are committed, it is important for success to follow. Not only are resources limited but it is getting harder to keep vital skills Thus, thinking through the typical reasons projects go awry and how you can avoid them can be essential to achieving project results on-time, on-budget and with a committed and engaged project team.

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Project Management’s Top Critical Priorities

Written by Lisa Anderson on August 7, 2013. Posted in Articles. 5 Comments on Project Management’s Top Critical Priorities

Anderson Feature AUg7 As a global business consultant serving multiple industries, I have yet to find a company that doesn’t have project management challenges. Project success is vital to the company’s success. For example, since project management typically cuts across functional departments, the projects typically are critical to the company’s sales revenues (such as a product line introduction or marketing implementation), operational costs (cost reduction projects, freight program implementations), cash flow (inventory reduction programs), or the profitability and/or business viability (merger, acquisition, new business opportunity, etc.). What could be a more important topic!

There are several ways to improve your chances of achieving project success; however, I’ve found the top three critical priorities that most often lead to success to be: 1) Set the project up for success. 2) Plan. 3) Execute.

Set the project up for success: The first key to success is to define the project and put together the appropriate team. Although this sounds incredibly easy, it is often overlooked in importance. Has anyone been assigned to a project, not understanding the objectives of the project and the amount of time required for the project? Of course! This step will solve those issues.
The critical success factor is to define the project so that it can be clearly communicated to the project team and the organization. It doesn’t have to require a complex project charter that buries the team in paperwork. Instead, keep it simple – define in understandable terms what the project is about, what it will accomplish, and why the company chose to pursue the project. Make sure that the team fully understands the project and how their participation relates to the success of the project. And, finally, do not forget to communicate to the organization, as this is often an overlooked, yet fatal error – the organization will need to support the project with resources, information, etc.
Plan: The second key to success is to take the time to plan. I’ve found that although most companies have good intentions, they rarely take the time to plan. There is always something more important or another crisis that arises. Instead of allowing your project to be derailed, it is vital to take a step back and put together a plan.
It doesn’t have to be complex and time consuming. It doesn’t have to utilize the latest project management software and consider complex equations for calculating resource times. Again, keep it simple. A scratch piece of paper is ok, if it is understood and communicated. The most important point is to decide what steps need to be completed, in what order (if order is important), how long the steps will take if x number of resources are dedicated to the task, and which steps are dependent on which other steps. You will now be ahead of the majority of companies – you have a plan!
Execute: The third key to success is to execute the plan. In my experience, I’ve found this step to also be often overlooked since it seems simple now that the plan has been developed and the people assigned. Executives tend to lose interest once the project is turned over to the execution team; however, this is the opposite of what’s required for success. Even though it seems obvious, as conflicts arise, if the executives are not involved, the project will flounder.
Typically there are only a few critical steps required for success in the execution stage: 1) staying focused on the critical path, 2) follow-up and 3) communication. Instead of focusing on every step, focus almost exclusively on the critical path (the sequence of steps that must be completed on schedule for the entire project to be completed). This seemingly simple focus works wonders in keeping your project on track. Second, follow up on those critical steps. For example, instead of waiting for the time when a critical step is scheduled to start, begin focusing on the step in advance. Make sure the resources are available, ask questions of the task owners, review the plan for those steps, etc. Lastly, remember to constantly communicate progress, roadblocks, etc. With these few simple steps, I’ve yet to see a project management execution failure.

Since projects can have a substantial effect on your organization through increased productivity, profitability, cash flow and service, it pays to think about the three critical priorities to delivering project management success. No matter your role in a project, you can begin to implement these keys – and you’ll deliver bottom line results!

Ride the Wave & Succeed with Virtual Teams

Written by Lisa Anderson on July 24, 2013. Posted in Articles. 6 Comments on Ride the Wave & Succeed with Virtual Teams

FEATUREJuly24th Managing traditional teams will no longer be enough! Instead, in order to thrive in the new normal business environment, learning how to master virtual teams will be a necessity! The new normal is characterized by volatility, lacklustre sales, elevated customer service expectations, and a shortage of talent, increased global requirements and an information-overloaded workforce. Thus, teams will have to collaborate across functions, sites, oceans and organizations.

Unlike typical teams, managing virtual teams will require a different process and managerial style. Yet it will be vital to professional success as more and more teams are moving towards virtual. In my experience across countless industries and globally, there are increasingly more virtual teams than standard teams. If you take a step back and think about your project teams, I’d venture to guess that you have at least some element of virtual teams already underway. Thus, the question is how well we are optimizing virtual teams.

To start, we brainstormed the most common virtual teams: 1) Cross-functional teams. 2) Cross-sites/ facilities. 3) Collaborating with customers. 4) Collaborating with suppliers. 5) Collaborating with trusted advisors such as bankers and CPA firms.

Next, prior to thinking about how to manage virtual teams, it makes sense to consider a few options for conducting virtual team meetings:

Conference call: Although tried and true, conference calls can be quite effective. There is no reason to waste time and energy on more elaborate methods for situations that a simple conference call can resolve. I’ve found it’s a great way to conduct relatively short cross-facility and collaboration meetings.
Webinar: This medium has been gaining momentum as it allows for audio and visual. Typically I’ve found this to be most effective for presentations with numbers and spread sheet reviews.
Videoconference: Undoubtedly, this is the best medium for those occasions when you need to be able to see your counterparts to interact real-time.
Intranet: The intranet can provide a medium for a virtual team’s collaboration without team interaction. For example, if all of the team’s documents were on the intranet, each person could update as tasks are completed and be notified of other’s progress. It could also allow for forums, videos etc. for discussion and questions; however, it would be more of a question and response vs. a conversation. At times, this can be the best option from an efficiency standpoint.
Combination: I’ve found the ultimate solution to be a combination of all mediums – as each one makes sense. There is no reason to think of every situation as a nail because you happen to have a hammer. For example, if you just purchased videoconference equipment or learned how to Skype, it doesn’t mean every meeting should be done with this medium. It is certainly impossible for those driving to participate with this medium.

Instead, think about whether you need to be able to see the person’s reactions (videoconference would be preferred), hear the person’s responses (conference call would suffice), follow along on a project plan (a webinar would be ideal) or just need to be up-to-speed on the latest status update for the critical path (the intranet would work just fine). It is not only more efficient to use the best medium for the situation but it is optimum from a relationship standpoint. For example, no one wants to be tied up in a conference room on a video conference for hours to learn what they could look up in 5 minutes on the intranet. On the other hand, a teambuilding exercise should never be done on the intranet. It would be ridiculous!

Once you’ve chosen the appropriate medium for your virtual team, you’ll want to conduct an effective meeting or run a successful project. Thus, a few tips are in order:

Become a master facilitator: Brush up on your facilitation skills. Although never preferred it’s ok (and survivable) to be mediocre when facilitating in person; however, it will be the kiss of death on a conference call or webinar. You must be able to bring all participants into the conversation smoothly. Practice makes perfect – or at least better than mediocre!
Practice transitions: One of the keys to success is to be able to transition from one person to the next or one concept to the next while engaging the entire team; thus, practice how to transition while leveraging each medium. How will you gain the attention of folks looking at their cell phones when transitioning? Is there a phrase that will gain rapid attention? Try a few alternatives and see what works.
Consider your voice: When not meeting in person, your voice can easily be misinterpreted. First, start by asking whether you can be heard. It sounds quite simple but is often overlooked. I’ve found that a surprising number of executives cannot be heard on conference calls. I see folks with an ear literally inches from the phone as they don’t want to tell the CEO that he cannot be heard. Next, pay close attention to tone and its implication. When not visible, your voice elevates in importance.
Keep notes: Often, without a physical meeting it can be easy to overlook a person or entire function if they do not speak up. Make sure to have the agenda and a few notes for who you want to involve in the discussion, questions you want to ask to bring out all participants, etc. I find that this is effective for all meetings as it becomes harder and harder in an information-overloaded society to remember key points.

Since virtual meetings will be a mainstay in the professional world and especially with project teams, it is incumbent upon us to find a way to succeed in this environment. Find a way to conduct successful virtual meetings and you’ll not only stand out in the crowd but you’ll thrive in today’s new normal business environment.

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Project Leadership Doesn’t Matter Unless You Care About Results

Written by Lisa Anderson on June 19, 2013. Posted in Articles. 5 Comments on Project Leadership Doesn’t Matter Unless You Care About Results

anderson FeatureArticle June19 There’s no need to be concerned with your project’s leadership UNLESS you want to ensure success! It seems to be more challenging than ever to find excellent project leaders yet it is one of the most critical periods of time for delivering bottom line business results. Since the recession, competition has been fierce; thus, standing out in the crowd in terms of service, products, margins etc. is tough. Project results can deliver the difference between success and failure. What type of leader do you want in charge of your project?

Although unemployment remains higher than pre-recession levels, it is becoming increasingly difficult to find high-skilled resources such as project managers. Should we “make” or “buy” project leaders? Both – since project leaders can deliver results outside of the norm, it makes sense to pursue as many paths as possible. What are we searching for as the top qualities of a project leader? What do the best leaders do differently than the rest? 1) Clarify objectives. 2) Translate into plans. 3) Focus on results.

Clarify Objectives: In my experience in working on hundreds of projects across multiple industries internationally, I find that clarifying objectives is the most overlooked yet incredibly simple secret to success in achieving project objectives. Without a doubt, those projects with clear objectives have an 80% greater chance of success than those without them. So, why in the world don’t project leaders clarify objectives more frequently? Organizational conflicts can be unpleasant.
For example, on a recent integration project, the objectives seemed clear. As usual, project teams start off on the right foot. However, at the first sign of trouble, the objectives become less clear. Politics entered the scene. If the project leader stood by what he viewed as the clear objectives, there would be ripple effects throughout the organization as it went against the prior organizational process.

Thus, he had two choices: 1) Go back to the source (CEO and executive team) to re-clarify what he heard to gain alignment and support for the significant change. In this case, he would likely be unpopular as change can be uncomfortable. 2) Since the CEO and executive team didn’t stay involved and address recent derailments from their strategy, he could assume that he should stick to the organizational process as it existed. In this case, he chose #2. Although it seemed like a successful path forward with the particular project, it led to the failure of the overall objective – unfortunately, even though the executives were not present in the change, it was critical for profitable growth.
Translate into plans: This is not nearly as simple as just repeating the objectives, stating support and threatening if required. A project leader has to be able to translate the objectives for the team in a clear and insightful manner. It doesn’t require that the project leader understand the entire subject matter; however, he/she must be able to ask effective questions and be respected by the team. Otherwise, it’s likely to result in immediate failure. And, last but not least, it requires translating the objectives into action plans and milestones – with the team’s commitment.
For example, I’ve participated in two projects where the project leader wasn’t too familiar with the details of the subject matter. In one case, the project leader asked effective questions and was able to lead the project to an early delivery with better than anticipated results. In the other case, the leader was in over his head and resorted to threats. Worse yet, the project leader didn’t support his team’s plans and tried to develop action plans that didn’t “add up” for his team. This project team (composed of top employees with the exception of the leader) not only made lacklustre progress but was also extremely frustrated.
Focus on Results: Last but not least, the project leader must focus on results. One of the most common mistakes I see with my clients is getting distracted with thousands of non-essential details. Instead, those who are successful maintain a rigorous focus on the critical path – in essence, just those tasks required to achieve the project objectives.
For example, I’ve often seen project teams distracted with the optimal way to use project tracking software, or what format to use for tracking progress yet little to no time is spent proactively communicating with project team members. Instead, a steadfast focus on the project objectives can achieve wonders.

As businesses struggle to stand out in the crowd today’s post-recession new normal business environment, there’s no doubt project success is vital to maintaining and improving profitability. Although there are several keys to achieving success, there is nothing more important than leadership. I’ve yet to see a project succeed without an effective leader. Have you?

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Are You On-Time, On-Budget and On-Results? Go Back to the Basics!

Written by Lisa Anderson on May 29, 2013. Posted in Articles. 5 Comments on Are You On-Time, On-Budget and On-Results? Go Back to the Basics!

Anderson Feature May29 Article What company doesn’t have at least several projects going at once to try to support essential objectives? In my 20+ years of experience as a global business consultant and operations executive, I’ve yet to see one! As projects are commonplace in organizations, it becomes critical to figure out how to ensure success – delivering the intended results on-time and on-budget. Unfortunately, it is often far from a no-brainer to make this occur.

Interestingly, my clients often are looking for that “magic” solution which they often think relates to implementing the latest fad which seems to be getting positive attention in the news such as lean manufacturing, six sigma, etc. Yet they often fail to achieve sustainable results. Thus, they call me in to look over the situation and determine the optimal path forward to rectify the situation. 80% of the time, I find that the projects will deliver results if they “go back to the basics”: 1) Project leadership. 2) Critical path. 3) Exemplars. 4) Follow-up

Project leadership – As my HR mentor used to say, “It begins and ends with leadership.” Undoubtedly, you must begin with a solid project leader. Does your leader have enough technical expertise to lead the particular project? Remember “writing the book” isn’t necessary; just enough technical expertise to ask good questions is sufficient. Does your project leader demonstrate leadership skills? In essence, do people want to follow him/her? Do they feel secure following him through a sea of change? Does he have the ability to show each team member how he/she adds value to the project? How about the ability and gumption to hold folks accountable? Good leaders will develop good teams.
For example, I’ve been involved with countless projects over the years – hundreds at a minimum – and I’ve yet to see a poor leader succeed (unless taken over by a strong team) or a strong leader fail. There is something to be said for nurturing leadership talent if you are interested in bottom line business results.
Critical path – Once your project team is in place, the first order of business is to develop the critical path project plan. Instead of getting bogged down in countless details which will not substantially affect the project results with minimal resources (after all, what company has extra resources to throw at projects in the new normal business environment?), it is essential to just focus on those tasks which will ensure a positive end result – the critical path. In essence, the critical path provides priority and focus
For example, in a client project, we developed a critical path for turning around a failed ERP system implementation. Although there were thousands of tasks required to fully implement the ERP system, we’d fail miserably if we tried to accomplish all of them with our scaled-back project team. Thus, we identified those tasks essential to leveraging the ERP system for critical functions (such as purchasing) and focused the entire project team on resolving those first. These critical functions also were the predecessor for leveraging other essential areas of the system, and so by resolving one area, we were able to obtain a boost in several other areas as well.
Exemplars – Once your project is set up, you must encourage exemplars. Find respected exemplars and get them on board with the project and desired results. Exemplars will have followers regardless of their position power. People will follow those they trust and respect. It can be as simple as that.
For example, in one client project, we had to try a new demand planning approach yet folks were afraid because producing without an order was seen as taboo. Thus, we found an exemplar (combined with management support), and folks began to follow the exemplar. Soon, the demand planning process yielded startling results.
Follow up – Last but not least, follow-up is vital to success. One of the most important areas for follow-up is the critical path. Do you know where you are on the critical path? Which critical path tasks are coming up next? Are those task owners ready? Do they have the resources and tools required to succeed? If not, what can be done to provide assistance prior to the task start dates? Are they comfortable that they’ll meet the agreed upon times? If not, what can be done to supplement? In essence, if you keep the team focused on maintaining the critical path integrity, you’ll succeed.
For example, I’ve found this to be essential in every client project. As my business is based upon referrals, achieving the agreed upon results is paramount; thus, follow-up becomes a competitive advantage. I’ve found countless potential roadblocks via follow-up which could have derailed project results.

As project results are essential to business performance, it is worth taking a look at what will ensure success. The good news and bad news is that we should already have the appropriate tools in our arsenal to ensure success – its back to the basics! Are you ready to elevate the importance of the basics in your organization?

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