How to Write Effective Project Management Emails
There is a-l-o-t involved when running a successful project: the manager and team relationships, the myriad of tasks that need to be completed, the budget, the deliverables, etc.
Written by Jimmy Rodela on . Posted in Articles.
There is a-l-o-t involved when running a successful project: the manager and team relationships, the myriad of tasks that need to be completed, the budget, the deliverables, etc.
Written by Ian Chambers on . Posted in Articles.
By Ian Chambers, CEO – Linea
The onset of the COVID-19 pandemic represented an era-defining paradigm shift for the world of business. Even though the most noticeable impacts of the pandemic have now abated in many parts of the world, the changes it has brought about in the way businesses operate are unlikely to be undone.
The dramatic changes to regular working patterns brought about by pandemic-era lockdowns, combined with a renewed focus on health and wellbeing, have dramatically shifted expectations of what professionals want from their roles. At the same time, customers now also expect a more flexible and conscientious approach to service delivery and are willing to favour companies who are able to provide this.
As such, every organization needs to adjust the way it operates to accommodate these changing realities. By implementing the necessary changes as part of an ongoing process of business improvement, companies can put themselves in a position to capitalize and thrive.
Many of the changes that the pandemic has brought about can be explained by clear practical requirements – namely, businesses were forced to be a lot more creative and flexible in the way they operated during lockdown, and their employees and customers are now reluctant to give up that flexibility.
For employees, this means that staff have gotten used to being able to work from home and adjust their own working patterns or are keen to retain the additional health and wellbeing benefits they may have received during the pandemic. Expectations among customers and clients, meanwhile, have evolved in complex ways: some have grown accustomed to receiving more flexible terms and conditions, or improved remote access to services, while others may have become frustrated by the lack of face-to-face interaction with customers, and would prefer to return to pre-pandemic ways of working.
There are also an ethical or value-driven dimensions to this evolution, as the pandemic has made many people aware of existing failings and issues of unfairness with the previous status quo. Management can no longer expect to monopolies the highest salaries, while offering only limited flexibility to the workers responsible for generating value, without a risk of undermining their own recruitment capabilities or alienating socially conscious consumers.
As such, the challenge for organizations operating within these rapidly evolving markets is to show they can reflect and operate by the changing values of society. If they fail to do so, they risk being left behind.
With all of this in mind, it is essential for companies to regularly review and implement necessary changes to their operating practices and service models, committing to an ongoing process of business improvement to ensure they are meeting the expectations of modern professionals, consumers and clients.
Here are some of the key areas in which we have seen businesses committing their efforts and resources in the wake of the pandemic:
Not all of these changes can be implemented with immediate effect – some will involve a long-term process of change management, which will require the business to holistically review its current processes and operations to chart a gradual path of transformation, as measured by definable metrics and achievable milestones.
This can be difficult and time-consuming to achieve, but as the post-pandemic era continues to take shape, it will be an essential step for organizations across multiple sectors. Professional expectations and customer values are evolving quickly – and companies must do the same to remain at the forefront of their respective markets.
Written by Evelyn Brisibe on . Posted in Articles.
With 2 plus decades experience in the project management and organizational development world, I am incessantly amazed on how a project is so closely linked the Project Sponsor, instead of the organization and the business goals it is set to achieve or influence.
When the “why”, purpose of a project has been well documented and approved by the necessary resource, a Project or Program Manager is assigned to lead and support the planning, implementation and sometimes kick off the sustainment of the product from the project. The project manager (PM) with help from other resources is tasked with creating engagement protocols and tactics to ensure every stakeholder buys into the vision of the project.
A few years ago, while studying for a master’s in project management, one of my professors asked a question, at what point are you successful as a project manager? The class gave a quintessential response, “when the triple constraints, time, cost and scope are managed effectively”, we all echoed in our responses. To which she responded, you are all wrong, you are successful when you close a project and months later, the output of the project is being used/accessed.
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I share this story to provide some context around the role of the PM and how that does not impact the project when a PM is replaced. Why you ask? The PM has a set of guidelines to run the project and regardless of who is the sponsor, the pm ensures the project is implemented in line with the framework. However, when there is a change of sponsor, there is a shift that could lead to a complete halt of the project, or the cancellation of the project. This decision could be based on the personal preference, and at other times imply because the sponsor sees or believes the project does not align to his/her value or focus. The PM does not have the same power or influence.
If you are a PM and are wandering how to deal with a change in sponsor, and the new sponsor is about to shut down your project. Take heart, recognize that the decision is not your fault. It is beyond your influence. Take time to process the emotions you are experiencing, thereafter start working to close the project with exceptional expertise, from documentation to engagement tactics. I have seen a project that was completely shut down resuscitated years later. What helped to make the kickoff run smoothly is what the prior pm did to close the project.
Projects rest in place when they are closed properly by the PM.
Written by Frank Townson on . Posted in Articles.
Why are projects initiated? What is their purpose? The answer is simple – to introduce change. Projects are all about change, either introducing new products and/or services or changing the way is which existing products and/or services are delivered. Otherwise, without initiating projects to introduce change, organizations continue to deliver existing products, services, policies, and procedures (i.e., continue with business as usual).
Whenever change is introduced, what happens? It meets resistance. That resistance may be the result of any number of reasons – some valid and some not so valid – and will certainly be the cause of many problems for the project delivery team. Misery and woe very often await the poor project team that invests too little or no time at all in appreciating the fact that they are introducing change(s) and therefore need to develop strategies to deal with the inevitable resistance they will encounter from those who perceive, rightly or wrongly, that they will be negatively impacted by the change(s) the project is introducing. Many project teams have been surprised to find that their project had been torpedoed by someone (or someone’s) to whom they never gave any thought and for whom they did not develop a strategy to support the introduction of the change(s) their project would enable and to overcome resistance to it. Resistance was not only not futile; it was deadly.
So how does change successfully get introduced? How can the project team ensure that they deliver a product or service that will enable the change which justified the project and the investment of organizational resources in the first place? This demands that project teams recognize and internalize the simple truth that organizations do not change, people change. If the people in the organization do not embrace and support the change(s) that the project is introducing, the project is unlikely to succeed.
And getting the people in the organization to embrace the change is all about leadership. Based on Bridge’s Transition Model, this article will suggest best practices for introducing change and building a successful strategy for engaging the organization’s most powerful resources – its people – in bringing about the desired change and making the project a success.
Bridge’s Transition Model: An Overview
Bridge’s Transition Model[1], in its simplest form, suggests that projects introducing change(s) will pass through three stages:
The Current State: Preparing
Organizations start up projects for many different reasons, for example:
There are other reasons for initiating project as well. One thing they all have in common is that any project initiated for any of these reasons introduces changes to the ways things are currently being done.
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Investment Decision-Making
Projects aren’t free. They consume organizational resources – money, time, material, equipment, facilities and, yes, people (i.e., their time and effort). Before committing organizational resources, an analysis of the benefits that will be realized and the value to the organization if it initiates the project needs to be undertaken to justify the investment. These analyses generally take the form of alternatives analyses and cost-benefit analyses, including NPV, ROI, etc., that are pulled together into a business case. Since projects introduce change, however, the impact of the projects on the people involved in their delivery and on the people affected by any given project’s outcomes also needs to be considered before the decision to invest resources and commit to the project is made.
Project Leadership and Change
Change can be traumatizing. Projects often incur resistance simply because they are introducing change. Project team members similarly often run up against resistance in their role as change agents. The mental health of project team members who are struggling to introduce change(s) as well those affected by the change(s) requires leadership that is compassionate and understanding and that communicates openly and well.
We are all human. Many of us are reluctant to bring up in conversation that we may be struggling with something because we have been conditioned to believe that to struggle is to have a weakness that needs improving and that means talking about our own issues. People are trapped by the idea that being tough, resilient, and impenetrable is a requirement for climbing the ladder of success. They are slow to realize that trying to live up to this myth indirectly trains people to treat each other like a terminator who will slap them down and take advantage of their perceived weakness rather than a person who will encourage them and help them grow. Good leaders commit themselves to breaking the stigma and becoming more open and honest in their communications with others.
Leadership among project team members is shared according to circumstances – the nature of the issue requiring attention, the skill sets and competencies of the team members, their experience, technical and/or technological knowledge, etc. Honesty, trust and transparency are essential leadership skills demonstrated by good leaders throughout a project’s life cycle. By acknowledging that we are all human and being open about their own experiences, effective leaders have an opportunity to address the mental health of team members in a non-threatening way that puts employees at ease and creates a starting point for better communication. Using such techniques as emotional intelligence – the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict – can be very helpful and effective in building and maintaining motivated and successful project teams.
Communicating the Project’s Vision and Purpose
One of the most effective leadership skills is communicating. Getting everyone on board and supporting the project (aka change initiative) is imperative. This can be achieved by clearly communicating the project’s vision and purpose. In one study, Gartner[2] found that 50% of change initiatives are a clear failure, only 34% are a clear success, and 16% achieve mixed results. For the project to succeed, Gartner recommended that an organization needs to:
Encountering Resistance
Projects introduce change and change introduces uncertainty. Resistance to change is a common risk factor encountered by project team members. People are often reluctant to accept new procedures or ways of doing things. In addition, they may remember similar previous failed projects. There is also the fear of losing jobs, especially if the project involves technological innovation, process automation, and information systems. Change is always inevitable but so is resistance to change. Resistance is the action taken by individuals and groups when they perceive that the change that the project is introducing is a threat to them, to what they know and are comfortable with, and to their work relationships. It is basic human nature for people to try and keep their methods and customs constant.
Projects introducing change(s) introduce uncertainty and uncertainty is often viewed as a threat. People may have trouble developing a vision of what life will look like on the other side of a change, so they tend to cling to the known rather than embrace the unknown. People don’t fear change per se, they fear the unknown. They fear being changed. Your employees represent your organization’s talent. They are the people on the ground day-to-day. No one understands your business or your clients and customers better than they do. Yet, operational changes are often dictated to them rather than created with them. Not only is this a waste of the talent and insights your employees possess, it accentuates resistance to change. Preparing a project requires recognition that the project will encounter resistance to the change initiative it is introducing and the resulting need to develop strategies for coping with and overcoming resistance.
These are several effective means for dealing with resistance[3]:
Navigating the Transition State
At the end of the day, every project, regardless of its size, needs to begin with an intended outcome – one that is understood and meaningful to the people involved and affected. It is important to communicate the vision of the desired future state and the reasons why the project is being undertaken. Ensuring the buy-in of project team members and key stakeholders by engaging them and sharing the value to the organization that will result from the benefits achieved through the project’s outcomes is critical to project success. Equally, seek to obtain the buy-in and support of your front-line employees, who must implement the change while maintaining current production of outputs or provision of services, by highlighting the benefits to them personally (e.g., continued organizational viability could mean increased job security for employees as well as opportunities to develop new knowledge, competencies, and skill sets, etc.). Your employees are your organization’s strength – its talent – and are the foundation upon which your organization will evolve and build its future.
Respect your talent. Seek to understand and empathize with what they are going through. As much as possible, limit work-in-progress, especially during the transition. Overloading project team members with too much change too fast is a common and destructive problem. The first action to rectify the problem is to make the current work-in-progress visible to all stakeholders, i.e., provide everyone with the “big picture”. A simple Kanban board could suffice. Consider breaking down the project into smaller parts or smaller batches with short-term goals. While maintaining the overall vision of the desired future or end state, create many short-term targets that are achievable and less expensive and have lesser possibility of failure than one big long-term goal. Smaller batches build momentum and help the team learn faster too.
During the project’s lifecycle, recognize that changes to the project and its outputs will inevitably occur. These changes differ from the change/future state that the project is introducing and either directly affect the outputs of the project or affect agreed project delivery baselines (e.g., schedule, cost, quality). Try to keep your projects ‘change friendly’ so as to effectively manage significant changes while empowering team members to handle responsive change at the detail level. Exploit the opportunities created by change requests for your team to learn and grow to enable them to deliver a better product to the customer. Establish metrics/KPIs as an integral part of any change request and use them as a basis for gathering feedback from the customer/user as quickly as possible to inform further decisions and deliveries. The ‘feedback loop’ (e.g., something is delivered, it gets used, feedback is captured) should be as short as possible and ideally involve the end customer/user in order to become more responsive to customer/user priorities and needs.
Discard, as well, the notion that heroic leaders are needed to deliver successful projects and make sustained and significant changes. Again, respect your talent. Your employees are experts on their job so involve them in the process. Recognize that different team members may assume different leadership roles during the project life cycle. Expand the level of active involvement of team members and stakeholders through the areas and levels affected by the project.
Empowering and involving team members helps them to take ownership and accept accountability for achieving the project’s goals. The project may introduce significant workplace change(s) that may require people to undertake new roles and responsibilities to increase the odds of a smooth transition. Evenly distribute roles and responsibilities across the team, and publicly announce these project-related roles. This will give team members a personal investment in making the project a success.
Involving The Team
When you initiate a project to change how you do business, the products you’re offering, or the services you provide, what you’re really doing is asking people to change how they do their jobs. And if they aren’t set up to make that transition successfully, your initiative is guaranteed to fail. Before you start making functional changes, start with mindset changes.
Identify the people or teams who will be impacted by the change that your project is introducing. Then define exactly how their role or a function will change and create a plan
outlining what impacted employees will need to transition successfully. This could include education, leadership, new roles or a new departmental structure, coaching/training, etc. But plans, while important, do not capture value; value is realized through the sustained collective actions of the people who ultimately must embrace, execute and live with the new changed workplace. Involve your talent and leverage their knowledge, skills and abilities.
Projects must include plans for identifying leaders throughout the organization who will support the change(s) that the project is introducing and should push responsibility for design and implementation down, so that change “cascades” through the organization. People impacted by the project will naturally look to their leadership for answers when change is introduced. They will question the extent to which change is needed, whether the organization is headed in the right direction, and whether they want to commit personally to making the change happen and, therefore, make the project a success. You need to embrace transparency and communicate openly and honestly about the change(s) the project is introducing to enable managers and leaders at all levels in the organization to be ready for the inevitable questions that will be directed towards them and to provide clear, consistent and honest responses. Training, coaching and mentoring of managers, leaders and talent influencers throughout the organization may be required.
The Future State: New Beginnings
Beginnings involve new understandings, values and attitudes. Beginnings are marked by a release of energy in a new direction – they are an expression of a fresh identity. Well-managed transitions allow people to establish new roles and responsibilities with an understanding of their purpose, the part they play, and how to contribute and participate most effectively. As a result, they feel reoriented and renewed.[4]
Empowering team members and creating a philosophy of continuous improvement, involving them and encouraging them to suggest change, builds a climate of respect and of open and collaborative communication and commitment. Ensure that your organization updates organizational policies and procedures to reflect the changes realized, institutionalizes, integrates and embeds new practices, and updates training programs for new and current employees to reflect and instill the “new normal”.
Conclusion
Your people – your talent – are by far the most important asset your organization has. Improving your operations and planning for what the future decides to throw at you next first requires understanding what your talent is capable of and what they need from you to be successful.
Most projects are about introducing change(s) of some sort – changing systems, behaviours, activities, products, services and even organizational cultures. If the people in the organization do not embrace and support the change that your project is introducing, the project is unlikely to succeed. Successful project leadership requires involving those who must live with the change “on the factory floor” or “on the front line”, communicating with and engaging them, capturing their interest and enthusiasm, listening to their ideas, concerns and suggestions, empowering them to bring about the change, supporting them as they work through the change, celebrating progress, and embracing and internalizing the outcomes. For the project to be successful in enabling the change, the people in the organization must make it happen. This means leadership must be shared among project team members and they must engage, involve, empower and support each other and the people in the organization while ensuring open and honest two-way communications.
Leadership is often equated with making decisions. But in reality, it’s about creating an environment where your talent – your employees – can make better decisions, grow in their roles, promote high productivity, morale and satisfaction, and provide the best possible experiences for your customers. For projects to be successful, leadership needs to have a good understanding and appreciation of the importance of the human side of change management to achieve the desired results.
[1] Bridges, William. Managing Transitions: Making The Most Of Change, Perseus Books, Reading, Mass. 1991.
[2] Gartner (2018). Change Management. https://gartner.com/en/insights/change-management
[3] Daniel Lock, Fundamentals of Change Management, eBook, www.daniellock.com; Kealy Spring, 2021, Overcoming Resistance to Change Within Your Organization, https://www.betterup.com/blog/resistance-to-change; Susan M. Heathfield, 2021, What Is Resistance To Change?, https://www.thebalancecareers.com/what-is-resistance-to-change-1918240; Paycor, 2019. Overcoming Employee Resistance to Change in the Workplace, https://www.paycor.com/resource-center/articles/overcoming-employee-resistance-to-change-in-the-workplace/
[4] William Bridges Associates, 1988, Bridges Transition Model, https://wmbridges.com/about/what-is-transition/
Written by George Pitagorsky on . Posted in Articles.
Radical change is in the air. On a global level, the world order has been disrupted by war, pestilence, the rise of authoritarianism, and the obscuration of what ‘truth’ means. Add to this the confluence of digital transformation, hybrid, and remote work, and economic disruption and we have radical change. It is the kind of change that makes reliance on history and traditional coping techniques ineffective. It brings great uncertainty.
Everything is changing and there is no telling where it will take us.
Project and program managers, organizational leaders, technologists, and all who are affected by the results of transformation must master working with people undergoing change. To be a master of change is to personally be able to stay calm and focused when faced with chaos – to manage one’s own change response. Then effective action is possible.
On an organizational level, mastery is evidenced by transition planning and execution with an emphasis on the human factor – emotional and social intelligence, resistance to change, training, ongoing support, flexibility, resilience, acceptance.
“The bad news is you’re falling through the air, nothing to hang on to, no parachute. The good news is there’s no ground.” — Chögyam Trungpa Rinpoche
Radical change is a change that has a great impact. It is a revolution. It is transformation, metamorphosis. After a radical change, the caterpillar is no longer a caterpillar.
Radical change is not particularly new in world history. Just in the last few hundred years, we have had fundamental changes to the fabric of society – the printing press, the industrial revolution, capitalism, communism, the advent of electricity and electronics, radio, TV, world wars, computers, medical breakthroughs, nuclear weaponry, social media, and more.
In the realm of organizations, digital and business transformations are radical changes. Projects, and programs start and keep the change rolling to a desired new way of being.
Digital Transformation implies business transformation. It is a complex change that relies on people performing processes that use technology. Transformation shakes up the organization, its processes, and its roles and responsibilities. Jobs will go, relationships will change, new skills and a new way of thinking will be needed.
Back in 2017, for a presentation to CIOs, I wrote, “ The goal is to execute a strategy that provides effective, secure, and adaptable IT capabilities to enable business innovation and sustainability. Managing digital transformation means organizing, motivating, and empowering technology and business stakeholders to address long-term needs, technology trends, human needs, and uncertainty.”
I highlighted the need for cognitive readiness – “The capacity to adapt to a complex and unpredictable environment, to moderate volatility, accept uncertainty, acknowledge the complexity and minimize ambiguity to enable optimal performance.”
While digital transformation is not war in your homeland, it strikes at basic needs for security, belonging, and recognition. It presents an opportunity to work through the anxiety and stress to manage the change. It is an opportunity to cultivate self-actualization – “to become everything one is capable of becoming.”[1]
When digital transformation is seriously undertaken there is complex change on multiple levels. There is no solid ground, we are in free fall. And this brings us to the concepts of VUCA and BANI.
VUCA has become a familiar term to many. It stands for Volatility, Uncertainty, Complexity, and Ambiguity. A more recent acronym, BANI, refers to extreme VUCA, VUCAn .
Things are unfolding moment to moment. We are faced with extreme, instable, chaotic, surprising, and disorienting situations. BANI (brittleness, anxiety, non-linearity, and incomprehensibility) is an acronym that has come into use to help find ways to handle this kind of change.
Digital transformation need not be a BANI experience. Anxiety can be avoided and managed with the right attitude and effective planning and execution. We can make the change comprehensible through analysis, communication, and training. We can make the brittle change supple by getting better at flexible planning and openness to change.
To manage extreme circumstances, cultivate
1) The abilities to accept, relax, stop resisting, allow things to be how they are. Remember, acceptance means being realistic about what you can and cannot change. It is the platform for effective action. Acceptance enables resilience.
2) Resilience and the confidence that you can handle anything that comes. Resilience means to recover and carry on. It is best understood as going through a difficult event and coming out of the experience better than you were before. Resilience relies on acceptance.
To succeed leaders must engender innovation, resiliency, clear thinking, and collaboration throughout the organization.
In a recent interview, Professor Linda Hill highlighted the need for interpersonal and self-awareness skills to manage digital transformation and to be effective leaders in general. Part of their transformation is to not only cultivate their own skills but to ensure that the whole organization cultivate theirs. [2]
Digital transformation, pandemic, war, and socio-economic unrest combine to create anxiety and resistance to change as people realize that they are faced with the unknown in an extremely complex environment – VUCAn, BANI, free fall, non-linear, out of control, incomprehensible, no direction home.
To succeed, everyone, leaders and all the rest need self-awareness, emotional intelligence, systems thinking, and the ability to “let go” into the unknown, accepting the loss of the comforts of the past.
Professor Hill’s studies say that organizations at the forefront of digital transformation “hired coaches to work with the C-suite to help them figure out how to be effective leaders that were creating an environment in which people want to be willing and able to innovate.” [3]
Coaching and support are needed throughout the organization. This may happen naturally as C-suite people understand the need and act upon their understanding. Otherwise, those who understand the nature of the change they are experiencing can work to convince leadership that people-focus is a significant success factor.
See my Project Times article, “Welcoming Uncertainty with Self-awareness”[4] for more on this subject.
[1] https://www.simplypsychology.org/maslow.html Maslow, 1987, p. 64
[2] https://hbr.org/2022/03/hbs-professor-linda-hill-says-leaders-must-engage-with-emotions-as-never-before?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert_actsubs&utm_content=signinnudge&deliveryName=DM181563
[3] Ibid
[4] https://www.projecttimes.com/articles/welcoming-uncertainty-with-self-awareness/
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