The Courage to Try Something Old – Use Cases

Written by Elizabeth Larson on May 30, 2023. Posted in Articles.

There are many articles about project management trends for 2023. Among the common threads are a focus on AI and more automated PM tools. There are also contradictory trends like workers returning to the office or continuing to work from home. What I find most interesting, though, is that many of the trends have been around for years—like change management, agile and hybrid development methods, and focusing on benefits.[i] Does that mean that these old horses are not really trends? Not at all. It means that even when these techniques are out of favor, they are needed to successfully manage our projects.

One “old” trend I was happy to see was entitled Use Cases Are Back.[ii] Not that they’ve ever gone away. They’ve had different formats and names, like the Given, When, Then format, but the thought processes needed to develop a use case model have always been required.

To review, a use case is a model that describes how stakeholders want to use pretty much anything that’s being built, like a car, an elevator, a phone app, or a change to an existing system. But defining them is not easy. We can’t just ask our stakeholders how they would like to use a microwave or what functionality is needed in a sales app. We need to ask the right questions. And a use case model is a great tool for getting at those requirements.

A use case model, like almost all models, has both a graphical and textual component.[iii] The first component, a use case diagram, is a picture of the how the stakeholders will interact with what’s being developed. It identifies all stakeholder groups who will use the end product and how they want to use it. It also describes all the systems and other components needed to make it work. It becomes a picture of all the people and technical components, as well as all the functionality needed to make it useable. And it’s a great picture of the scope of the effort.

Some PMs and BAs have trouble getting started, so I have developed 5 business questions that can provide a jumpstart in the creation of a use case diagram.

Use Case Diagram Questions

What’s being built? It’s usually called a system, but we can call it whatever we want. Examples include a new car, a change to an order system, and kitchen cabinets.
Who are the stakeholders who will use this system? These are often called actors, such as an auto service consultant, a consumer, and cabinet designer.
How do these stakeholders want to use the system? What functionality do they need? These are the use cases themselves. They are stated as high-level processes, like Start Car, Order Product, Measure Cabinets.
What other systems or components will interact directly with the system? These are also commonly called actors, like Ignition system, Replenishment system, and Cabinet Delivery Schedule system.
How will the actors and the system talk to each other? These eventually become the user interfaces that allow the system to recognize what the actor wants to do. The driver sends some signal to the Start Car use case. A consumer enters an item into Order Product use case. A cabinet designer enters measurements into a design cabinet use case.

The textual component is known as a use case narrative or scenario. It describes the process steps which detail the interaction between the stakeholders and what’s being built.

For example, how do we start the car? Does the driver put a key into the ignition? Press a button? Does the car start when the car phone app is connected and the driver opens the door? Something else? There is no one right answer. But the questions below will help our stakeholders go through the required thought processes.

Use Case Scenario Questions:

How do I know where to begin? Preconditions provide the answer. They tell us where to begin by describing what has already occurred. In our example, do I already have my keys? Have I already unlocked the car? Adjusted the mirrors? More preconditions mean that the use case scenario will be shorter and there will be fewer different paths. For example, if a precondition is that I have my keys, we don’t need to document what happens when I’ve lost my keys in this scenario.
How do I know when I’m done? These are the postconditions. We stop when we reach these conditions. The pre and post conditions form the scope of the use case because they define what’s in and out of each one.
What is the most common way of getting from the pre to the post condition? This is the “happy path.” There are no decisions in this path, such as what happens if the car won’t start.
What are other ways of getting from the pre to the postcondition? These are the alternate paths. The car starts, but it takes three tries.
What prevents us from getting to the postcondition? These are the exception paths, like when the battery is dead.

Use case models are extremely useful for getting the requirements of the interaction between stakeholders and what’s being built. There are other ways of getting them, but the structure of the use case can help us focus on what questions to ask and ultimately saves time and frustration.

[i] https://www.theprojectgroup.com/blog/en/project-management-trends/; https://www.replicon.com/blog/project-management-trends/ are two examples.

[ii] https://www.projecttimes.com/articles/top-business-trends-to-watch-for-in-2023/

[iii] I’m not including a use case diagram because of the many different conventions used. What’s important are the thought processes, not the conventions.

Impostor Syndrome in Project Management

Written by Raul De Roa on April 11, 2023. Posted in Articles.

Impostor syndrome is a psychological phenomenon where individuals doubt their abilities and fear being exposed as a fraud despite their success and accomplishments. This phenomenon can lead to negative consequences, including decreased productivity, increased stress and anxiety, and decreased job satisfaction. Impostor syndrome is a common experience among professionals, including project managers in the IT industry.

The objective of this essay is to explore the phenomenon of impostor syndrome in IT project management and offer a mixed approach of psychology and project management to overcome it. This approach will offer project managers tools to identify, acknowledge, and overcome impostor syndrome.

To begin, it is important to understand how impostor syndrome can impact project management. Impostor syndrome can lead project managers to doubt their abilities to lead, make decisions, and communicate effectively with their teams. As a result, this can lead to a lack of confidence, which can negatively impact the project’s success. Additionally, project managers experiencing impostor syndrome may be less likely to take risks and try new approaches, which can hinder innovation and growth.

The mixed approach of psychology and project management offers project managers a comprehensive way to address impostor syndrome. Effective communication, delegation, risk management, and decision-making skills are essential tools that can help project managers overcome impostor syndrome. Approaching these tools from both a psychological and project management perspective can provide project managers with a more complete understanding of how to overcome impostor syndrome and lead successful projects.

Throughout the essay, we will explore each of these approaches in-depth, discussing their importance, common challenges, and techniques for overcoming impostor syndrome. We will also provide real-world examples and case studies to illustrate how project managers have successfully used these techniques to overcome impostor syndrome and lead successful projects.

Impostor Syndrome in IT Project Management

Impostor syndrome is a common experience among professionals, including project managers in the IT industry. In this chapter, we will explore how impostor syndrome specifically affects IT project management, its prevalence, and common signs and symptoms of impostor syndrome in this field.

The impact of impostor syndrome on IT project management can be significant. Project managers experiencing impostor syndrome may doubt their ability to lead, make decisions, and communicate effectively with their teams. As a result, they may struggle to establish trust and credibility with team members, which can negatively impact team dynamics and overall project success. Impostor syndrome can also contribute to decreased productivity, increased stress and anxiety, and decreased job satisfaction among project managers.

One of the reasons why impostor syndrome is particularly prevalent in the IT industry is because of the rapidly changing nature of the field. Technology and processes are constantly evolving, and project managers are expected to stay up-to-date with the latest trends and tools. This can create a sense of pressure to constantly learn and adapt, which can contribute to feelings of inadequacy and self-doubt. Furthermore, IT project managers may feel like they are expected to have all the answers, which can contribute to feelings of being a fraud.

Impostor syndrome is a prevalent experience among project managers in the IT industry. In fact, a survey conducted by the Project Management Institute (PMI) found that 70% of project managers experience impostor syndrome at some point in their careers. This statistic highlights the importance of addressing impostor syndrome in the IT project management field.

There are several signs and symptoms of impostor syndrome in IT project management. Some common signs include feeling like a fraud, fearing being exposed as incompetent, and attributing success to luck or external factors. Project managers experiencing impostor syndrome may also struggle with perfectionism, self-doubt, and difficulty accepting praise or recognition for their work. Additionally, they may experience feelings of anxiety or stress related to their work and may feel overwhelmed by their responsibilities.

Recognizing and acknowledging impostor syndrome is the first step in addressing it. Project managers experiencing impostor syndrome can benefit from understanding its impact and prevalence in the IT project management field. This knowledge can help them recognize when they are experiencing impostor syndrome and take steps to address it.

One approach to overcoming impostor syndrome is to seek support and guidance from mentors and colleagues. Project managers can benefit from finding a mentor who can offer advice and guidance on how to navigate the challenges of the IT project management field. They can also seek out support from colleagues and peers, who may be experiencing similar challenges.

Another approach is to develop a growth mindset, which involves embracing challenges and viewing failures as opportunities for learning and growth. Project managers can benefit from adopting a growth mindset by setting realistic goals and celebrating progress, rather than focusing solely on outcomes. This approach can help project managers feel more confident in their abilities and better equipped to navigate the challenges of IT project management.

Effective Communication

Effective communication is a critical component of successful IT project management. Communication is essential for building trust, establishing expectations, and ensuring that team members are on the same page. We will explore the importance of effective communication in IT project management and how it can help project managers overcome impostor syndrome.

One of the ways that impostor syndrome can manifest in IT project management is through communication barriers. Project managers experiencing impostor syndrome may doubt their ability to communicate effectively with their teams, which can lead to misunderstandings, confusion, and conflict. Effective communication can help project managers overcome these barriers by establishing clear expectations, setting boundaries, and building trust with their teams.

Effective communication involves both verbal and nonverbal communication. Verbal communication includes speaking clearly, actively listening, and using appropriate tone and language. Nonverbal communication includes body language, facial expressions, and eye contact. Both verbal and nonverbal communication are important for building rapport and trust with team members.

Communication techniques can help project managers overcome communication barriers related to impostor syndrome. One effective technique is active listening, which involves paying attention to the speaker, asking questions, and paraphrasing to ensure that both parties understand each other. Another technique is constructive feedback, which involves providing feedback in a constructive and nonjudgmental way. Constructive feedback can help team members improve their performance without feeling criticized or undervalued. Assertiveness is also an essential communication technique that can help project managers communicate their expectations, set boundaries, and ensure that their needs are met.

Effective communication can also help project managers overcome impostor syndrome by providing them with the tools to establish credibility and build trust with their teams. Effective communication techniques can help project managers establish themselves as leaders, communicate their expectations clearly, and build trust with team members. This can help project managers feel more confident in their abilities and less susceptible to impostor syndrome.

Delegation

Delegation is an important component of successful IT project management. Delegation involves assigning tasks to team members, setting expectations, and monitoring progress. Delegation can help project managers overcome impostor syndrome by promoting collaboration, relinquishing control, and providing support.

One of the ways that impostor syndrome can manifest in IT project management is through a lack of confidence in delegating tasks. Project managers experiencing impostor syndrome may doubt their ability to delegate effectively, leading to micromanagement, a lack of trust in team members, and decreased productivity. Effective delegation can help project managers overcome these barriers by promoting collaboration, distributing workload, and building trust with team members.

Effective delegation involves several key strategies. The first strategy is assigning tasks to team members based on their strengths and abilities. By assigning tasks that align with team members’ strengths, project managers can help team members feel valued and engaged in their work. The second strategy is setting clear expectations for the task, including deadlines, milestones, and desired outcomes. Clear expectations can help team members understand their responsibilities and reduce the likelihood of misunderstandings. The third strategy is monitoring progress, providing feedback, and offering support when needed. By monitoring progress and providing feedback, project managers can help team members stay on track and achieve their goals.

Overcoming delegation-related impostor syndrome requires project managers to relinquish control and promote collaboration. Project managers can benefit from delegating tasks to team members, empowering them to take ownership of their work and contribute to the project’s success. Delegation can also help project managers build trust with team members, demonstrating that they value their input and are willing to rely on their expertise.

Effective delegation can also help project managers overcome impostor syndrome by reducing their workload and enabling them to focus on higher-level tasks. By delegating tasks to team members, project managers can free up time to focus on project strategy, stakeholder management, and other critical tasks.

Risk Management

Risk management is an essential component of successful IT project management. Risk management involves identifying potential risks, assessing their impact, and developing strategies to mitigate or avoid them. Risk management can help project managers overcome impostor syndrome by promoting preparedness, increasing confidence, and reducing uncertainty.

One of the ways that impostor syndrome can manifest in IT project management is through a fear of the unknown. Project managers experiencing impostor syndrome may doubt their ability to handle unexpected challenges, leading to increased stress and anxiety. Effective risk management can help project managers overcome these barriers by promoting preparedness and reducing uncertainty.

Effective risk management involves several key strategies. The first strategy is identifying potential risks, including technical, financial, and schedule risks. By identifying potential risks, project managers can prepare for potential challenges and develop strategies to mitigate or avoid them. The second strategy is assessing the impact of each risk, including the likelihood and potential consequences. Assessing risk impact can help project managers prioritize their response and allocate resources effectively. The third strategy is developing risk response strategies, including risk mitigation, risk avoidance, risk transfer, and risk acceptance. Developing effective response strategies can help project managers reduce the likelihood and impact of risks.

Overcoming risk-related impostor syndrome requires project managers to increase their confidence in handling unexpected challenges. Effective risk management can help project managers increase their confidence by promoting preparedness and reducing uncertainty. By identifying potential risks and developing effective response strategies, project managers can feel more prepared to handle unexpected challenges.

Effective risk management can also help project managers overcome impostor syndrome by promoting collaboration and communication. By involving team members in risk identification and response planning, project managers can demonstrate their willingness to rely on their team’s expertise and build trust with team members. Additionally, effective risk communication can help project managers establish clear expectations and reduce uncertainty among team members.

Decision-Making Skills

Effective decision-making is a critical component of successful IT project management. Project managers must make decisions related to project scope, budget, timeline, and resource allocation. Effective decision-making can help project managers overcome impostor syndrome by promoting confidence, clarity, and accountability.

One of the ways that impostor syndrome can manifest in IT project management is through indecisiveness. Project managers experiencing impostor syndrome may doubt their ability to make effective decisions, leading to analysis paralysis and a lack of progress. Effective decision-making can help project managers overcome these barriers by promoting confidence, clarity, and accountability.

Effective decision-making involves several key strategies. The first strategy is defining the decision criteria, including the goals, constraints, and alternatives. By defining the decision criteria, project managers can ensure that their decisions are aligned with project objectives and stakeholder needs. The second strategy is gathering information, including data, feedback, and expert opinions. Gathering information can help project managers make informed decisions and reduce the likelihood of bias or error. The third strategy is analyzing the information and evaluating the alternatives, including considering the potential risks and trade-offs. Analyzing and evaluating alternatives can help project managers make objective and informed decisions.

Overcoming decision-making-related impostor syndrome requires project managers to develop their decision-making skills and build confidence in their ability to make effective decisions. Effective decision-making can help project managers build confidence by providing them with a clear and structured approach to making decisions. By defining decision criteria, gathering information, and analyzing alternatives, project managers can feel more prepared to make effective decisions.

Effective decision-making can also help project managers overcome impostor syndrome by promoting accountability and ownership. By making clear and informed decisions, project managers can demonstrate their leadership and accountability to stakeholders. Additionally, effective decision-making can help project managers establish a sense of ownership over their decisions, leading to increased confidence and motivation.

Mixed Approach between Psychology and Project Management

Project management is a complex field that involves both technical and interpersonal skills. The use of psychology in project management can help project managers better understand and manage their own emotions and those of their team members. In this chapter, we will explore the benefits of using a mixed approach between psychology and project management and strategies for applying psychological principles in the context of IT project management.

One of the ways that impostor syndrome can manifest in IT project management is through emotional challenges such as stress, anxiety, and self-doubt. Effective project management requires project managers to not only manage technical aspects of the project but also to manage team dynamics and interpersonal relationships. The use of psychology in project management can help project managers better understand and manage their own emotions and those of their team members, leading to improved team dynamics and project success.

The application of psychological principles in project management involves several key strategies. The first strategy is to identify and manage emotions, both of project managers and team members. Emotional intelligence is an essential skill for project managers, allowing them to recognize and respond appropriately to emotions within the team. The second strategy is to establish a positive team culture by promoting trust, collaboration, and open communication. A positive team culture can help reduce stress and anxiety among team members, leading to increased job satisfaction and productivity. The third strategy is to promote effective communication by using active listening, empathy, and assertiveness. Effective communication can help build trust and rapport among team members, leading to better project outcomes.

Overcoming impostor syndrome requires project managers to develop their interpersonal skills and apply psychological principles in their work. A mixed approach between psychology and project management can help project managers better understand and manage their own emotions and those of their team members, leading to improved team dynamics and project success.

The use of psychological principles in project management can also promote self-awareness and personal growth among project managers. By applying psychological principles in their work, project managers can better understand their own emotional reactions and develop strategies to manage them effectively. This can lead to increased self-confidence and a sense of accomplishment.

Conclusion and Future Directions

Impostor syndrome can have significant negative effects on project managers’ confidence, job satisfaction, and overall performance. However, by applying effective project management strategies and using a mixed approach between psychology and project management, project managers can overcome impostor syndrome and lead successful projects.

Throughout this essay, we have explored the importance of effective communication, delegation, risk management, and decision-making skills in overcoming impostor syndrome in IT project management. We have also discussed the benefits of using psychological principles in project management, including emotional intelligence, positive team culture, and effective communication.

Moving forward, there are several areas for future research and application in the field of IT project management. One area is the use of technology to support effective project management. Technology can be used to improve communication, delegation, risk management, and decision-making skills, reducing the likelihood of impostor syndrome and improving project outcomes.

Another area for future research is the use of mindfulness and meditation techniques in project management. Mindfulness and meditation have been shown to reduce stress and improve emotional regulation, which can help project managers overcome impostor syndrome and promote effective project management.

Finally, future research can explore the impact of organizational culture and leadership on impostor syndrome in IT project management. A positive organizational culture that promotes psychological safety, open communication, and supportive leadership can help reduce impostor syndrome and promote project success.

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Are you safe with SAFe?

Written by Divya Joshi on March 21, 2023. Posted in Articles.

Agility has proven to be a highly effective tool for global businesses. It has helped organizations adapt to changing business environments and develop capabilities that have helped them overcome several economic challenges. With the recession and inflation fears becoming more relevant, businesses are using Agility as a shield to protect themselves and deliver products faster.

However, scaling Agile across the enterprise comes with multiple challenges.

Although lightweight frameworks such as SAFe have made things easier, it makes one wonder whether it is really foolproof or not. This article will discuss SAFe helps organizations scale Agile principles and how it is a lever for growth.

SAFe revolves around value creation

With the increased focus on customer experience, value creation has become a priority for most leaders. But most software development projects are complex with multiple deliverables. SAFe revolves around applying Lean-Agile principles to help teams focus their efforts on delivering products to the right audience at the right time.

It introduces the concept of value stream management that emphasizes the following principles:

Build technology portfolios of development value streams: The team must build a technical portfolio by precisely identifying what value is, what value will be delivered from the product, how the value flow will be, take customer feedback into account, and decide how to optimize the product further.
Realize value streams with product-focused Agile Release Trains (ARTs): This phase involves the development team applying the ART principles to reduce the delivery time.
Form Agile teams that can directly deliver value: At the heart of the product is the team who creates it. That’s why the Agile team must be customer-focused, cross-functional, and have the skills to execute the tasks efficiently.

Adopts a culture of communication

A recent study states that 60% of top executives considered digital transformation a critical driver for growth in 2022. And this transition introduces multiple challenges to businesses, big and small. With high stakes, fostering a culture of innovation and collaboration is critical for success.

The SAFe model creates an environment where coordination between multiple teams is possible. It standardizes processes and simplifies hierarchical structures to help teams collaborate closely, avoid risks and delays, and ensure on-time delivery. With cross-functional teams working together, information sharing increases which promote transparency. The heightened transparency enables teams to understand the scope of work and the product vision, which increases the work delivered and overall productivity.

It helps you evaluate your current approach and enhance your capabilities

Every software development process requires improvement. But implementing changes or even changing the current organizational approach can be overwhelming. SAFe encourages teams to reorganize their development processes and consider practical aspects.

Here is how:

Traditionally, all software developers agree on a single design, create a solution, and then modify it. However, this did not give them much time. SAFe introduced a better approach: The set-based design. Here developers consider multiple design options, consider the economic and technical tradeoffs, eliminate the weaker options, and ultimately agree on the final design. This approach finds variability and produces better outcomes.

Another thing the framework introduces us to is the concept of continuous integration, whereby all teams’ work is merged in a central repository, and automated tests are run. It helps developers recognize bugs, improve software quality, and release updates faster.

SAFe vs other Agile methodologies

Agile frameworks have been around for decades. While each has its benefits, it is critical to understand how SAFe is different and what greater purpose it serves. Let’s do a quick comparison.

SAFe and Scrum

Although both frameworks are popular and may seem similar, they are different. Scrum is an Agile framework where cross-functional teams work on complex problems and deliver product updates in smaller timeframes by breaking large projects into small increment cycles known as sprints. The stakeholders review the output, receive customer feedback, and incorporate changes. However, the thing is that Scrum works for smaller projects and is not suitable at an enterprise level.

And this is where SAFe comes in.

SAFe defines an approach for Scrum to make it work for large projects and ensure that multiple cross-functional teams can work together harmoniously to reduce time-to-market. It influences the entire organization and not just one project.

SAFe and DevOps

SAFe and DevOps are mature frameworks that are often linked together. And for a good reason.

DevOps framework combines the development and operation teams to achieve faster software delivery. It includes implementing a set of technical principles and tools. It helps break down organizational silos and promotes the continuous delivery pipeline.

As the primary goal of SAFe is to enable organizations to deliver customer value, it helps implement DevOps principles at scale. It encourages organizations to follow the CAMLR approach for incorporating DevOps in SAFe. The recent Leading SAFe 5.1 update also talks about this, discussing in-depth how it will be possible to achieve continuous integration, deployment, and release on demand.

Looking at the bigger picture: Is SAFe really efficient?

After discussing at length the basic principles of SAFe and how it helps organizations implement other Agile frameworks like Scrum and DevOps, it is safe to say that SAFe is indeed efficient.

Over time, the framework has evolved, and the recent additions successfully address the current business challenges. With economic shakedowns happening across industries, businesses must change their model and become resilient. SAFe has been instrumental in increasing resiliency, and almost every mid-sized organization has put it into practice.

However, skill shortage remains a challenge.

With SAFe, Scrum, and DevOps gaining traction, companies need skilled talent to address the implementation challenges and ensure all the principles are followed religiously. Thankfully, SAFe, Scrum, and DevOps certifications can fulfill this gap.

They equip attendees with the knowledge and skills to implement these principles at an organizational level and explore lucrative career opportunities. The recent November job report shows promising results, indicating that payrolls will rise. But the business outlook shows signs of recession. So it is best to prepare yourself for shakedowns.

The Most Important Project of Your Life!

Written by Kenneth Richards on February 14, 2023. Posted in Articles.

Two and a half years ago I started working on probably the most important project of my life, and one that benefits me directly as both the project manager and customer. It would utilize over a million dollars in cost, eight months of focus and attention before moving to operations, and a little over a hundred days of intense focus and coordination. Almost two years ago it moved primarily into monitoring and control phase before moving into a closing phase almost 4 months later. It now sits successfully in operations waiting to see if another project will be needed in the future. If we were indeed successful, then no changes or updates should be needed for this project for a long, long time.

This important project is cancer treatment, and the tenants of project management can be used to help treat patients. In October 2020 I was diagnosed with Acute Myeloid Leukemia (AML) and began the journey through initiation, planning, execution, monitoring and control, and closure. During this time, I was amazed at how similar the process was to managing projects. Thinking of it this way helped me organize my thoughts and make decisions as I stepped through the process. For others that undergo diagnosis and treatment, many of the same requirements and processes I had can be adapted for your treatment. Nursing may even want to formalize some of the steps to accomplish successful outcomes in other types of cancer treatment, but also things like trauma care among others.

Initiating

Initiation was probably the most difficult. This was not a planned project, and in fact one that came completely out of the blue. From the time I found out, a plan did begin to develop, however. While there wasn’t a formal project charter per se, there was an agreement on the goals, the high-level requirements to get there, investigation into assumptions, and determination of funding. Almost all the things that make up a project charter are good to put down on paper as an agreement with the patient. It gives them a plan and direction and helps to organize the high-level requirements of caring for cancer. Many of the high-level items here become more granular in detail as exams are done and more information on a diagnosis is gained. It becomes the foundation for the rest of the project.

Another big part of the Initiating Process Group is identifying stakeholders. Some are obvious, the patient as the customer or project owner. They may even be the project manager depending on how much they want to facilitate or be involved in the project. The project manager may also be another family member such as a spouse or parent, or they may be satisfied in letting the Oncologist as their Primary Care Provider facilitate the care and simply keep them informed as a stakeholder. The decision of role should fall to the patient or guardian as much as possible.

Other stakeholders such as nursing staff, family, and friends, and even nurse navigators and case managers. As groups, stakeholders for me included my employer, Insurance companies, Leukemia & Lymphoma Society (www.lls.org), Be the Match (bethematch.org), and Veteran’s Administration among others. Some needed to be simply updated on status, some provided additional information and research I needed to make decisions, and others had options for funding assistance, materials, and even providing of stem cells for the transplant that was planned.

Planning

As you can imagine, the planning part was the most intensive. Things were new, and just like the Project Management Process Group, it has the largest and most significant number of processes. Every single process in this group played a role in planning for treatment, although in the setting of cancer care, the documentation is a little less formal, and many of the details are rolled into patient care plans and progress notes.

A plan is developed, and scope and time management requirements are determined. There is the initial treatment or consolidation chemotherapy with specific medications and times. The work to be done and schedule was laid out on a calendar to follow so I would know where I was at and what was expected at specific steps along the way. Activities were explained and laid out with a specific sequence and duration.

Cost management was laid out by identifying insurance, coverage and requirements. Much of this was reviewed in the context of this diagnosis since many of the resources would be quite costly. Specialty treatments and medications as well as extended hospitalization could easily grow into the tens of thousands of dollars and it was important to know what cost responsibilities would be to plan for financial assistance, or impact on scope of treatment. Nurse case managers as well as contacts at various non-profits could provide additional information on assistance that could be provided in various scenarios.

Project Quality Management, HR Management, Stakeholder Management, and Procurement Management were important areas as well. Daily tests were performed to identify problems or status in order to plan adjust the plan as required. While a patient does not hire the staff and decide on assignments, it was good to know the responsibilities of those staff as stakeholders so that I could pass my own updates as well as request information from the right people along the way. There were many drugs and treatments, some planned as part of the schedule, and some I could request as things progressed and needs were determined.

One of the most important areas is that of Risk Management. There are many areas of risks that had to be identified up front as part of the treatment. Chemotherapy destroyed cells that help the body fight infection and limiting exposure to risks, identifying problems such as a fever or infection, and treating those problems early helped keep things from progressing to dangerous levels. Risks were identified, plans were made to identify anything that occurred, and steps were planned for what to do if risks turned into issues.

Executing

Once the plan was put into place, treatment could begin following the steps laid out. Everybody had their roles in managing that work, and everybody had responsibility to double check quality and treatment. I could perform quality assurance checks by verifying information and asking questions about things that seemed different from the expected routine. Nurses double checked meds and transfusions in some cases to be sure that the steps and procedures were being followed. While some of the questions seemed repetitive, they were a key part of performing quality assurance.

Managing Stakeholders and Stakeholder Engagement helped to not only keep everyone on the same plan and aware of any updates, it helped keep family connected to the process and how things were progressing. Using tools such as Social Media made dissemination of information to family and friends much easier.

The several months and rounds of chemotherapy, transfusions and checks culminated in a Stem Cell Transplant in March of 2021 which was the primary goal in the execution phase.

Monitor and Control

Frozen Stem Cells getting ready for transfusion. Held by gloved hands next to the nitrogen container.

As noted in the Execution and Planning groups above, monitor and control was a major part of the process from start to finish. It occurred during each round of chemo, and during the process of the Stem Cell Transplant itself.

After completing the transplant, some quality assurance took place as an inpatient, and then for several months as an outpatient over the next 100 days. Quality checks became less frequent as lab tests stabilized and as treatments based on those checks also became less frequent. A bone marrow biopsy became one of the final quality assurance tests performed at the transplant facility. Once it was determined that the expected results were obtained, cancer was determined to be in remission. I was able to return home back across the country, to settle back into a more normal routine. Stakeholders were updated, and risks continued to decrease over time. Bills were checked and paid.

Closing

My cancer project was placed into what I would consider “operations” in that routine follow-ups decreased from once or twice a month to every two months or more. Ability to return to work became part of normal operations to the point that I’m back at full-time work. Right now with some modifications, life is returning to normal. Quality checks continue as part of the follow-up and as long as they continue to remain normal, no further significant updates or beginning a new project should be required.

If there are abnormal exams or tests from here on out, they will require beginning a new project like this one with possible changes to scope or processes depending on requirements and advances.

Final Thoughts

Cancer is a difficult process for anyone to go through. With all the things involved in my treatment and care from symptoms because of not only the disease, but the treatments involved, I often thought about how much more difficult it is for kids, as well as those without the experience or resources that I had available to me. Having a well laid out and documented plan helped me organize and elicit the information I needed to be informed as a stakeholder and project manager. My medical background helped me understand the hows and whys of the treatment, and my experience in medical billing has helped me navigate the world of health insurance for a diagnosis as challenging as this.

Incorporating some of the processes in project management can help not only staff, but patients better organize their treatment and expectations. Even if not certified in project management, the knowledge gained by medical staff members can only help patients work through the complex healthcare system for things like cancer, trauma care, and chronic illness.

The Courage to Try Something Old – Part 1: Facilitation

Written by Elizabeth Larson on July 13, 2022. Posted in Articles.

We know that it often takes courage to try something new. But what about trying something old? Sometimes it takes courage to do the basics, things that we know work, but for a variety of reasons are deemed to take too long or seem too “old school.” Often the old ways are not welcome. To be sure, the old ways do not always add value. But when they do, it can take courage to convince the organization that it’s worth spending the time. The first one of these oldies but goodies that I will address is about facilitating requirements meetings. Even the concept of a meeting seems a bit old school, and when you add on the discipline needed to successfully facilitate, it can seem insurmountable.

The glorious thing about requirement meetings is that rather than interviewing many stakeholders separately, which is time-consuming, we can get the stakeholders together. It’s a chance to get issues discussed, questions answered, and direction set. But stakeholders may come unprepared or with hidden agendas. There are usually different personalities and communication styles which cause different types of disruption. And it takes courage to take the time to successfully facilitate. It takes courage to keep the meeting focused. Here are three tips that will provide you courage and increase the likelihood of success.

Preparation. No matter how experienced we are, no matter how many meetings we’ve facilitated, no matter how many disruptive stakeholders we’ve encountered, we face new challenges each time we facilitate a requirements session. We can’t eliminate the disruptions, but we can minimize their effect. Thoughtful preparation with the appropriate stakeholders will help us go into each requirements event with confidence. Minimally, we need enough preparation to communicate the following before the meeting:

• Objective. This is an action, stated as a verb. Examples include: to resolve issue(s), develop a process describing a current or future state, review the results of an iteration/phase, or project.
• Desired outcome. This is a thing, stated as a noun. Examples include: decisions, issues, parking lot topics, requirement models and lists, story maps, flows and other diagrams, user stories, action items, follow-up items, and responsibilities, to name a few.
• Attendees, prep work needed of each, and expectations for their contributions during the meeting.
• Topics to be covered, who owns the topic, and approximate time to be spent on each.
• Tools and techniques to be used and how, when, and by whom.

Meeting agreements (ground rules, protocols). The ability to keep focus during the session requires the use of meeting agreements, or ground rules. Throughout the years we have tried to soften the use of the term “ground rule,” maybe because “rule” seems so inflexible. Regardless, these agreements help keep us grounded. Getting participants to establish and then follow them, though, is tricky but necessary—necessary because disruptive participants can make everyone miserable. If we call out the disruptor, we risk breaking the safe environment and having the other participants shut down. If we do nothing, we will not successfully meet our objectives. There is no one right way to handle disruption. What has worked best for me is to anticipate disruption, include it in the prep work, and hold pre-meetings with those most likely to be disruptive. And the use of a parking lot can be one of the many agreements established.

Quick decision are not decisions. The final thought is that decisions cannot always be made during the meeting. There are a myriad of reasons why trying to curtail discussions and move forward will result in frustration and future changes. We can’t demand that decisions be during the meeting. But we can have a tentative agreement, and then it’s up to us to check in with reluctant participants as needed.
Sound a bit old school? Yes, of course. These are techniques that have been around a very long time. But they work.

We tried getting rid of meetings, and that didn’t work. We tried getting rid of meeting agreements. Chaos. We tried getting quick decisions, only to be blindsided and saddled with rework later. Sometimes the old is not the most popular, but it is the best approach, even if it takes courage to get people on board.

[i] I use the terms requirements meetings, sessions, events, and workshops synonymously.

[ii] I once suggested the use of a parking lot and some of the attendees didn’t know that it was a list of tangential topics that would be handled outside of the meeting or at a future one. They thought that we were actually going to meet in the company’s parking lot!

Tag: Other

The Courage to Try Something Old – Use Cases

[i] https://www.theprojectgroup.com/blog/en/project-management-trends/; https://www.replicon.com/blog/project-management-trends/ are two examples.

[ii] https://www.projecttimes.com/articles/top-business-trends-to-watch-for-in-2023/

[iii] I’m not including a use case diagram because of the many different conventions used. What’s important are the thought processes, not the conventions.

Impostor Syndrome in Project Management

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