Tag: Planning

Skillful Efforting to Achieve Leadership Success

Written by George Pitagorsky on September 25, 2024. Posted in Articles.

Create a realistic work-life balance in the context of leadership and project management to achieve optimal performance and success. Apply it to your own life and influence those who work for and with you.

Leadership boils down to the ability to cultivate a positive mindset, relate well with others, and make effective decisions. To sustain a dynamic work-life balance requires all three.

What is the mindset that promotes optimal balance?

In a recent article, Jerry Seinfeld is quoted:

“It’s a very Zen Buddhist concept: Pursue mastery. That will fulfill your life. You will feel good.

The problem is, that developing a skill takes time and effort. Mastering a skill takes considerable time and effort, not all of it — or even most of it — enjoyable. ”

He recommends that you “Make ‘Did I get my work in?‘ your favorite question to ask yourself, and while you may not achieve every goal you set out to accomplish, you will definitely accomplish a lot more.” 1

The mindset here is 1) to expect to make an effort to get what you want and 2) that the way you make the effort makes a great difference in the way you and others feel and the outcome of your work.

Working Hard

In Working Hard but Not Too Hard I wrote

“Working hard is applying a high level of effort, being consistently focused, productive, and effective, and applying emotional, physical, and intellectual energy. Working hard is rewarding, it leads to personal and organizational success.”2 https://www.projecttimes.com/articles/working-hard-but-not-too-hard/

As wise individuals in our roles as performers, leaders, and managers, we recognize that hard work is necessary to develop skills and accomplish goals. Of course, working smart is highly valued, but it is not a replacement for working hard.

Overdoing It

We also recognize that we can overdo it. We can become so obsessed with succeeding that we forget our personal wellness and the wellness of those who are affected by our behavior. We work too hard.

If we work too hard, we get tired, disengaged, and less effective. If we miss the signs that we or our team is working too hard, stress levels increase, quality suffers, and we enter a spiral that does not end well.

Self and Other Awareness

This is where self-awareness and awareness of others come into play.

“Self-awareness is the ability to “step back” and observe yourself objectively to know your behavior, motivations, feelings, values, and desires. It is knowing your personality and the way you display it in your life.” 3 https://www.projecttimes.com/articles/self-awareness-a-critical-capability-for-project-managers-d23/

An effective leader is aware of how others – for example, your team members, clients, boss, significant others, and peers – are doing. Are they excited, motivated, and in the best shape to get the mission accomplished? Are they slowing down, or getting tired? Or are they past that stage and exhibiting the symptoms of over-work?

The Symptoms

The symptoms of overwork are easy to spot – more arguments and emotionality, an increase in errors, absenteeism, and lower productivity are the most common.

The quicker you see the symptoms, in yourself and others, the better. Catching overwork early gives you the ability to apply the least amount of effort to remedy it. Avoiding it is best.

Skillful Effort

The way you make the effort makes a great difference in the way you and others feel and the outcome of your work.

Ideally, the effort is effortless. As in Flow where skills and experience come together to perform optimally as if there was no one doing it. When that is not the case, be aware of tendencies to over or under-effort. The Buddha compared skillful effort to tuning a stringed instrument. Too loose, poor sound quality. Too tight, a broken string.

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Avoiding Overwork

Avoiding and remedying overwork begins with recognizing and acknowledging it. It can be avoided by consciously addressing it as an issue when planning and scheduling.

The more people are aware of the issue of overwork, the better. Make work-life balance a topic in team building. Acknowledge the degree to which there is an expectation of 24-7 availability. Will there be tight deadlines that lead to overtime? What are expectations about weekend work, and vacations?

Also acknowledge the influences of poor planning, cultural norms, personality issues like workaholism and perfectionism, and fear to push back against unrealistic demands.

When expectations are explicitly stated people can be better prepared and more accepting of what happens. Expecting a 9 to 5 arrangement and having 24-7 demands come as a surprise is likely to result in disruption at home and work.

If your project is going to require working intensively, build in practices that enable that kind of work – stress management techniques, breaks, meals, comfortable working conditions, a sense of camaraderie and adventure, and recognition when it is time for a rest.

If one intense project is followed quickly by another, beware of burnout. Take a lesson from extreme sports teams, there is an off-season for R and R, and the players get massaged and conditioned during the season.

Schedule realistically. You can add optimism to your mindset but consider it an aspiration. Hope for the best, plan for the most likely, and be ready for the worst.

Remedying

If you have not avoided it, and you, your team, or other stakeholders are suffering the symptoms of overwork, acknowledge it and treat it as you would a physical injury or sickness. Acknowledge it, seek its causes, relieve the symptoms, and remove the causes. And most importantly, take good care of the patients.

As we have said, poor planning, cultural norms, personality issues like workaholism and perfectionism, and fear of pushing back against unrealistic demands may be the causes. Each situation is different. There may be no options to eliminate causes, so all you can do is minimize the impact of the symptoms. Sometimes the options are severe, like changing jobs.

What can you do to reduce the symptoms and maintain the kind of motivation that will fuel success? The minimum remedy to explicitly acknowledge what is going on. That alone will reduce stress and discord.

Then find ways to institute the same practices you might have planned for to avoid the situation. Implement breaks, meals, comfortable working conditions, morale building, and recognition when it is time for a rest. Negotiate schedule changes, additional (or fewer) resources, and other means fir reducing pressure.

Action

If efforting – doing the work – is an issue that needs to be addressed, bring it to the surface. Correct imbalances among expectations and realities with self-reflection and candid communication.

Implement practices to avoid over-efforting and make hard work as effective as possible while sustaining wellness. Avoid the expectation that you can get what you want without hard work.

Recognize the real-world nature of your situation. If intensive effort is a fact of life, make it known so that people can make decisions to join the fun or opt for a less intense environment. Assess all the factors (family, physical and psychological health, career, finance, etc.) from multiple perspectives, considering short, medium, and long-term impacts.

Then decide what to do, when, and how to do it.

1.https://www.inc.com/jeff-haden/jerry-seinfeld-says-achievement-success-comes-down-to-repeatedly-asking-yourself-this-6-word-question.html?utm_medium=flipdigest.ad.20240910&utm_source=email&utm_content=article&utm_campaign=campaign

Six Sigma in Project Management

Written by Nionila Ivanova on August 22, 2024. Posted in Articles.

Have you ever wondered how some companies consistently deliver top-quality products and services while others struggle to meet basic expectations? What sets the best apart is often not just their technology or talent but the methodologies they use to manage and improve their processes. One such powerful methodology is Six Sigma.

Developed by engineers at Motorola in the 1980s, Six Sigma is a data-driven approach focused on process improvement and quality management. The name “Six Sigma” itself refers to a statistical term that measures how far a process deviates from perfection. In Six Sigma, the goal is to limit defects to 3.4 per million opportunities. In simpler terms, it’s about getting things right 99.9997% of the time!

In this article, we’ll explore how Six Sigma integrates with project management, the methodologies it uses, and the tools and techniques that can make your projects more successful.

Key Principles of Six Sigma

At its core, Six Sigma revolves around a few key principles:

Customer Focus: Everything starts with the customer. Six Sigma emphasizes understanding customer needs and expectations and then tailoring processes to meet or exceed those expectations.
Data-Driven Decisions: Six Sigma relies on data and statistical analysis to identify problems and measure progress, ensuring that decisions are based on facts.
Process Improvement: Six Sigma encourages teams to constantly look for ways to refine processes, eliminate waste, and increase efficiency.
Employee Involvement: Six Sigma requires active participation from all levels of the organization. Everyone is encouraged to contribute ideas and take ownership of process improvements.
Proactive Management: Instead of reacting to problems after they occur, Six Sigma promotes a proactive approach. It helps teams identify potential issues before they become major roadblocks.

As for project management, using Six Sigma in this field helps foster a culture of continuous improvement, where every team member is empowered to look for ways to enhance the project’s outcomes. This focus on quality and efficiency not only helps in achieving the project’s objectives but also builds a foundation for long-term success.

Six Sigma Methodology

Six Sigma offers two primary methodologies – DMAIC and DMADV – each serving different purposes but both aimed at improving processes and ensuring quality.

DMAIC Process

The DMAIC process is the most widely used methodology in Six Sigma, especially in project management. It stands for Define, Measure, Analyze, Improve, and Control. Here’s a quick breakdown of each phase:

Define: Identify the project goals and customer deliverables. In this phase, project managers define the scope and objectives, ensuring everyone is aligned on what needs to be accomplished.
Measure: Gather data to understand the current performance level. This involves identifying the key metrics and collecting relevant data to establish a baseline for improvement.
Analyze: Dig into the data to uncover the root causes of defects or inefficiencies. This phase is about understanding why the process isn’t meeting the desired standards.
Improve: Develop and implement solutions to address the root causes identified in the analysis phase. Here, teams brainstorm and test various strategies to enhance the process.
Control: Monitor the improved process to ensure the changes are effective and sustainable. This step includes establishing control plans and continuously tracking performance.

DMADV Process

On the other hand, the DMADV process, also known as Design for Six Sigma (DFSS), is used when a new process or product is being designed from scratch. It stands for Define, Measure, Analyze, Design, and Verify:

Define: Similar to DMAIC, this phase involves defining the project goals and customer requirements.
Measure: Collect data on critical factors that could impact the quality of the new process or product.
Analyze: Evaluate the data to develop design alternatives. This phase focuses on ensuring that the new design will meet customer needs and business objectives.
Design: Develop detailed designs for the new process or product. This involves creating prototypes and conducting simulations to test the design’s effectiveness.
Verify: Test and validate the final design to ensure it meets the necessary standards and performs as expected in real-world conditions.

Choosing between DMAIC and DMADV depends on the nature of the project. If you’re improving an existing process, DMAIC is your go-to approach. If you’re creating something new, DMADV is the way to go.

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Six Sigma Tools and Techniques in Project Management

Six Sigma is a toolkit filled with a variety of tools and techniques that help project managers and teams identify problems, analyze data, and implement solutions.

Here’s a quick look at some of the most popular tools used in Six Sigma projects:

1. Pareto Chart

The Pareto Chart is based on the Pareto Principle – also known as the 80/20 rule – which states that 80% of problems are often due to 20% of causes. This chart helps project managers visually prioritize issues by showing the frequency of defects or issues, making it easier to focus on the most critical areas first.

2. Cause-and-Effect Diagram (Fishbone Diagram)

Also known as the Ishikawa Diagram, the Cause-and-Effect Diagram helps teams brainstorm potential causes of a problem and organize them into categories. This visual tool is particularly useful for identifying the root causes of defects or inefficiencies in a process.

3. Control Charts

Control charts are used to monitor the performance of a process over time. By plotting data points, project managers can quickly see whether a process is stable and within predefined limits. This tool is crucial for maintaining control over a process and ensuring consistent quality.

4. Process Mapping

Process Mapping, also known as Flowcharting, involves creating a visual representation of the steps in a process. This tool helps teams understand how a process works, identify bottlenecks, and find opportunities for improvement.

5. Root Cause Analysis (RCA)

Root Cause Analysis is a technique used to identify the underlying reasons for a problem or defect. By asking “why” multiple times, project managers can drill down to the fundamental cause of an issue and develop effective solutions.

6. Statistical Analysis

Six Sigma heavily relies on statistical analysis to make data-driven decisions. Techniques such as Hypothesis Testing, Regression Analysis, and ANOVA (Analysis of Variance) help project teams analyze data, test assumptions, and validate their findings.

Six Sigma Certification Levels and Their Role in Project Management

Six Sigma is also a structured training and certification system that equips individuals with the knowledge and skills to lead and implement Six Sigma projects effectively. In project management, these Six Sigma certifications serve as a roadmap for career development.

Let’s take a look at the different Six Sigma certification levels and how they align with various project management roles:

1. White Belt

White Belts have a basic understanding of Six Sigma concepts and terminology. They assist with change management and participate in local problem-solving teams that support larger projects, making them valuable team members on any project.

White Belts often serve as team members who support data collection and process improvement activities. They are usually new to Six Sigma and are eager to learn from more experienced colleagues.

2. Yellow Belt

Yellow Belts have a deeper understanding of Six Sigma principles and can assist Green and Black Belts in data collection and analysis. They play a crucial role in identifying processes that require improvement. They also assist project leaders in implementing process changes and can lead smaller projects or initiatives under the guidance of higher-level Belts.

3. Green Belt

Green Belts have a solid understanding of Six Sigma methodologies and tools and can lead smaller projects or serve as team members on larger projects led by Black Belts. Green Belts are responsible for analyzing and solving quality problems and are actively involved in process improvement.

Green Belts often manage individual projects within their areas of expertise. They lead teams, apply Six Sigma tools and techniques, and are responsible for delivering project results.

4. Black Belt

Black Belts are experts in Six Sigma methodologies and are capable of leading complex projects. They mentor Green and Yellow Belts and are responsible for managing multiple projects across different departments.

Black Belts are focused on strategic process improvements and are key to driving significant changes within an organization.

5. Master Black Belt

Master Black Belts are the highest level of Six Sigma certification. They have extensive experience in Six Sigma and are responsible for training and mentoring Black Belts and Green Belts.

Master Black Belts play a strategic role in the company. They oversee the implementation of Six Sigma methodologies across the enterprise, provide expert guidance on complex projects, and ensure that Six Sigma initiatives align with the company’s overall strategy and objectives.

Conclusion

Six Sigma has proven itself as a powerful and versatile tool in the world of project management. By embracing its methodologies, tools, and certification programs, organizations can significantly enhance their process efficiency, reduce errors, and consistently meet customer expectations.

As project managers, integrating Six Sigma principles into your practices can transform projects and the way your team approaches problem-solving and quality management. So, are you ready to take your project management to the next level with Six Sigma?

Navigating Project Control: Mapping Dependencies and Avoiding Bottlenecks

Written by Vartika Kashyap on July 9, 2024. Posted in Articles.

Project dependencies come into existence when one task in a project is dependent on the other, a project shares the same resources for a task, and some constraints can impact the task progress in a project.

To be honest, almost every project has the above three factors present. There is a flow of tasks that needs to be followed, one resource is working on two or more tasks, and there are external and internal project factors that you need to manage to keep the project on track.

Thus, you have to forcefully think and plan the tasks, allocate resources, and manage schedules to deal with all of these project dependencies.

Navigating the project control is all about understanding these dependencies. It is done by mapping on a chart. This helps you visualize them clearly to avoid potential bottlenecks.

In this post, we will learn how to map dependencies and look for strategies to avoid bottlenecks.

The Significance of Dependencies in Project Management

Dependencies in project management talk about how one entity impacts the other. That entity can be a task, resource, or project constraint. Dependencies in project management help you identify how these factors can impact the progress of the project.

For example, a project has five tasks: A, B, C, D, and E. The beginning of task B is dependent on the completion of task A. This is task dependency. However, task C can be started before the completion of task A.

In this case, suppose the resource allocated to task A is the only one that can perform task C. Thus, despite task C not being dependent on task B and task A, it cannot be started till the completion of task A because of resource dependency.

Similarly, you can understand the project constraint dependency by assuming that the equipment required to complete the task is available only for a limited time. This is a project constraint. Thus, you need to start and complete task C in the timeframe for which equipment is available.

Knowing these dependencies helps you plan your project better according to the constraints to complete it within time and budget.

How to map dependencies and avoid bottlenecks?

There are a few simple steps that you need to follow to map the dependencies in a project. Have a look at them:

Identifying Project Dependencies

The first step is to identify the project dependencies. The best way to do this is to break a project into tasks, add the start date and end date of each task, and assign an owner to each task.

The process is done systematically using the work breakdown structure (WBS). It involves breaking a project into phases and then further breaking down a phase into tasks where each task is further broken down into activities.

This will give you a clear idea of what you need to do and how much time it will take to do each activity. This will help you identify the key dependencies.

Documenting Dependencies

To document dependencies, you need to visualize them on dependency mapping tools. There are various dependency mapping tools that you can use to create project dependencies maps such as network diagrams, Gantt charts, and dependency diagrams.

Irrespective of the tool you use, key elements of the dependency map will remain the same. However, each tool offers additional elements to make it distinctive from others.

Key elements of a dependency map include:

Nodes: Nodes represent the tasks in a project.
Arrows: Arrows represent the dependencies. The direction of the arrow indicates the direction of the dependency.
Timeline: A timeline depicts the information of the sequence of the tasks.
Label: Labels include the information related to the tasks such as task owner, dependency information, or any relevant information.

This will help you visualize and document dependencies for your project.

Project management tools like ProofHub can be a great asset to manage them effectively.

The tool offers Gantt charts, which are a popular dependency mapping tool. You can easily create tasks, set dependencies between them, and visualize the overall project flow.

Monitoring Dependencies

Monitoring dependencies is all about making sure that project dependencies are followed as per the plan and that there are no discrepancies. It includes comparing the actual progress of the tasks to the planned progress.

If there are any discrepancies between the two, you need to evaluate how it impacts the project schedule and measures to take to get the project back on track.

Depending on the criticality of the dependency, failure of one project dependency can lead to overstretching the project budget and deadline and sometimes project failure.

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Strategies to Avoid Bottlenecks: Proactive Project Management

Dependency mapping provides you with the knowledge of how each dependency will affect the overall project. But bottlenecks can still occur and you have to avoid them.

Here are strategies in project management that can help you avoid bottlenecks:

1. Risk Planning and Management

Document each dependency, create a risk register, categorize risks, and design a mitigation plan for each risk using document management software. This will help you better prepare to deal with project risks by having all risk information centralized and easily accessible in the software.

2. Actively Track the Baseline

The baseline is the snapshot of the original project plan on a dependency map. Track the actual project progress to find out the deviation from the planned progress. Take swift measures to get the project on track.

3. Create Milestones

Set milestones for a project and allocate the budget and time for the project according to the milestones. This will help you ensure that you are not spending too much time and money on one particular phase of the project.

I hope by following these steps, you can effectively map dependencies and avoid bottlenecks in your project, ensuring a smoother and more efficient execution of the project plan.

How to Prevent Project Burnout Before It Strikes

Written by Adrian Reed on June 8, 2024. Posted in Articles.

I suspect many people reading this work on projects pretty continuously. It’s normal to jump from one project straight to the next, often without much time for reflection and decompression. In fact, you might be balancing multiple smaller projects at the same time. That’s a hard gig: typically each project has its own set of deadlines, and Project A’s sponsor doesn’t care that Project B has suddenly put extra demands on your time…

In situations like this, it’s easy to get into the vicious cycle of working longer and longer hours. Sometimes, for a very short and defined period of time, this might be OK. But when it becomes the norm, it can become unhealthy. When weekends become the ‘mop up’ time for all the emails you couldn’t clear during the week, and Monday is filled with a sense of dread, something is probably wrong. If you’re there at the moment, I feel for you. I’ve been there. I suspect we’ve all been there.

In this blog, I wanted to share some tips that can help avoid situations like this. Of course, we are all individuals and we all have different working patterns, so what works for me might not work for you. Certainly, you’ll want to adapt the tips below, but hopefully they’ll provide you with a useful starting point:

Say “No” Effectively

There is rarely a lack of work to be done, there is a lack of time and attention to do it effectively. Say “yes” to unrealistic deadlines and there’s a risk that everything will be rushed and everything will be late.

Yet saying “no” sounds career-limiting, doesn’t it? Who would dare say “no” to a senior leader? Perhaps it’s all about how the message is given. For example:

Say “yes, and here’s the impact”: Imagine you’re stretched and another task comes in. A way of responding might be to say: “I can absolutely do that, by that date. However, this will impact tasks B and C. Are you happy for this new task to take priority?”.
Say “Thanks for thinking of me, let me introduce you to someone that can help”: It’s easy to inadvertently take on the work that others might be able to do more effectively. Perhaps someone is asking you to pick up a support issue on a project that launched months ago and is now in ‘Business as Usual’ (BAU). A response might be “Thanks, it’s always really interesting to hear how things are going on that system! I’m somewhat out of the loop with that now, as the support team took over. It’s really important that these issues are logged with them, so they can track trends. Shall I send you over a link to the defect logging form? If you don’t get any response, feel free to follow up with me and I’ll connect you with my contact there”.
Say “No, but here’s what I can do (and offer options)”: Imagine a completely unrealistic deadline has been given. Saying yes will save short term pain, but will cause long term issues when the deadline is missed. A better option may be to say “I can’t hit that deadline (for the following reasons), however here’s an estimate of what can be done. Alternatively, with additional resource we could achieve this…”
Finally, a flat out “no” is fine sometimes: Not everyone agrees with this, but in my view, particularly when something is optional, it’s fine to say a flat out no. “Would you like to help organize the summer BBQ?”. “No thanks, I’ve got a lot on right now, so that’s not something I’m interested in”. Of course, this needs to be delivered with rapport, empathy and respect.

There are many other ways, and it’s important to be aware of context and culture. What works in one situation will not work in others.

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Find Ways of Recharging (And Make Time For Them)

We all have things that replenish our energy. For me, it’s exercise (whether that’s walking or going to the gym), reading and other hobbies. It will be different for you. The irony is that when things get hectic, often these are the very things that we jettison. Don’t! Build them into your routine and make them non-negotiable.

Celebrate Successes

It’s so easy to jump from sprint to sprint, delivery to delivery without actually reflecting on what was achieved. Celebrating even small successes is worthwhile. This doesn’t have to be a major event, just a lunch with the team, or some other kind of social event can help mark the milestone.

Watch for Warning Signs

Finally, it’s important that we all look out for warning signs—in ourselves and others. I remember friend and fellow BA Times author Christina Lovelock talking about ‘digital distress signals’. Is someone emailing at 6am and then again at 10pm? Might that be an indication that they are overwhelmed? If the person has an unusual work pattern (perhaps working before the kids go to school, and catching up in the evening) it might be totally fine. But if this isn’t the case, they might be pulling 14 hour days, and that’s got to be impacting them.

We all feel and experience overwhelm differently, and a little bit of stress is not unusual. There’s even a theory that a little bit of stress is good for you. But continuous stress is an issue, and it’s worth watching out for.

Of course, this article has only scratched the surface of this topic, but I hope you’ve found the ideas thought-provoking. I’d love to hear how you avoid burnout on projects. Be sure to connect with me on LinkedIn and let’s keep the conversation going!

Avoiding Road Rage: Ensuring a Smooth Project Ride

Written by Tracy Contrino on May 7, 2024. Posted in Articles.

One recent unseasonably warm Saturday afternoon, I was running errands alongside two-thirds of the American populace. Having finished the current errand, I reached for the seat belt, confirmed I heard the familiar “click”, and was off to complete my final run for the day. Truthfully, I was tired and moderately cranky, due to the fact that this gorgeous day was lost to me as I drove from one corporate megastore to the next.

Traffic is more congested than normal for a weekend, again, probably due to the lovely weather. I approach a highway requiring me to use an onramp with no merge, and after what seemed like an eternity, I see an opportunity. Accelerating, I pulled into the lane when a vehicle suddenly approached at high speed forcing me to make a split second decision- floor it or move to the shoulder. My anger grew (did I mention that I was already in a poor mood?). I decided to floor it. My SUV used all it’s muscle to pull through and into the lane, requiring, I’d imagine, the speedy dude to slam on his brakes. He tailed me at a dangerously close distance, clearly intentional. This continued for a good minute until finally he pulled into the faster lane, sped off and mouthed obscenities through his window as he passed.

Ahhh, good ol’ road rage. It’s so common, and although it most often ends without incident, it can and does escalate. When we’re in this situation, sometimes it’s difficult to think clearly and it’s certainly easy to make bad decisions. And oddly enough, after my nerves settled, my mind wandered to work. I was reminded of a particularly challenging project and client that’s caused me some heartburn as of late. The similarities to this road rage incident and my project issues were, well, astounding. And another article idea was born: applying strategies for successful conflict resolution to both road rage and project management.

Stay Calm: Did that driver just flip me off?

Our clients are the most important thing in our business, but yes, clients may be irrational, demanding, and unwilling to negotiate. When someone seems unreasonable, keeping your thoughts calm is the first line of defense, and avoids putting your mind into a flight or fight response. Take deep breaths, relax your muscles, and remind yourself that getting angry won’t solve anything. In fact, getting angry with your clients makes you look bad.

Project managers are often the face of the company so it’s your job to ensure client success. Does that mean escalation isn’t an option? Of course it is, but ensure that you’ve done what you can to remain focused and offer concrete solutions to the clients. Make sure you have meticulous documentation. Do your best to keep the project moving despite tensions. The only thing you can control are your actions- whether behind the computer or behind the wheel, a steadfast manner wins every time.

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Plan Ahead: Don’t aggressively speed, change lanes, or flash your high beams

Road rage is more easily incited if you’re rushed, anxious, or angry. It’s not always possible to leave for your destination early, but certainly try to allow for extra time to account for unforeseen problems such as traffic, construction, or weather.

Project managers are familiar with rushing and more often than not, when our clients ask for urgency, they back off once they realize that they too need to act with urgency. Although project managers may breathe a sigh of relief in such situations, the effort required to book resources in preparation for a rushed project, which later fizzles to a more standard schedule, is also stressful.

Planning is the definition of project management and a PM’s golden ticket is building a solid schedule. It goes without saying (but I’m saying it) that a schedule gauges risk up front and protects the PM should things get really ugly. Sometimes a well designed schedule will encourage clients to add the additional time back in, helping you avoid the dance of perceived urgency altogether. Keeping your clients educated, informed and updated when projects are high-risk makes all the difference.

Emotional Intelligence: Get this driver off my tail!

Successful project managers exhibit high emotional intelligence, can better control their emotions and know how to empathize with others. When we have challenging clients, it’s incumbent on a PM to focus on the big picture- your project’s success. It’s easy to make a client’s cranky disposition personal. Don’t. You can not control, and likely have zero knowledge of, the day-to-day activities of your clients. Do your best to listen, be objective, be empathetic, and don’t let someone else’s bad day get to you.

As well, PM’s who exhibit high emotional intelligence are more successful communicators during stressful, awkward or challenging project situations. We all know that clear communication with your clients is paramount. The messier the project, the better the communication skills need to be. Communicating frequently and consistently will go a long way during a rough project because it will not only act as your record, the client will undoubtedly appreciate it, even if the appreciation goes unstated.

Whether driving a project via a Teams meeting or driving your vehicle home, control what you can control: remain calm, be courteous, and don’t inflame the situation by getting angry.

Leadership: Oh? You wanna race…?!?

Every project manager is a leader. Effective leadership motivates team members, sets a positive tone, and fosters collaboration. In stressful situations, it’s critical to maintain a leadership style that keeps everyone motivated. Showing genuine appreciation for team efforts keeps morale high. Plus your team looks to you for direction. Maintaining a professional level of courteous interactions when engaging with testy clients fosters respect from your team members and reduces tensions when stress is elevated.

Believe it or not, the client looks to you as a leader too. Bringing stability and calm to challenging situations helps reduce possibilities for poor communication. There are always situations where a client outburst can’t be avoided, but as already mentioned, if you’ve planned well, stay calm, and use thoughtful and empathetic language, your leadership will shine through.

Steering the project toward success: Anticipate the actions of other drivers

As project managers, we’ve all had our road-rage-like projects. It’s part of the job and it’s inevitable. Although the experience can be exhausting and overwhelming, you play a big part in how the project will ultimately fair. Plan ahead and plan well, stay informed, remain calm when tense situations arise (use that emotional intelligence!), be mindful that a client’s bad day is likely not about you, and finally, focus on the task at hand and the overall success of your project: That’s all you can control and that’s what’s expected of you.