Scope management is the greatest challenge in project management.

When I manage scope during a project I pay close attention to keeping scope in control using the outline given in chapter 5 of the Guide to The Project Management Body of Knowledge (PMBOK Guide). In this blog, I will address an overview of things I do to management changes to project scope.

Controlling project scope is making sure the project has all the work required in it to be successful complete the project, and that no unnecessary work is involved. Scope Management in the Planning Processing Group Phase includes: Collecting Requirements, Defining Scope, and Creating the WBS. During the Monitoring and Controlling Process Group Phase scope is managed by verifying the scope, and controlling the scope.

Knowing what is needed to manage scope impacts my understanding of other key "Knowledge Areas," and is "part of the Development Plan process ( (Project Management Institute, 2008, p. 104)." 104)". I always knew that scope control was an issue during projects, but I never realized how negatively scope changes impacted all other phases of a project until I paid attention to it. When you learn scope management, you will be able to recognize when scope changes and how to correct this change to keep the project on track.

According to the PMBOK "The scope management plan may be formal or informal, highly detailed, or broadly framed, based on the needs of the project." I am beginning to believe the scope management plan should always be formal but differ in its detail. I have run my own company for 16 years, and I will always have a formal scope management plan just for the simple fact of keeping everyone, and every project focused on the project at hand.

Too many people do not define the scope at all. Their approach is: here is what I want to do, how, and I going to do it, the benefits will be this, and when a fire starts I will put it out.

PMBOK tells us defining the scope includes using inputs such as project charter, requirements document, and organizational process assets. PMBOK mentions the following tools, and techniques used to control scope as: using expert judgment, product analysis, alternative's identification, and facilitated workshops. All of these techniques will help you control scope in the future.
Project Management Institute. (2008). A Guide to the Project Management Body of Knowledge PMBOK Guide (4th ed.). Newtown, PA: Project Management Institute, Inc.

Five Points to Making Presentations

There are five main points to consider when developing and presenting a good presentation (Walker, 2011, p. 157). The first point is planning and organization. Walker (2011) tells us Steven Jobs of Apple Computer is successful at oral presentations because he “understands the channel and treats a presentation as an event” (p. 158). I have never thought about presentations in this way, but it makes sense.

When planning a presentation the speaker must keep the presentation simple, and create interest. To do this the spokesperson should use stories that relate to the topic. The speaker should not use boring words, but use words that are spirited so the listener does not lose interest (Walker, 2011, p. 159).

While planning the speaker must select a proper structure to delivery their message. According to Walker (2011), there are six forms of structure: Old information before the new, chronology, spatially, from general to particular, by problem and solution, by cause and effect, and by comparison and contrast (Walker, 2011, p. 159).

The second point in developing and presenting a good presentation is “developing the presentation” (Walker, 2011, p. 170). This point involves creating a beginning, middle, and ending to the presentation. The beginning tells the audience the objective of the presentation, stresses what the audience will learn after the presentation, and will invite the audience to ask the presenter questions (Walker, 2011, p. 162).

According to Walker (2011), the middle of a presentation must “connect the dots” (p. 163). This means having a flow to the presentation that is easy to follow so that the audience does not have to think to understand the presentation.

The end of a presentation is the summary. It is considered important to have a good ending because it is the last thing the audience will hear, and most likely to remember. Walker (2010, p. 164) states that “in some persuasive situations, it may also be appropriate to conclude with a call to action.” I believe every ending should include a call to action. A call to action could be to visit a website, or email me for more information.

To “connect the dots” (Walker, 2011, p. 163) the presenter must let their audience know what is coming next, and then tell them. This is called forecasting. The presenter must use transitions that take the audience from one topic to another. Transitioning is relating individual topics of the presentation to the overall message (Walker, 2011, p. 163).

The third point to consider when developing a presentation is the creation, or use of visual aids. Graphs, graphics, tables, handouts, video, audio, and PowerPoint’s can speak volumes about the presenter. The more professional the visual aids, the more professional the speaker will appear (Walker, 2011, p. 164-170).

The fourth main point in developing and presenting a good presentation is to practice the presentation. Practice allows the speaker to know the subject, improve on articulation, and develop body movement (Walker, 2011, p. 170-173).

The fifth and final point in developing and presenting a good presentation is giving the presentation. This includes dressing appropriately, and to be prepared for “questions-and-answers" after the presentation (Walker, 2011, p. 175). Walker (2011, p. 176) writes about “reducing presentation anxiety." I will add that the speaker must understand they will have anxiety, and it is normal. I believe if the speaker accepts this fact, the fear they feel while giving their presentation will help avoid paralysis.
Walker, R. (2011). Strategic Management Communication for Leaders. (2nd ed.). Mason, OH: South-Western Cengage Learning.

Leading with Limited or No Direct Authority

How do we lead with limited or no direct authority? Ferraro (p. 6) states the "personal effectiveness" (emotional intelligence), project management skills, and intuition are major factors that help people lead.

Ferraro (p. 8) tells us one way a project manager can overcome a lack of direct authority is to create a favorable environment for "customers and team members." He states a way to create a positive environment is to ask "How can I help?" Helping everyone involved on a project does not require direct authority. Ferraro states people want help. I suggest by helping others you build what Stephen Covey calls an emotional bank account. You build an "I owe you" feeling towards the project manage. This account can be used later one when the PM needs assistance because of their lack of the direct authority.

Ferraro (p. 9) states that a project manager cannot wait for clear authority, and must change the corporate culture to support project managers. I try to change the culture of those involved in my project first, and then lobby my sponsors for direct authority.

A project leader must use developed soft skills, and values to "effectively unit a lead a group of people over whom they have minimal authority ( (Ferraro, p 101). A project manager must not only use their skills with their project team but customers as well.

Morgan and Youngdahl, (p. 5) support the need for project managers to leader using soft skills by saying projects must be lead by leaders who have "an ability to influence and motivate without formal authority." Youngdahl and Moran's model of leading global projects (p. 6) list three elements a project manager must be able to bring to their projects for their project to be successful.

• "The ability to influence without authority across cultures and functions."

• "The ability to create project value and strategic alignment."

• "The ability to develop and share the project vision."

A project leader must serve the wants, and needs of others (Ferraro, p. 114). Ferraro (p. 112) state's project managers must not think of themselves as managers, which implies direct authority, but must think of themselves as leaders, and embrace the fact they will have limited or no direct authority. So step back, observe your environment, and find a way to get the job done.

Ferraro, J. (2008). The Strategic Project Leader. Mastering Service-Based Project Leadership. Boca Raton: FL. Taylor & Francis Group.

Team Burnout

Project can be very long, and deeply draining. In fact, some projects never end. Teams can become stressed, fatigued, and burned out very quickly if a project manager does not recognize and take actions to help eliminate these issues as they are arising.

In an article written by an author only known at Tom at Project Management Knowledge, he lists some things a person can do when fatigue or burnout is observed. I rather enjoyed this article, and wanted to share it with you because these are techniques I would use to take action.

Tom makes the following suggestions:

• Make a list of things that are going well but still have room for improvement. Clearly identify the areas that need improving then work in those areas. This provides some variety.

• Determine what is making people feel lethargic, stressed, paralyzed, fatigued, or burned out. Tom states that sometimes just identifying these areas is enough to improve people's attitudes.

• If the previous two steps do not do the trick Tom suggests changing people's duties, or giving time off.

• Get a team member transferred.

I believe Toms last suggestion is an extreme solution because it could get someone fired. This suggestion does make sense if a person is at the end of their rope because a change in scenery or culture could bring new life to someone who in burned out.

At techreplublic.com there is an article by Debbie Young who suggests other strategies for avoiding, or mitigating burnout. These are other techniques I would use to recover from burnout.

• "Leveling overwhelming workloads." The idea is to look at the responsibilities of team members, determine if there is an unbalance in the work loads of members, and make adjustments accordingly.

• "Improve communication." When I first read this title I could not imagine how communication played a role in burnout. Young quotes Dr. Jo Ellen Moore of the Department of Computer Management and Information Systems at Southern Illinois University in Edwardsville Illinois as saying, "That’s because exhausted, burned-out IT workers, according to Moore, tend to connect their exhaustion to what they perceive as poor management decisions."

This makes a lot of sense to me. Young is speaking about project managers and a technique that could be used to help them with burnout. I would add this could be applied to team members as well. By communicating with and including project team members in the decision-making process, communicating project issues, project managers and add team members, may change their attitudes towards their work environments.

Tom. (2009, January 4). Project Management Knowledge: Identifying and Dealing with Project Management Burnout. Retrieved March 3, 2010 from http://www.project-management-knowledge.com/identifying-and-dealing-with-project-management-burnout/

Young, D. (2002, November 11). Communication, workload balance keys to averting staff burnout. Retrieved March 3, 2010 from http://articles.techrepublic.com.com/5100-10878_11-1057738.html

Roberts Six Simple Rules for Good Estimating

Many projects run over budget, and behind schedule. In order for organizations to insure their estimates are sound and to prevent costs overruns they must follow some basic rules. The following is "Roberts Six Simple Rules for Good Estimating."

1. Stay within the scope. Sometimes I think the scope would change as much as the weather does if you let it. Take control of your projects, and remember you are the subject matter expert. No one has the pulse of what is going on as much as you do. You might not be the last say or have direct authority over every final decision but stick with your plan. You might not even be the smartest person in the team but remember you are responsible.

2. Create a realistic schedule, and cost analysis. Do not be pressured into making changes to time and cost every time a stakeholder wants you to lower expenses, or speed things up. Granted, you do not want to be inflexible but negotiate. Turn on the charm, be political, do whatever it takes to find a balance between what was planned, and what stakeholder wants.

3. Create, study, examine, and adjust the critical path. The goal of project managers is to bring their project in on time, under budget, within the scope, and meet established quality goals. The critical path is the spine of a project. Once something goes wrong with it the project can have a hard time walking. Project managers need to focus on their project goals, and not be concerned among other things happening within the organization (Barkley, D., 2006, p. 62).

4. When estimating costs find similar organizational projects to draw data from. If this is impossible to ask people, you think might have examples or will be able to point you in the right direction. Always remember Google is your friend. Kim Heldman (2009, p. 60) put it this way " you might find it helpful to review the activity estimates and budgets on past projects of similar size and scope before estimating the costs for the activities on the new project."

5. Estimated cost, and time requirements should be researched so that the estimates provide proper value when the project starts (Heldman, p. 102). Do not rush or use ballpark numbers just to satisfy your requirement to gather the data.

6. Remember that everything you do during your project while working on a project takes resources. This might seem obvious, but the small things can add up depending upon the size of your project. For example, sick or vacation days, team lunches, stakeholder visits, conflict resolution, or snow days can all have cost and schedule impacts.

Barkley, B. (2006). Integrated Project Management. p. 62. The McGraw-Hill Companies, Inc. New York: New York.

Heldman, K. (2009). Project Management Professional Exam Study Guide. 5th ed. p. 69 & p. 102. Wiley Publishing, Inc. Indianapolis: IN.

To Let Be Or Not To Let Be

I have heard said that one of the ways to develop team members' skill is to provide direction and then let them go off and do it and allow them to make mistakes as they learn. I wonder if this is this really a realistic plan in the current world of high demand, short schedule, and minimum budget project management?

I say yes and no to the “ idea that one of the ways to develop your team members' skill is to provide direction and then let them go off and do it and allow them to make mistakes as they learn ( (Mahon, 2009).

In certain circumstances, it can be a realistic plan in today's project management world. I believe people learn the most when they do not succeed in their objective, but a subordinate must be monitored closely when they are having difficulties. My career has taught me that a leader can educate, train, and monitor a team member all they want, but it is not until the team member is allowed to venture out on their own do they truly learn.

Growing up my parents did not attend formal courses to teach me to crawl, walk or run. We can be shown how to catch and throw a ball, but it is not until we drop the ball numerous times or overthrow our target do we really learn. Trial and error are the methods in which we use our education and find out if it applies in the situation we are involved. Many times what we learned is not reality. We must adapt what we learned to what works in the real world.

These same basic concepts on learning to apply to our professional lives as well. People learn from piers, managers, and/or experts in their field. Formal education beyond a training manual has become increasingly important in how organizations train their employees. For example, workshops are conducted that give examples on how to handle a human resources issue, interact with a customer in a given situation, or how to conduct a disaster recovery plan. A major problem with these training methods is that they are based on generic, standard situations a person will face.

Even though all snowflakes look the same each snowflake has a different design. Learning by doing and trial and error can be argued to be the best way to learn in the present world of "high demand, short schedule, and minimum budget project management" but it is often not a realistic method to develop team member proficiencies. I believe a good leader will teach their team members the skills to excel at their position. After they teach their team the skills to perform the leader must allow those members to succeed or fail on their own to some extent.

I think an effective leader will be aware of team members at all times. A leader must build confidence in their team members by congratulating them when they are succeeding, and supporting them when they are not. By supporting team members when they are not succeeding a leader gives them the comfort of knowing the leader will be there for them no matter what. The business world is too competitive to allow team members to freelance to much be given the pressures to finish projects within short schedules, minimum budgets, and reduced resources. A good project leader must quickly evaluate a situation, and take action accordingly allowing team members a chance to grow, but at the same help guides them when needed.

"Keep your friends close and your enemies closer" in your work environment.

Have you heard the saying “keep your friends close and your enemies closer”? This saying applies in a working environment more than some people think. The word enemies might be a bit harsh. I consider enemies as anyone who directly or indirectly negatively impacts my ability to perform what I am doing at that time. The following is one example of where someone could be viewed as the enemy in a work environment.

One time in career I was working as a contracted employee. This meant that I had a desk in an office, I worked for the company, yet I was not technically part of the organization. I had no performance goals, or specific responsibilities.

I created my own marketing materials that had to be approved by senior management. My ideas were fresh and creative, which was something this organization lacked. Very quickly my ideas became respected by the entire office. Very soon you could say I was made an accidental project manager of their marketing campaigns.

A Vice President within the organization loved my ideas, but was always trying to make changes to them after I submitted my proposals to senior management. Because the actions of the Vice President negatively impacted my ability to accomplish my projects I considered this person an enemy who I had to keep him close. Did I mention he was a good friend, and I had known him for years? This fact brings a whole new dynamic into friends and enemies, but I will not go into detail under the topic.

The Vice President was not vindictive and was not trying to sabotage my projects. He was trying to help. His proposed changes and following discussions concerning his revisions would delay the implementation of my marketing campaigns. This would frustrate senior management, other employees, and me.

What I needed to do was get this Vice President on my side. To do this, I educated him on the change imperatives. Two change imperatives I practiced were change is everywhere, and people do not like change.

This particular Vice President needed to be shown that the old ways of marketing for their clients were being done by everyone else, and that their marketing did not differentiate them from other organizations. I knew he did not like the idea of changing so I had to take his hand and lead him down the road to enlightenment.

He understood change was needed in their internal processes, and how they interacted with clients and business partner. The Vice President was excellent as this, but he did not realize the importance of changing how they marketed their services. Once I compared marketing methods of other organizations to my ideas, he understood why change was required.

By using the change imperative of change is everywhere, and people do not like change I made him comfortable with the idea of change. Once he saw a change to their marketing was needed, and change was taking place all around him he became excited. He became enthusiastic about my ideas. He came to understand that I was a catalyst for change, and he cut back on his unintentional interference. As Rosanne Cash once said, “The key to change is to let go of fear.” I helped him let go of his fears.

This experience taught me that if I have ideas that require a change to a process I must quickly observe how everyone is reacting to change, and why they are behaving in a particular manner. At first, I thought the Vice President was being critical of my ideas, but then I realized he was only trying to help. Once I helped him understand the need for change, I acquired another sponsor and gained validity.

Credibility Taken Too Far

Continuing with the last week’s topic of credibility I would like to give an example of a time someone I knew took taking credibility too far.

One person I can easily recall who took credibility to the point of excess I will call Paul (name changed to protect the innocent). Paul demonstrated the excess of development to vanity.

I was the owner of an office much like someone who owns a McDonald's. Owners of McDonald’s own the store, but sell McDonald’s products. I had been very prosperous doing this and Paul wanted to do the same. I helped him establish his office by putting him in contact with the appropriate people, and answering his questions on what I did  to become successful.

Paul was very focused on starting his office the proper way, and this served him well. He established the processes needed to succeed, and succeed he did. His office became profitable quickly, and he was very happy and easy going.

After a few short months, I could see he was changing as a person. Paul became obsessed with being perfect for what he did. A great person once said (Mahon, L.) “Many of us think that perfectionism is a good thing as we always strive to do our best - right?” I agree in this statement. I believe anyone who has ever been successful has had the drive to perfection to some degree.

Paul’s drive for perfectionism had its downside. “He was never satisfied with his performance, or the performance of others ( (Mahon, L.). Each month Paul was always looking for ways to outperform his previous month’s results. This is not a bad in itself but Paul’s approach was detrimental.

At the time, Paul was running his business out of his home. This was not unusual, but he took it to be excess. He began to work longer, and longer hours at home. Paul took less free time. He had a wide social network, so he would go out a lot. Again, this is not a bad thing. Balance in life is very important but Paul partied too much. Paul attempted to be the perfect friend, and not let the number of hours he was working interfere with his socialization. He was becoming spread thin.

Paul never showed humility. He was more concerned with his external appearance then he was his internal well-being. Paul began to get stressed about the smallest details. A quote by A. Maslow is “If the only tool you have is a hammer; you tend to see every problem as a nail.” Paul took this approach, and attacked every issue that he encountered. He expected perfection out of his business partners, and when this did not happen, he became more overwhelmed.

The results of Paul’s excess were a mental breakdown that caused him to be unproductive for three months. He never shaved, looked like hell, never went out, and gained weight. Paul was engaged to get married, and this almost caused him to lose his fiancé.

The moral of this post is sometimes when a person is involved in their work they might not be able to see beyond a to-do list. They probably are working to build credibility even though they do not call it that.

Relax, take breaks, and look at your work and social life. Everything worked out in the end, but it took Paul several months to regain his focus, and to understand what happened. He kept his office, fiancé, and he went on to be very successful. Looking back on those times taught him (and me) a lot. Paul recovered but many people never do.

The Six Disciplines of Creditability

There are six disciplines of creditability defined by Kouzers, and Posner. They are:

1. Discovering Yourself
2. Appreciating Constituents
3. Affirming Shared Values
4. Developing Capacity
5. Serving a Purpose
6. Sustaining Hope

In this week’s blog I will discuss two of the six disciplines of creditability that I find are the most important. These two disciplines are affirming shared values, and developing capacity.

Affirming shared value is when a leader understands the diverse values among those in a project, and uses this understanding to find a unifying purpose everyone involved in a project will support. This unifying purpose then becomes the voice of the project (Kouzes & Posner, p. 68). The voice represents a common understanding of all those involved in a project but is not a formal declaration.

Shared value is best created when open "dialogue and debate "(Kouzes & Posner, p.68) among all those involved in a project are brought together, and their voices heard. A shared value properly created through open "dialogue and debate" promotes unity within a project. My experiences have shown me that people who are united work harder, and smarter to accomplish their goals. I believe a less talented team can outperform a more talented team 60% of the time by having more unity. When a talented team has unshakeable unity great things occur.

Developing capacity is when a leader makes available to those involved in a project the needed "resources, time, and opportunities" (Mahon, L, 2010) to grow, learn, and refining their individual skills. A good leader will incorporate the skills and knowledge of the project team into a project knowledge base then blend the skills and knowledge into the project.

Capacity also means ability and a leader must promote those involved in the project to use their knowledge, and skills to accomplish the goals of the project. When people feel they can use their abilities to serve their project the project will become stronger. This will make team memebers feel empowered and empowerment leads to learning (Bartle, http://www.scn.org/cmp/modules/cap-int.htm).

I believe when a leader instills empowerment through developing capacity, and marries empowerment to a shared value; a project will overcome many obstacles. When a leader practices these two of the six disciplines of creditability they reinforce three of the other disciplines of sustaining hope, serving a purpose, and appreciating constituents.

Customers, Change Requests, and Staying on Track

One time I was asked, "How do you as a project leader balance listening to the customer and managing change requests while keeping your project on track?"

The first thing I do as a project manager to balance listening to the customer and managing change requests while keeping my project on track is to understand that change management and risk management work side by side. That is, one cannot function without the other (Kerzner, p.350). By doing this change management becomes a greater focus to me than it normally would because I am viewing any change in a project as a potential risk.

When change is more visible to me; I make sure I use the change management processes of addressing the three questions that need to be asked according to Kerzner (p. 350):

• What is the cost of change?

• What is the impact on the change on project schedules?

• What added value does the change represent for the customer or end user?

My experience with customers is customers always want more for less. I have not led multi-million dollar or global projects, but I have experienced this often. My experience has been if I do not address a customer request for change as quickly as possible the customer's perception of what was initially planned for, and what they now want can quickly escalate, and cause a project to fail. I like to say, “If you let the customer dream of something, their dreams will almost always become unrealistic.”

I am not saying that change cannot be positive, but it must be tightly monitored. By controlling change, I am more able to manage my customers. My experience tells me that Kerzner (p.350) is correct when he states, “you must be able to predict immediately the impact of change on schedule, safety, costs, and technical performance.” Getting back to the customer as quickly as possible is extremely important. I have learned if I do not have the answer I tell my customer. This way, I have made contact, and addressed the change request. I have learned if I do not at least do this the change request can morph three or four times in the blink of an eye.

Kerzner (p.350) also tells us that involving the customer in the change control process right away through educating them on how their request will impact a project is also important. I agree in this statement. I always educate my customers every step of the way. I find a few extra minutes spent here and there addressing their requests or concerns can save valuable time later.  I believe education makes a customer feel empowered over a project and even if this power is only perceived, perception for many people is reality.
Kerzner, H. (2004). Advanced Project Management. Best Practices on Implementation. 2nd ed. John Wiley & Sons, Inc. Hoboken: NJ.

Finding a Mentor in the World of Project Management

We all need help at sometime, and a mentor is an excellent way to go. Project managers (PMs) often work in isolation and in competition with their fellow, PMs so finding one in the same organization is difficult. The best way to find a PM is to approach someone you have gotten to know. Who you respect, is ethical and knows your ethics, and someone who has had experience in your current environment or at least a similar environment. You should ask them face to face if they would be your mentor. You do not want to make that person feel you are attempting to to get all the information you can from them, and direct communication is they way to go. Do not email, or call them. Do it in person during a time you are both relaxed. This would bring a greater understanding to your relationship.

If finding someone within your organization is impossible  try PMI.ORG. There are two primary ways find a mentor within the PMI framework. These two ways are mentor  forums, and regional PMI chapters. Networking is the key to success. I believe in person contact trumps other forums of contact. Pursing a mentor through a local chapter is an ideal choice of action if finding a mentor within your organizations failed.

A mentor I learned a lot from was a manager I had with Company X a few years ago. Tom had leadership down to a science. At the time, I did not realize it but after maturing within a professional environment I know realize he was a great role model. Tom taught me about:

• Personal and group visioning.

• Building relationship with customers.

• Putting others, especially customers needs before his.

Tom exhibited Ferraro’s “Strategic Project Characteristics” (110-114) with every office goal, and every customer. He approached each situation by:

• Understanding its uniqueness and risk.

• Seeing and reacting to the ambiguity of each situation and customizing his approach to each.

• Tom could  take decisions that affected him, and the functionality of the office.

• Tom properly interacted with a matrix of service providers to accomplish his goals.

When I look back at that time I am very thankful Tom was there. He took the time to insure I became the best person I could be by instilling the traits in me that I listed above. Not all mentors are about x’s and o’s. I believe we can all grow when it comes to interpersonal communication. So if you are the best number cruncher in the world, and do not need a technical mentor, try a social mentor. You will be thankful you did.

A review of Stephen Coveys Leadership Blog

One leadership blog I find interesting is Stephen Coveys found at https://www.stephencovey.com/blog/. Too many people forgot about Covey after his book The 7 Habits of Highly Effective People. Other books he has written include but are not limited to:

• The 8th Habit

• The Speed of Trust

• First Things First

• The Leader in Me

• Principle Centered Leadership

• Predictable Results in Unpredictable Times

I am sure you can guess the content of his blog is based on his books, and lectures. In my opinion, Covey's blog is a great read because he wrote what I believe to be one of the top 10 greatest books on self-awareness,  and leadership of all time.

Some of the topics on the main page of his blog are:

• Start Small with Your Resolutions for 2010

• Success on the Far Side of Failure

• What do You Want to Be Remembered for at Work

• Nothing Fails Like Success

I find Coveys blogs and responses to them very insightful. I listen to a book a week on these subjects, so I hear many of the same topics repeatedly.  Hearing these discussions put another way is helpful. I believe I can hear one topic discussed 10 times, and one of the ways one topic is presented will stick with me.

An example from Covey’s blog is titled Nothing Fails like Success (http://www.stephencovey.com/blog/?p=38 ). This blog’s main theme is many leaders have been successful in their past, but they fail to do so today. Why? Because many leaders become in their thinking, and rely upon the methods they used in the past to lead to the present. Covey writes about our need to change, and need to always examine or current paradigm. This relates to what was mentioned in our notes of “failure in not an option.” I believe leaders feel pressure not to fail, and because of this pressure, they rely on what lead to success in the past not to fail now. Covey says this fact can lead to failure if the leader is not able to adjust to the environment around them, and customize their approach.

I suggest you take a look at Covey's blog. If you can learn one thing from it, you will be better for it.

Is self-management of your emotions important to project leadership?

I believe without a question self-management emotion is important for project leadership. Merisno (p. 26) states “We have all experienced people and situations that have pushed our buttons and tried our patience. Self-control is what helps us to maintain our cool and not lose it.” If the only reason self-management of emotions is important is not to lose a person’s cool that would be sufficient for me to have this trait.

I am sure we have all been in situations where someone has “pushed our buttons (Merisno, p. 26). Sometimes we can avoid these situations such as not going to a store that has poor customer support, and other times they cannot be avoided such as having a manager loves to push buttons. Self-management of our emotion's acts as a framework for our emotional state to follow. By following this controlling framework, we are able to control our emotions, and not have our emotions control us.

When a project manager which loses control over their emotions such as getting angry by yelling or snapping at people, can only lower their credibility as a leader thereby potentially disrupting or derailing a project. At the very least they will disrupt the project for a few minutes. The more a project manager loses control over their emotions the more times they disrupt the project, and I believe these disruption's compound themselves. Project team’s members will begin to dwell on these out bursts (both negative and positive), and they will spend more time recovering from subsequent disruptions. Compounded disruptions can lead to team members feeling they are being treated with a carrot and sticks management approach, or causes them to become disassociated with the project.

Project managers which have self-management of their emotions balance their emotions in the areas of SASHET families of emotions (Merisno, p. 34) which are: Happy, Excited, Tender, Sad, Angry, and Scared. If a project manager can control their emotions, they can focus on guiding the emotional state of the project team, stakeholders, sponsor, and customer.

In Stephen Covey’s book Seven Habits of Highly Effective People, he writes about the emotional bank account. Basically, the emotional bank account is when you put in enough positive emotions into a person, or group you are able to take out some of those positives emotions when you happen to operate outside of your normally positive manner. This is important to understand because no one is perfect in this area.

A project manager that is not able to keep control over their emotions will create a negative environment for the project to operate in. Overly negative and positive emotions can lead to misunderstanding, miscommunication, or lack of support for the project by outsiders. A negative emotional state by the project manager will obviously disrupt, and can even derail a project.

Can individual can have significant impact on an organization through his or her actions, beliefs, or failures?

I believe an individual can have a significant impact on an organization through his or her actions, beliefs, or failures. I will answer this question by stating my opinion on how I view the importance of being in touch with my actions, beliefs, and shortcomings and how my leadership can impact others.

An unknown author once stated:

“Watch your thoughts, for they become words. Watch your words, for they become actions. Watch your actions, for they become habits. Watch your habits, for they become character. Watch your character, for it becomes your destiny.”

I believe that once I have gone from thoughts to words and then words into actions. I form habits. My habits will become the way I am judged by others because in general, people are judgmental, and they judge by what they see. If people disagree with their perceived judgment of me, this could affect how they interact with me as a project manager. Their reaction might be to not fully adhere to the project goals and objectives because they do not believe in me as their leader. By not adhering to the project goals and objectives a project may not become successful. An unsuccessful project can impact an organization's profit and loss, influence future projects, and cause me to lose my job.

I definitely have my own set of beliefs. A belief system based on proper morals, education and experiences is crucial to making me who I am, and I should always follow my beliefs. A problem will occur when I am inflexible in my beliefs. To avoid this, I follow Stephen Covey's statement of "first seek to understand and then to be understood." Other people can sense when I am being inflexible, and not listening to what they have to say. This could cause them to feel their opinions are not important, that they are being judged, and make them hesitant to share their opinions, feelings, or suggestions on a project. Without question when this happens a team’s ability to perform successfully will be diminished.

I believe my "failures" are never failures. I believe people spend too much time on the definition of that word, and if they feel like they failed, they will either be ove serious on projects, or scared of them. I take the approach that if I failed in a project than at least I learned what not to do in a particular situation and use that knowledge as a baseline for future projects. This makes me more confident going forward, and this confidence is noticeable to others. Confidence in me will instill confidence in others, and my future projects will have a better chance of success.

I believe a proper leader will have emotional intelligence and be able to address their actions, beliefs, and failures similar to the examples I gave above. If a leader can manage their own actions, beliefs, and failures this ability will impact their teams and as Anthony Mesino states, "PMs that master emotional intelligence will set themselves apart from other PMs."

Using qualitative and quantitative risk analysis is not that hard

There are two forms of risk analysis: quantitative and qualitative. Both methods can be applied to almost every choice we make. When some people hear these terms, they get scared. They think of complex formula's, and hours of research. I will briefly define each, give two examples of when I used both methods to determine risk of a personal undertaking, and I will also provide my opinions, and findings of each.

Quantitative risk analysis takes a scientific approach to problem solving, and attempts to gain an explanation of how something is conceived, created, exactly why something works the way it works, and what the results could occur. In financial terms this scientific approach is through financial analysis using probabilities, and statistical observations. For example: An organization might look at the numeric probability that if X happens the outcomes of event X can result in Y and Z and that these outputs have a calculated probability of occurring. I read in a blog that a quantitative risk analysis. These probabilities allocate a score to a particular risk, and are used to judge if a certain risk is worth assuming or not.

Qualitative risk analysis has more to do with a social science view of a risk instead of a pure scientific view. When a qualitative method is used a person is looking to increase their understanding of a certain area instead of a numeric explanation for it. Often, qualitative risk analysis is used in specific social arenas, and so produce a personal interpretation that if X happens, what the results could be socially, not scientifically.

My first example of when I used both quantitative, and qualitative risk analysis happened a few years ago when gas prices jumped from $2.00 a gallon to $17.00 a gallon. Ok, I admit gas did not jump that high, but I think you get my point. At the time I owned a 2006, fully loaded with some customized options, GMC Yukon Denali. I am not talking about the small ones they sell now, but the big ones. I was paying $680 a month for the lease payment, $250 a month in gas, and $140 a month for insurance.

My lease was about to expire at the same time gas was around $4.00 a gallon. Being this was my 9th SUV in 6 years I wanted another one of course. The first thing I did was I looked at all the other SUV's in that class, compared options, terms of financing, and insurance rates. I was performing quantitative risk analysis.

I created budgets, timelines, and so on all with the purpose of creating numeric data on why I could afford a new SUV. Please notice I said why I could afford an SUV not if I could.

My quantitative research made it clear that from a purely scientific, and numerical standpoint, I could not afford a brand new, get out of my way I am doing 90 on the expressway, gas slugging, SUV.

Then I began to use the qualitative risk analysis method. I looked beyond just the numeric evidence. One reason I could not afford a new SUV was for the fact that the industry I had been involved in for 14 years was being decimated. The chances of that part to the economy getting worse was glaringly evident so my future earnings potential was bleak, and there was no way it could ever be as high as it once was. I was becoming accustomed to making less money, and knew that I had less stress to my life as a result of not having so many financial pressures. I was also aware of the negative environmental impact such a machine has, and I wanted to change that. Maybe I am just getting old, but I definitely had a self-paradigm  shift in morality, and ethical approach to life.

I made the decision to give up my nice white road warrior, and drive a second truck I owned  forever. The meet my need of no truck payment; it dropped my gas bill by about 50%, and reduced my car insurance $100 a month. Not only, that I was helping to save the environment by not driving a vehicle that only got 10 miles to the gallon because I used to speed around everywhere I went. Granted, the truck I drive now only gets 16 miles to a gallon but that still means I reduced by gas bill by 50ish percent a month which I said previously.

Overall it was a win-win outcome. I satisfied my analytical side, or quantitative analysis, of relying on numerical evidence, and I used that quantitative analysis to support my new found social, or qualitative analysis. Risk determined, decision made based on the propensity for risk, and problem solved.

My second example is based on my first example because as we should know that just because we solve one problem does not mean there might be another issue involving that same initial issue.

During the Summer of last year, I decided it was time to get a new car. I did comparison shopping again based on the same quantitative analysis that I had done a few years earlier. The only difference this time being I was looking at mid-sized  sedan. Once again, I compared options, terms of financing, and insurance rates by performing quantitative risk analysis. As I had done before I created budgets, timelines, and the like, all with the purpose of creating numeric data on why I could afford a new Sedan. I was doing this to provide the evidence I needed to "pull the trigger" on buying a new vehicle. Sounds familiar doesn't it?

The quantitative analysis looked good. Sure things would be a little tight, but it could be done, and I accepted the level of risk that was involved with such a venture. Then something unforeseen happened. The day my vehicle was being delivered from Chicago my car dealer called me and said that GM was raising their lease rates from 2.9% to 8.9%. I was absolutely stunned. I knew she was being upfront and honest because there is no way she could have ever gotten anything by or tired of get anything by me or my family. If you think, I am particular about these types of things, I am nothing in comparison to my parents. I could  plug in the fresh lease rates into my calculations, and knew without a hint of uncertainty that I was no longer willing to take the future financial risk caused by these new lease rates.

This new found quantitative risk analysis led me straight to qualitative risk analysis. I stepped back, and looked at the whole picture. I examined what a new vehicle would mean to me personally from my social perspective. I could afford the new car sure, but I would once again be responsible for a sizeable car expense that I did not need. I examined my wants versus needs. I determined that I wanted a new car, but that I did not need it. I knew I could use that $600 a month more I would spend on a new car for other things. Clothes, trips, and new technology toys (I am a computer geek at heart). These other things I could spend the money on were easy to control. If I did not want to take the risk of buying a new laptop, I did not have too where as a new car would have a payment due no matter what.

I am EXTREMELY glad that my quantitative and qualitative risk analysis abilities have shown be the way. My analysis has allowed me to remain much more stress free. I have been able to do more things when I wanted, and I have not had to worry about the outcome of my actions. Again, a win-win for me.

Credibility and competence in a project manager.

I define credibility as the belief's others have in someone else to get the job done in an efficient and effective manner. In my everyday life, people gain credibility with me by getting the job done properly. I do not necessarily mean in a formal employee, employer relationship but can be as simple as taking out the trash, picking up a gallon of milk at the grocery store, arriving on time to a family function, or doing an excellent job painting a bedroom. To me, someone is credible when they say something, and I know it will be done correctly not just technically but on time, and within quality. I will have the feeling what they say is true, and is in the best interest of everyone directly or indirectly involved.

Examples of skills I believe a person needs to be credible are but not limited to:

• Passionate about what they do

• Do what they do using Covey’s definition of effectiveness

• Are authentic about themselves and others

• Are ethical in all of their actions

• Treat others with respect

• Do what they say they are going to do

• Do not back stab

• Straight forward

• Are competent

My definition of creditability in everyday life also applies to what I believe defines creditability in a project manager. I have had managers that were credible, and others that were… not so incredible. What was the difference? The difference is my belief about the ability of the project manager to get the job done in a manner in which they planned to use tools, methods, and techniques they said they were going to use at the beginning of the project. I am not saying a manager has to stick to their plan 100% but when changes have been made the team was kept informed of what was going on and why.

To me, a credible project manager during change keeps control over their emotions, and that of their team. To me, credibility is also defined by a person being competent in their position.

A manager can have all the credibility around the world, but they must be competent in what they do. I could not begin to tell you how many people I have seen in a position of authority who were very credible but who lacked competence or who were very competent but had no credibility.

Ferraro (p. 103-104) mentions the PMI’s Project Management Competency Development Framework has three major parts: Project Management Knowledge, Project Management Performance, and Personal Competence. I believe a credible project manager is defined by the third part of PMI’s framework of personal competence. Personal competence is the personality characteristics of persons'  ability to get their job done. Excellent personality characteristics are great, but a project manager must also have a solid project management knowledge background, and an ability to perform that makes them a complete leader.

In my experience, I have seen a lot of managers that are extremely well versed in the knowledge of what needs to be done. These people have demonstrated they can successfully manage a project or activities properly. These same managers might not have built credibility with me if they did not also show me personal competencies. Ferraro (p. 105) states “The use of processes, people, and systems to improve organizational project management performance is also being addressed.” Ferraro is writing about an organization's maturity level, and I believe the same holds true for an individual’s maturity level.

Examples of skills I believe a person needs to be competent are but not limited to:

• A understand of how to get from point A to point B.

• Knowledge of how to get from point A to point B.

• The technical skills required to complete a project or activity.

• Ability to focus upon the end goal and not get off track.

• Able to improve processes, people, and systems during a project or activity to improve operational efficiencies.

• Forward thinkers. They are able to see into the future so to speak.

• Are creative.

• Have the courage to make the tough decisions.
Ferraro, J. (2008). The Strategic Project Leader. Mastering Service-Based Project Leadership. Boca Raton: FL. Taylor & Francis Group.

What is the value of creativity in project leadership? How to balance discipline and process with creativity.

The value of creativity in project leadership should not be underestimated. Creativity is important for many reasons.

First creativity in project leadership is important because creativity is part of Maslow's hierarchy - self-actualization  (p. 72). Maslow state's self-actualization is "What a man can be, he must be. This need we may call self-actualization…It refers to the desire for self-fulfillment, namely, to the tendency for him to become actualized in what he is potentially. This tendency might be phrased as the desire to become more and more what one is, to become everything that one is capable of becoming ( Maslow, A. H. (1943). A Theory of Human Motivation, Psychological Review 50, 370-96.)." Maslow tells us that individuals who have self-actualization possess certain abilities that can be related to a proper leader. Examples include but are not limited to:

1. Having a realistic understanding of their abilities which they are in.

2. Look forward to solving problems around them by helping others.

3. Finding solutions for a problem in their environment.

4. Are able to conform to rules and regulations.

5. Be spontaneous in their internal, and external behavior.

4. Are open and sometimes unconventional.

5. Desire to improve their own potential.

8. Be aware of their environment.

View life with appreciation, and enjoy all experiences, and are inspired to grow.

as an individual based upon these experiences.

The above examples show why creativity is very important to leadership. Ferraro (p. 218) states creativity is an "active leadership trait." To me this means a leader cannot lead effectively, unless they are creative.

When a leader is creative they can make "boring, or repetitive (Ferraro, p. 283)" tasks tolerable, and help workers be more productive, and feel a sense of pride in performing their functions. Workers who have a sense of pride in what they do have less fear of failing in their functions, and lack of fear create a positive "culture and team ( (Ferraro, p. 214).

Lack of fear empowers more creativity, and trust of self, and other's increases. When more trust is built within a team, the team unit performs at a higher level. A team operating at a higher level of efficiency "discovers" unique value in each project by focusing beyond constraints and creating service experiences for customers ( (Ferraro, p. 213).

"A leader is the face of the creative process ( (Ferraro, p. 213)." When a leader is creative, a new culture is formed that improves team members, team efficiencies, and ultimately increases customer satisfaction.

Using my creativity and self-actualization combined with discipline, and process would better serve my sponsors, stakeholders, team members, and customers by creating the comfort of a structured environment, but at the same time foresting a trusting, open culture where people are free to express self without the fear of ridicule.

Having discipline and process while at the same time being inventive I would begin to change the overall culture within an organization one piece at a time. Everyone in a imaginative environment begins to feel more empowered, and takes leadership in their functions which in turn makes an organization more effective and efficient.

Being disciplined, and understanding processes while being creative to at the same time would allow me to build a bridge between the needs of a project, team members, and management. This would allow me to have a better chance of obtaining the resources such as capital, personnel, and time needed to execute my project and in turn enhance my chances of completing successful projects.

Ferraro, J. 2008. The Strategic Project Leader: Mastering Service-Based Project Leadership. Taylor & Francis Group. Boca Raton:FL.

How out of touch can someone in authority be?

Have you ever known someone who has had zero emotional intelligence? I mean none, zero, zip, nada? I have. How can this be you ask?

Let me take you on what seems to a mystical journey because it is impossible to imagine someone with no emotional intelligence. Covey tells us not to speak behind someone's back, that we should speak as if they are in the room, and 99% of the time I agree with his statement. For this person, I will make an exception, and speak my mind but no names will be used to protect the not so innocent.

I had finished taking the summer off after I obtained my BA, and there I was in person with the Vice President of an entire company. Not some area VP or human resources person. This wasn't a small company. In the banking field, it was the 7th largest bank in the United States at that time.

I was welcomed, asked to have a seat, and we began. He really cut to the case by telling me he was the person who be making the decision if I was hired or not. I would be either hired on the spot or thanked for coming, and sent on my merry way.

The typical banter was tossed about: What could I bring to the position? Was I willing to work late and weekends? Why did I think I had what it took to succeed and so on? He told me people either produced, or they were fired. It was as simple as that.

During the interview, an important phone call came in which he had to take. Guess what? He began swearing while I was sitting across from him. One of the comments went something like “If he can’t get it done tell him his f#$king ass is fired. “

After he hung up the telephone, he offered me the position of Manager Trainee. Of course, I accepted. After all I was across from the Vice President of one of the divisions of the top 20 banks in the world. How could I say no? I would start in two weeks.

After three years in this environment, I decided to get out. To quote Brain Tracy "If you to sail your ship in a different direction, you must turn one degree at a time." In this care I turned 180 degrees at one time. What this experience taught me was better social awareness, and what to NOT do in realtionship management.

Did this person have self-awareness? Maybe, if he believed he could manage himself. Did he exhibit self-management?  Doubtful. Did he have social awareness? Clearly, no. Was he able to interact in relationship management? If you consider leading by intimidation, then yes.

His approach was not a balance of carrots and sticks but 5% carrots and 95% sticks. Hopefully, he has read or listened to some Dr. Dyer, the Dalia Lama, or Brain Tracey since then. I look at this time as a growing experience, and though this example is extreme, it shows how out of touch someone can be.

Project Management and the Importance of Emotional Intelligence

Here is an interesting question many project managers have failed to grasp. What role do "soft skills" identified as impassioned intelligence contribute toward the effectiveness of a project Leader? Is there ever a case where emotional intelligence could be a detriment to project leadership?

Mersino tells us to advance in our careers as project managers (PM's) we must have highly developed effective interpersonal skills also known as soft skills. Mersino (p. 6) also states, "You cannot make up for soft skills with hard skills." I agree with these two statements, and therefore, believe emotional intelligence (EI or EQ) contributes greatly to the effectiveness as a project leader.

For example, conflict resolution could be the number one soft skill a PM can have, and that point applies to this question. If a PM has high a EQ, they are able to control their feelings, and show team members leadership by being calm during all situations. If a PM has a developed EQ, they are able to read the emotions of others, and take corrective action to avoid team member conflict(s).

In my opinion, a person's ability to communicate effectively and efficiently is a primary factor in if a person is a leader or not, and whether projects succeed or fall short of expectations. Communication skills are extremely important for a leader because they determine how a leader will be judged by others (Ferraro, p. 123). Last week I stated "There are plenty of people who can crunch numbers following set formulas ( (accountants, analysts, etc.). If a leader does not have mature soft skills how will they ever be able to effectively communicate their thoughts to others to achieve their project goals?

There are times when emotional intelligence is a detriment to project leadership. For example, that time can occur when a PM is speaking with the accountants, analysts, suppliers, stakeholders, or project champions when industry-specific  terminology is needed, and hard data must be communicated. If a PM relies too heavily on soft skills they can erode the importance to the message being sent. I believe a balance must be struck between purely factual information that must be communicated in detail a certain way, and the soft skills of a PM to engage everyone evolved with the project.

Ferraro, J. (2008). The Strategic Project Leader. Mastering Service-Based Project Leadership. Boca Raton: FL. Taylor & Francis Group.

Avoiding Commodization in Project Management

Question: Are project managers becoming commoditized and if so how would I avoid becoming commoditized?

I do not feel project managers (PMs) are becoming commoditized. The guidelines of a PM might be becoming commoditized but a person must remember they can make themselves unique. In my opinion project management certification will become the new MBA standard by which applicants will be judged. Do MBAs, Attorneys, or CPA's feel commoditized? If someone is a project manager, they should be thankful they are ahead of the curve by already having the knowledge that will be needed more in the future.

I have been actively searching for employment with government agencies, and it is clear more and more positions require education in project management. True project management certification has sky rocketed in the past year, and this could cheapen to meaning of certification but the opportunities for someone with project management experience seem to me to have never been greater. I believe the move to project management certification is the next logical step towards the evolution of organizational growth.

Many project managers are out of work these days, but so are many other professionals. In the January 2010 issue of PMI.org's magazine, PMI Network in an article entitled Ahead of the Curve by Harvey Maylor, PhD, the director of the International Centre for Programme Management at Cranfield University in Cranfield, England states: "There is a massive dissatisfaction with the success of delivery in large infrastructure projects. The need for project management has crept up the political and corporate agenda." When I think of all the governments around the world pouring money into infrastructure and all the companies that must conform to their government’s standards means a lot of opportunities for project managers.

To make myself unique from other projects managers, I plan to follow Ferraro' s statement of, there being a trend towards specialization which I consider an opportunity. For me, I want to specialize in leadership, and I want to obtain another degree, possibly a PhD in Organizational Development/Behavior. If I do not get a Doctorates degree, I might obtain a Master in leadership to go with a project management certification, and my MSIS and BA.

Because I want to specialize in being a leader, I believe a person in command of a project should be a leader before being a manager. There are plenty of people who can manage by following an organization's policies and procedures. There are plenty of people who can crunch numbers following set formulas (accountants, analysts, etc.). More and more organizations are becoming project driven, and those projects must be headed by people who are leaders first, and manager second is those projects are to gain acceptance, excel and add value to an organization.

Can one person impact an entire organzation?

The other day I was asked, "Do you believe than an individual can have a significant impact on an organization through his or her actions, beliefs, or failures? How can leadership provide this impact?"

I believe an individual can have a significant impact on an organization through his or her actions, beliefs, or failures. I will answer this question by stating my opinion on how I view the importance of being in touch with my actions, beliefs, and shortcomings and how my leadership can impact others.

An unknown author once stated:

“Watch your thoughts, for they become words. Watch your words, for they become actions. Watch your actions, for they become habits. Watch your habits, for they become character. Watch your character, for it becomes your destiny.”

I believe that once I have gone from thoughts to words and then words into actions, I form habits. My habits will become the way I am judged by others because in general, people are judgmental, and they judge by what they see. If people disagree with their perceived judgment of me, this could affect how they interact with me as a project manager. Their reaction might be to not fully adhere to the project goals and objectives because they do not believe in me as their leader. By not adhering to the project goals and objectives a project may not become successful. An unsuccessful project can impact an organization's profit and loss, influence future projects, and cause me to lose my job.

I definitely have my own set of beliefs. A belief system based on proper morals, education and experiences are crucial to making me who I am, and I should always follow my beliefs. A problem will occur when I am inflexible in my beliefs. To avoid this, I follow Stephen Covey's statement of "first seek to understand and then to be understood." Other people can sense when I am being inflexible, and not listening to what they have to say. This could cause them to feel their opinions are not important, that they are being judged, and make them hesitant to share their opinions, feelings, or suggestions on a project. Without question when this happens a team’s ability to perform successfully will be diminished.

I believe my "failures" are never failures. I believe people spend too much time on the definition of that word, and if they feel like they failed they will either be too serious on future projects, or scared of them. I take the approach that if I failed  in a project, then at least I learned what not to do in a particular situation and use that knowledge as a baseline for prospective projects... This makes me more confident going forward, and this confidence is noticeable to others. Confidence in me will instill confidence in others, and my future projects will have a better chance of success.

I believe a proper leader will have emotional intelligence and be able to address their actions, beliefs, and failures similar to the examples I gave above. If a leader can  manage their own actions, beliefs, and failures this ability will impact their teams and as Anthony Mesino states:

"PMs that master emotional intelligence will set themselves apart from other PMs."

Is not that what we all want?