On Product Development and More...

I recently attended a project management webinar sponsored by the International Institute for Learning as part of my effort to earn PDUs (aka Professional Development Units) to maintain my PMP (aka Project Management Professional) certification.

During the webinar, the instructor polled the audience about their challenges in managing projects. The participants – made up largely of certified IT Project Managers – cited a number of factors.



These challenges included:
• Poor planning
• Unclear goals and objectives
• Objectives changing during the project
• Unrealistic time or resource estimates
• Lack of executive support and user involvement
• Failure to communicate and act as a team
• Inappropriate skills

I am guessing these same IT project managers would not be surprised with the latest results from the Standish Group – which recently released an updated version of their well-known report citing the factors that drive project success. This year’s report (entitled "CHAOS Summary 2009”) indicates that:
• 32% of all projects are “delivered on time, on budget, with required features and functions”
• 44% of all projects are “challenged” being late, over budget, and/or missing required features and functions
• 24% of all projects are “cancelled prior to completion or delivered and never used”

Interesting results. Though, it raises a key question. Just what are these Project Managers doing in order to circumvent these issues and ensure project success? After all, who other than the Project Manager is accountable for project success?

From my perspective, the issue is that most Project Managers have not internalized that they alone are the lynchpin to project success. That, on every project, they need to dig deep into their repertoire of management and leadership skills and literally "will" the project to success. Their stakeholders demand it. Their team depends on it.

So – what exactly do I mean by management and leadership skills?

By management skills, I mean having the audacity to effectively manage the stakeholders. Being able to set expectations. Being able to draw boundaries. Being able to say no, when necessary. And most importantly, establishing an environment that allows the team to succeed.

By leadership skills, I mean just that. Inspiring the team to achieve a goal that at times may require super-human efforts. Because most technology-related projects involve asking the team to step out of their comfort zone and blaze new trails. This inevitably requires sacrifice and a whole lot of teamwork.

Ron Ponce writes an interesting article on Project Management Planet entitled: "Just Tell Me What to Do! - The Case for Active Project Management". Ron states: that “Successful project managers are able to provide their teams and management with a proactive and hands-on style of managing and communicating that ensures their overall projects will succeed”. Ron is right on. The Project Manager must be out front. Managing the stakeholders and leading the team. It’s not about Gantt charts and Status updates. It’s about ensuring that each and every member of the team is rowing in unison towards the ultimate goal.

A number of years ago, an executive at I-many asked about my methodology for managing projects. I described my role as similar to a coach on a soccer field (at the time, I was coaching my daughter’s soccer team). I have a team of players. I need to make certain that each player knows his/her position (i.e. role) and knows each other’s position. Sometimes, we need to ask a strong player to help out a weak player. Sometimes, I need to coach players on how to perform their role better. And, always, I need to remove all obstacles. Anything and everything to increase the likelihood of winning.

Because, failure is not (and never is) an option.