PM-Foundations – My Favorite Project Management Slang

Part of my leadership style as a project manager is not taking myself too seriously. I find that creating a challenging and fun atmosphere on the team helps improve both teamwork and project outcomes. My use of project management slang is something that makes people smile, but also helps make a point in a not too serious manner. Below are a few of my favorite project management slang phrases, as well as some project management phrases that I do not like as well. For those of you that know me, you will recognize quite a few of these phrases, because I am not afraid to use them during daily team interactions.

My 9 Favorite Project Management Slang Phrases

1. In the Weeds – This occurs in team meetings when the discussion gets totally off topic. I see this a lot when the team tries to solve an issue rather than just identify the appropriate action items. This also can occur when a team member heads the wrong direction on a task, or attempts to make a task into something bigger than it was intended to be. “I think we might be in the weeds” is a nice way of saying we need to redirect the discussion or work to focus on the things that are required to keep the project headed in the right direction.

2. Arthritic Abandon – This phrase is definitely one of my personal favorites. Arthritic abandon occurs when teams seem to be working real hard, but are getting very little accomplished. A symptom of arthritic abandon is when team members talk about how busy they are, but you are seeing very little progress actually realized in the project schedule. This phenomenon usually points to the need to reassess how work is performed, or decisions made (e.g., too many meetings, or too many approvals).

3. Religious Discussions – I had a boss that said to me one day, “Do you know the difference between a terrorist and a methodologist? The answer is that you can negotiate with a terrorist.” His point was don’t waste time analyzing and discussing methodologies to get work done – select one that is appropriate for your project and use it consistently and effectively. Obtaining consensus on methods and processes is like trying to convert someone’s religious beliefs – it won’t happen. When I encounter a discussion where it appears that we have reached the core of people’s belief systems, I will make the comment that we may be in a bit of a “religious discussion” where there is no “right” answer. At this point you need to raise the discussion up a level, and agree on a path forward that is acceptable to the team (or if necessary mandate the path forward as the project manager).

4. Solving World Hunger – “Solving world hunger” occurs when the team is attempting to solve something that is too big. I use this phrase to encourage the team to break the problem down into components and identify actions items required to move forward. Another version of this phrase is, “I think we might be trying to boil the ocean.”

5. The Wedding Planner – I have several phrases that describe types of project managers. I don’t use these phrases to be mean, but rather mentor PM’s on adjusting their focus or behaviors. My personal favorite is the wedding planner. The wedding planner is more concerned with planning events (e.g., project celebrations, steering committee meetings, milestone reviews) than managing project outcomes. The wedding planner likes planning logistics related issues (e.g., meeting rooms, invitations, AV equipment and meals) more than resolving issues and completing real work. A couple other project manager terms that I have encountered are:

  • Clipboard Project Manager – This is the project manager that walks around and “checks” off tasks as they are completed. This project manager is usually so busy with the details that they do not notice when a major milestone is slipping.
  • Content Free Project Manager – The content free project manager wants nothing to do with understanding the product that is being delivered by the project – that is “not their job”. If you have ever tried it before, it is very difficult to help resolve issues or complete work with zero comprehension of the solution your team is working on.

6. Dog Knot – A dog knot is when project issues have brought progress on the project to a complete stop. This is also referred to as “gridlock”. Disagreements or confusion related to specific issues can cause teams to lose focus on the actions required to “move forward”. A dog knot situation usually requires intervention on the part of the project manager to facilitate issue resolution.

7. Pushing a Rope Uphill – This phrase refers to team members that are trying to do something that is very difficult, and is unlikely to have a positive outcome. The team member’s idea or effort does not fit well within the goals or strategy of the project or organization. A similar phrase is “going against the grain”. I will us this phrase to get team members to drop the idea or effort in the spirit of gaining consensus on the team.

8. This Dog Won’t Hunt – I was introduced to this phrase when managing a product development effort. When describing the lack of market acceptance for the product, the product manager said, “I don’t think this dog is going to hunt”. This phrase gently conveys the message that the project is delivering a solution that is not going to meet the project objectives. This phrase is used either to help the team decide on the appropriate corrective actions, or recommend to cancel the project.

9. Feeding Frenzy – A feeding frenzy refers to something that can occur in a team meeting. One person says something and it causes the team to go on a wild tangent. Generally the feeding frenzy is not positive (a lot of griping can occur in a feeding frenzy). I use the phrase in an attempt to get the team to calm down a bit, and refocus the discussion on the topic at hand.

Not My Favorite PM Slang Phrases

Here are the phrases that I am not as fond of. I don’t like most of these phrases because they are too negative about the project or the project team. The other reason I do not like some of these phrases is that they touch on aspects of the project that should be managed / solved by the project manager.

  • Scope Creep –Some project managers fall back on the excuse that the project is over budget or late because there were constant changes, but often cannot quickly explain the changes that account for the primary deviations from the original plan. Projects with too high a percentage of unexplained variances, is usually an indication of a project with inadequate attention to change control processes. In these cases, too many changes are “flying under the radar” and hence the use of the term “scope creep”.

  • 9 Women cannot have a baby in one month – This phrase refers to the fact that you cannot just “throw” more resources at a project to deliver on a target date. This phrase is not my favorite mainly because it is overused. I also do not like it because it infers that there are limited options that will fix the problems on the project, even additional resources. I believe the project manager is obligated to work with the team to find options to get a project back on track, especially when the sponsor is offering to help with additional resources.

     

  • Death March – The phrase “death march” refers to a project assignment that is doomed from the start due to unrealistic commitments/expectations (aggressive deadlines, under-funded, and short staffed). Referring to your project as a “death march” from the beginning of the project becomes a self-fulfilling prophesy. Honestly, I have never taken on a project that I felt was a “death march”. If the project commitments truly are unrealistic, the “facts” discovered throughout the planning process can be utilized to help reset expectations.

  • And then there was a miracle – This phase is used when the team feels that the only way a successful project outcome will occur is if something beyond their control happens. As a project manager, I like to believe that the team has been empowered to successfully deliver the project. To say that a “miracle” is required is in essence shirking responsibility for the project results, and/or conceding defeat/failure.
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Using SharePoint to Maintain Project Archives

When working with clients on how to use SharePoint to improve their project environment, I am frequently asked about what should happen to a project site at the end of the project. This is a great question! With any luck, your projects will end, and therefore your project site will also have an end of life. The information captured on the project site throughout the project life cycle represents intellectual property that can be leveraged to improve future project delivery efforts and support future product releases. Decisions need to be made at the end of the project in terms migrating project information to a “permanent destination” and deleting the project site. These decisions are dependent on the type of project deliverable, and the status of the solution/product delivered by the project. The following are your options for migrating project information:

Project Site – If a there are plans to initiate another project associated with the solution/product, the information may be migrated to another project site. This situation applies when plans to enhance the solution/product are identified during the project closeout process.

Product/Solution Site – If the deliverables are linked to the product or solution, the information may be migrated to a product or solution related site (e.g., product support, or product development sites). Examples of this type of content are requirements documents, test plans & scripts, support & operation manuals, and training materials.

Project Archives – If the deliverables are tied to how the project was delivered, the content may be migrated to a project archive library (generally maintained within the PMO or Project Office site). Examples of this type of content include the project charter, project management plan, project schedule, project budget, risk/issue list, change request list, and the project closure report.

The main point is that purposeful action needs to be taken at the end of the project in terms of content migration. Project sites left unattended at the end of a project become irrelevant, and useful information that is not migrated to the appropriate location becomes difficult to find, and sometimes altogether lost. In my opinion, the project manager is responsible for making sure the content migration process occurs in a timely manner during the closeout phase of the project.

The focus of the remainder of this post is how to create and maintain an effective project archive document library within your project office site to facilitate storing and retrieving relevant project delivery information related to completed project efforts.

Moving Project Information

The administrative closure process should include the activities required to clean-up the project site, and migrate the site content to the appropriate location. To me this activity is just as important as facilitating the lessons learned session and creating the project closure report. The timing of migrating the project site content is important, because if it does not happen in the first 30 days after the project is complete, it is unlikely it will ever happen (after team members have moved on to new roles).

The first step in the content migration process is identifying the content that will have value to future initiatives. Old versions of deliverables should be purged, and interim work products should be deleted. Content maintained in lists are generally exported to Excel spreadsheets, and saved as a document in the new location.

In terms of physically moving the content from the project site to the new location, you have a couple options:

Save the document to the new location: Select the document, and the use the “Send to” option to move / copy the document to a new location.

Move the Documents Using Explorer View: Open up two windows, one with the current location and one with the future location. Change the view in both windows to Explorer view and then “drag and drop” the document from the old location to the new location. If you choose this option, you will need to utilize the “check in” function for each of the documents in the new location.

After the content is moved to the new location, delete the item in the old location, and add the metadata to the item in the new location (using the edit properties function).

Capturing Project Archive Data

As I explained in my blog on Using SharePoint to Organize your Project Deliverables, I do not recommend creating a Project Archive library with sub-folders for each of the projects or asset types. It is a best practice to maintain the Project Archive files in a single library, and capture metadata for each document that enables searching, sorting, and filtering of the files.

Capturing the following information for each document maintained in the project archive library enables storing and retrieving project archive information in an effective manner:

  • Project Name – Represents a look-up of project names maintained in the project portfolio list.
  • Project Asset Type – Represents a choice of valid types of project assets (e.g., schedule, budget, project management plan, project status report, project closeout). This could be a long list of individual types of project deliverables, or groupings of project deliverables.
  • Project Manager – Represents a look-up of resources in the project office resource list.
  • Fiscal Year – Text field utilized to capture the period (year or month) the project was completed.

The Rating setting is “turned on” to facilitate rating of documents maintained within the project archive library. This function makes it easier to find a “good” example of a specific deliverable from a previous project (one that another project manager has marked as a 4 or 5 star).

The following is an example of the process asset type choices utilized to categorize the types of project documents maintained in the project archive library.

Creating Views for the Project Archive Library

As in the case of lists that I have described in previous blog posts, SharePoint Views are used to display the project archive documents in the best manner for each target audience. Based upon the metadata created for the project archive deliverables, views allow you to sort and group the project archive document by project, project asset type, or period (year). The sorting and grouping provides the ability to find what you are looking for, without “digging through” folders and sub-folders.

Below is the Project Archive by Project view that groups all documents maintained in the Project Archives for a particular project. This view is utilized by people interested in researching or reviewing documentation associated with a specific project.

Below is the Project Archive by Asset Type view that groups all documents maintained in the Project Archives for a specific type of project asset. This view is utilized by project managers when locating a good example of a specific type of project deliverable.

Below is the Project Archive by Period (Year) view that groups all documents maintained in the Project Archives for a specific time period. This view is utilized by people reviewing project deliverables produced during a specific time period.

5 Ways to Ensure Project Archives are Useful

1. Clean-up – Prior to migrating content from the project site, perform clean-up of information maintained on the site. You want to limit the information migrated to content that will be of value for future reference or efforts. The clean-up effort includes deleting old versions of documents, purging interim work products, and migrating content maintained in lists to spreadsheets.

2. Timely – Establish project closeout processes that include ensuring that project site content migration is performed in a timely manner. If the project site content is not migrated before team members move to new roles, it may never happen and valuable intellectual property will become hard to find.

3. Organize – Utilizing metadata to organize your project archive library is a much more effective approach than creating sub-folders for each project or asset type. The use of metadata allows the project office to create views of information maintained in the project archive library that are tailored to the needs of specific audiences or use cases.

4. Views – Views can be tailored to meet the specific needs of your project community (using groups, sorts, and filters). The goal is to make it easy to find information that can be leveraged for future project efforts, enhancing the culture of continuous improvement.

5. Rating – Document rating is an excellent collaboration feature that allows people to “rate” how useful a specific deliverable was for them. This feature is particularly helpful for project managers attempting to locate a good sample project deliverable from a previous project.