December 15, 2012 2 Comments
When working at clients the immediate goal is to meet or exceed the expectations of the engagement. As a project manager this is accomplished by effectively leading projects to successful project outcomes. While being recognized as a team for doing a good job is satisfying unto itself, the ultimate goal is to deliver and perform in a manner that leaves a lasting impression on the project management organization. This lasting impression is reflected in the consistency and effectiveness of the practices routinely used across projects, the ability to measure and report on project performance, and the quality and relevancy of project management processes and supporting project artifacts. In the context of managing projects, there are things you can do that to leave the project organization in a better place than when you arrived – leaving a mark that lives well beyond your time spent at the client.
5 Ways to Leave a Mark on the Project Office
Below are the 5 ways that I focus my energy and efforts during a project management engagement in an attempt to leave a lasting impression on the client’s Project Office/PM competency. Obviously, the level of impact/influence in some of these areas is highly dependent on the scope, length and visibility of your engagement.
1. Become Productive – Clients are often amazed at how quickly a project manager can ramp-up and productively contribute to a project. Quickly becoming productive on a project can be accomplished with limited or no domain knowledge associated with an industry, client, business process or technology. The time to ramp up on a project is largely dependent on the project manager’s experience / expertise, as well as their command of the core capabilities of a project manager. Effective project managers instinctively know how to approach a new project, and where to begin in terms of ramping up and starting to lead the team. Project offices that develop project managers that can ramp up and become productive quickly realize gains in time to market, as well as increase flexibility in terms of moving project managers from project to project. My first job at the assignment is to demonstrate this capability, and then work with the client to make it a core competency.
2. Model Best Practices – My company’s project management services are built around the idea that project management is a very mature competency with many available sources of knowledge, and yet companies still struggle with challenged or failed projects. We firmly believe that the implementation and consistent application of project management best practices is what differentiates successful projects from challenged projects. The more ingrained these best practices are in the project management culture, the lower the dependency on the talents and heroic efforts of individual team members. There are a “critical few” best practices areas that if performed well will significantly improve the team’s performance, as well as the project outcomes (identifying key stakeholders, facilitating the development of the WBS, creating a strong schedule and budget, managing change, and measuring performance to name a few). Throughout the project life cycle, I diligently perform / model these best practices as part of “doing my job” leading the project team. Just when you think nobody is watching, someone will surprise you and comment on how you handled a certain situation. It is in these moments that you know you are leaving a lasting impression on the client based upon the way you are modeling the effective application of the “critical few” best practices.
3. Proactively Mentor / Coach – Part of improving the overall project management competency within an organization is building a project management team that has the capability and desire to effectively apply the best practices in the context of completing “real” project work. I find that having a core of experienced and skilled project managers is a requirement to a strong best practice centric project management culture. Less experienced project managers can “lean on” the core of experienced project managers for professional development counseling, and advice on specific project situations. One of the most enjoyable aspects of consulting engagements is providing “free advice” to other project managers on how I have handled specific situations on other projects (again relying on the effective use of the “critical few” best practice areas). These mentoring opportunities help improve project results associated with the specific situation, and also influence the way that the project manager will handle situations in the future. Effective coaching and mentoring is often represented as “intangible”, but it is surprising the overall impact it can have on the project management competency within an organization.
4. Properly Close Projects – I spend a lot of time on my blog talking about effectively closing a project. The reason I am so passionate about this topic is that project closure is the point in time for project managers to identify / highlight the things done well or poorly during the project, and initiate the appropriate actions to ensure that these lessons learned are reflected in future project efforts. At the end of a project, many project managers are busy preparing for their next project or client, and miss this prime opportunity to leave a lasting impact on the client organization. Project closure starts with effectively shutting down project activities, validating all product deliverables are complete and key product issues closed, and smoothly transitioning resources to new roles. The second aspect of this best practice area is preparing the project closure report (also referred to as the post-project assessment). Creating the project closure report includes gathering input from key stakeholders, and identifying improvement actions to be implemented either as part of the closeout process or for future projects. These improvement actions can have a significant impact on the effectiveness of the processes and tools regularly practiced within the project office.
5. Implement Continuous Improvement – As processes and tools are improved in the context of leading a project, the impact of the improvement is limited to a single project if it is not captured as a “standard” within the project office. Improvements may represent “filling a gap” in the project management processes, or an enhancement to an existing tool. In either case, it is important to ensure that the project office regularly captures and roll-outs these improvements across all projects. As a consultant it is usually pretty easy to introduce this practice, however it takes on-going demonstration and re-enforcement of the practice to “make it stick” – creating a culture of continuous improvement does not happen overnight.
Your comments are appreciated. How have you “left a mark” on the project management organization?