Welcome to 2012

Well it seems so odd to finally be in 2012!

I spend a lot of time in London and the pre-Olympic theme in many places has lulled me into a dream-like state of it already being 2012. Now it really is 2012. That got my attention: something has changed and yet nothing has changed.

Christmas was also a reminder of the truth behind “culture shock”. I hear change specialist worrying about culture shock for big changes in organisations or moving teams to new locations. However, the biggest shocks I see are when people arrive somewhere after being away. How many of us expected our parents to be the same with other children as they were with us or return “home” after a long trip  expecting to be treated to the same reception as we used to get only to find things have changed? We may have changed but so has own old home and the people in it. The behaviour is not what they expect it to be. That can grab our attention too.

That grabbing of attention makes me stand still for a moment to work out where I am,  what I expected and how to reset my expectations to deal with the reality.  That is fine if I have that time to spare.  If my project doesn’t have that time, I need to be better prepared.

In projects, you can prepare people and help them be ready for a change but if that change doesn’t meet their expectation then there will be a shock. Managing stakeholder expectations of the changes your project plans to make needs to include two-way communication to discover what they think it will be like and correct any misunderstandings. It is an area of change that, with a little more understanding of the people concerned, can show lasting results.  A little research will uncover assumptions and associated risks.

My new year wish for project managers is that your people are healthy in terms of change, your projects are wealthy or at least appropriately resourced, and you grow wise in terms of risk management.

Happy New Year

Advertisements

What are we trying to achieve?

Setting the objective for a programme or project is something that some managers and organisations give too little analysis. The instinct is to say “make me widget X” or “make this new organisation structure happen”.  That simply defines the solution that seems obvious at the time. For some projects that is enough but for many that is like saying “go to Plymouth” without say why or what you need to be ready to do when you get there.

For a project team to be successful, it helps to know what the end state needs to be and why you need that end. Read more of this post

ISO 9000 Projects – not just paperwork!

Recent events have made some organisations consider ISO9000 again as a badge to reassure their customers that they have a consistent way of doing business. It is more than a simple visit from an auditor but needs a commitment from everyone in the organisation to work in a consistent way. Read more of this post

Hiring for a project team

You are a project manager with a resource requirement. You have a job description to say what the job is. You have a person specification so you can assess the education, training, aptitudes and experience of the candidates. You have approval for the budget and the legal team have approved the draft contract.  The interview will be easy, yes?

No! Read more of this post