2019 is my time to apply everything I’ve learned in my life – personally, professionally, and what I’ve learned from others.
I’ve been in transition for years now – 2018 isn’t that much different than 2017 or 2016 professionally. Understanding who I am, what I’m good at, what I I see, how that helps, why it matters…It’s been an amazing, sometimes painful, journey. I value friends more, I value myself more, I value connections more, I value chance encounters more, I value people more. I value different looks, different perspectives, lots of tolerance, and listening – as well as hearing.
I’m willing to change my stubbornness for the common good. I’m willing to sit still and just be. While I’ve been insistent on being the first to admit when I’m wrong, I’m now willing to be wrong. I’m willing to trust my instincts which makes them stronger. I’m willing to ask more questions. I’m willing to hear the answers and modify my thoughts accordingly.
I’m ready to fly – truly fly. Help people. Help increase our chance of success. Help grow. Help nudge. Lead.
I just found out about Zombie Scrum and I had a great laugh! Go ahead Google it – zombie scrum. It’s hysterical and 100% true.
And it’s why I feel compelled to write. It has a name now – ‘ZOMBIE PROJECT MANAGEMENT’. It drives me insane – at all levels.
To be clear – this is not just about scrum and agile, this is about waterfall too and all hybrids. This is equivalent to bean counters, box checkers, boring status meetings. This should be at the VERY top of every ‘common project management mistakes’. Going through the motions, no emotional intelligence, no foresight, no life, no caring. That’s what this is really talking about – moving those stickies across the wall without giving a sh*t about what you’re doing or why. Makes me so frustrated.
I LOVE the term Agile Coach. What a great segue away from the mundane to something active and alive. Waterfall is too old fashioned – for many reasons and at many levels but it’s not completely obsolete yet. I’m not a huge proponent of Agile by the way – it has it failures too. I am a proponent of do what’s needed in the situation you’re in – maybe it’s agile, maybe it’s waterfall, maybe it’s a hybrid, maybe it’s pure lean. Take the time to see what is going on and pick the right process and methodology for the personalities/project/time you have to do it.
Deadlines, deadlines, deadlines…it’s a constant in our work life. Mix those in with home life to do’s and mandatory schedules – ‘I promised a date with my spouse tonight’! How do we survive?!?!
I do two things:
1)Acknowledge there are seasons or cycles to everything. Marketing is going be busy in the fall. Selling is going to be heavy in the holidays. Accounting is every winter/spring. Kiddo’s sports/events/theater is every spring and fall. You get the picture. Somethings will get caught in that crunch – be kind to yourself and others. It’s expected if you’re in the right frame of mind.
2)Prioritize based on those cycles.
Life: If you’re a tax accountant, a vacation in February is not a great idea. But one in May – much appreciated and much more enjoyable. Kiddo’s game on April 14???? – talk about it ahead of time. When cycles collide, have someone else clean the house, increase your budget for takeout, make extra meals before hand for easy lunches.
Work: Despite what it may feel like, not all deadlines are real and not all deadlines need to be kept – this is the secret. Which ones are not real and not needing to be kept are something you learn. In the meantime, talk to your boss(es) and explain the constraints (not the family ones) and find out which ones can slip.
Bottom line – be open, be honest, see what’s ahead of you so you’re prepared. Being hit by a Mac truck that you could have avoided completely sucks!!! That’s why you have to slow down.
I was told once by a consultant who specialized in culture, that when she looked around everything pointed to culture as the problem and the solution. I didn’t believe her. I thought everything was about being productive and working together because that’s what mattered to me.
When I looked at what, how, why I do (Thank you to Simon Sinek), I found a system: What = Same Road, Same Time, Same Direction. How = I manipulate the fabric of team dynamics. Why = Create Accountability.
When I put it all that together and saw the system I create – you can’t have a system of positive accountability unless you have a positive culture that supports it.
The reason I can turn projects around, even ones that are going up in flames, is that I change the micro culture of the project and create a system of accountability.
Large projects take on a life of their own. They are unwieldly with lots of moving parts and issues coming at us from all sides. It’s a lot to hold on to so these usually become ‘programs’ and we hire a group of project managers to keep track of all the details. That’s all well and good – details matter.
Having been responsible for this type of project before but on my own, it’s tough to take a step back from the details and look at the project as a whole. Where is it heading? Are we going off the rails with all the problems? Are these ‘normal’ problems and we are continuing in our forward momentum? Are we going awry? Is there one cause or one person who is a bottleneck? Is there a department that is always behind or a person making things overly hard?
I’ve talked about the ART of project management and this is where the rubber hits the road. This is where the expert resides. Finding the answers to these questions is being the conductor – looking around at your orchestra, seeing patterns and seeing the difference between symptoms and the real problems.