For Commerce or Camaraderie

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I am in the middle management and certainly at the crossroad when in conflict with customer and colleagues. This is not made up but picked right from one of the conversation, no, a heated discussion when a team member protested “aren't you supposed to stand by us?” averting their desperate look, I swivelled my chair and stared hard at the table with my eyes focus nowhere in particular but mind probing endless paradoxes and possibilities.  Stand by whom?  We will have to get educated not to take things personal but when someone slams ‘your idea makes no sense’, how can you detach and differentiate ‘it’s not me that’s criticized but my idea? So that means they are both different? Isn't my thought born out of me and interpreting as impersonal and remain impassive?” Impasse.  Don’t dismiss that as banal, as everyone without an exception, at some point in time have introspected on similar lines.

“Is it an individual’s interest or collective that matters? Should I have to prove standing by you? Client’s interest precedes and prevails above everything”, the hush in the room was so audible and I knew of touching a raw nerve, and their grievance wasn’t without ground. But if we start listening to such calls and concede ground on behalf of the crew, then there will be no option but pull the shutters down. Clients run the business – we manage. Attitude is all that counts. But a demoralized crew is more dangerous than a deadly weapon, and slighting their service will be huge let-down. So I counsel with an admission “agreed not all calls are fair but we should learn to overlook few just the same way they have accommodated our careless mistakes as ‘oversight’. Eventually business is about give and take, and no need to take things personally. It’s strictly professional. Alright, here is the call: prove them wrong by laying out the outline for closure and I will even it out.” Their eyes lit up. “Wait. What if we fail to deliver?” they sank into their seats. One developer took it up with me “we will deliver”. That’s the spirit. I wanted to hear that and those words only.

Management are sometime like middlemen who speak for both the side without letting the other down. Not fence sitters, but firmly on the ground. Project Managers must engage stakeholders, who are keen about the bottom line, while also ensuring the team’ morale never suffers at any cost nor become a casualty. It’s difficult to please everyone and unwise to even attempt or aspire. Set the priorities and take calculated risks.   It’s not like one’s interest should be affected in order to meet another – that’s a compromise. Make it a win-win for all. Successful Managers are those who factor both the interest – commerce and camaraderie and maintain to sustain a long standing relationship that’s rich in its yield [revenue from client and retention of employees].

The subject is dealt very well in Project Management Certification course, especially in Stakeholder Management, Human Resource Management. You might want to visit know more about our offering http://goo.gl/VljmtT

Risks Vs. Opportunities

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Risks Vs. Opportunities

What is Risk? Risk is an uncertainty which could lead to an impact (positive or negative) to the project. When we mention uncertainty, it is related to probability. When the impact of the probable event is positive we call that as opportunity and when it turns negative, we term that traditionally as “Risk” (Negative impact).

Does it mean should we care about only negative impacts or Risks? As much as Risks are important to monitor to minimize the probability and impact, its equally important to maximize the opportunity and the impact of positive impact.

Risk à Reduce Probability à Reduce the impact

Opportunity à Increase the Probability à Maximize the impact

Example, we send the RFP (Request for Proposal) to our customer to get the deal which definitely is very uncertain to get the deal and make the profit out of that.

What are the threats?

• Competitors are our threat who have same level of competency or more

What are the Risks and Opportunities?

•  commercially, if we spend money on developing prototype and the deal doesn’t materialize then it’s a loss to us. Hence developing prototype can be considered as Risk/Opportunity.
• hence, we should try to maximize the probability to get the deal

What are the Risks involved?

The Risks (Negative Impacts) as identified can be

• Loss in profit

How to reduce the Negative Impact ?

• Have alternate business plans
• Credibility with employees
• Have the backup plan for the resources

What are the Opportunities (positive Impact)?

• High chances to get the deal as we have all things ready
• Team motivation

How to increase the Positive Impact ?

• Create a prototype
• Resource Plan
• People, Software & Hardware
• Have the ramp up plan ready and it will be easy to kick off the project on time

Learn more about Risk and Opportunities by visiting our Project Management certification courses  http://goo.gl/fbuV2m

Quality Management – a test of the Tester

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The iron triangle of project management has scope+ time+ cost and at the core rests the Quality. Meaning none of the axes can be compromised, which consequently impact Quality adversely.

So what’s about Quality? Well, everything boils down to Quality. Standards are Quality measure. High standards attributes to High Quality.

Well, when thoughts transcend from personal experience as Project Manager, I always ensured the quality team has the final word on everything shipped much to the chagrin of the development team. They often sparred as to ‘who called the shots?’ and I will put my best foot forward “I do” to the eerie silence of the team.

A team is a bunch of individuals with their own talent, and that’s why we refer recruitment more as Talent Acquisition.  No matter the nomenclature associated, no two individuals are going to be the same. Like-minded perhaps, but unlikely twins in thoughts. So it’s a mixed pool. Fundamentally its still the make, sell, support, and the Quality team falls under the support bucket while developers act as the breadwinners in the ‘make’ stream, and hence feel privileged and even entitled.

At the inception of the project, when the Developers roll up the sleeves and get busy writing Unit Cases, testers too are full of activity preparing test cases. So the any claim of entitlement is very juvenile in judgement and I dare say never to expect anything additional other than the allocated.

One incident always enlivens and worth narrating. He was a super-duper geek that touching his code is deemed an insult. It’s like rinsed with Listerine mouth freshener every five minutes that the teeth are sparkling white and fragrant.  One should marvel at the pride taken in their work that they come down to challenge “check my code and any bug, I am toasted else you are roasted”. I found a demure girl, belying her age, walking up to the rock star “I am sorry but there seems to be a bug”. A volcano just erupted. When the pride is pricked, what else can you expect? Fireworks. I was observing the exchange from a distance but didn't intervene. They are professionals and ought to conduct like one. A dent to his dignity, he mounts a ferocious attack justifying every nook and corner while the tester patiently hears him out. After a full fifteen minutes of explanation, the girl calmly states “I understand but it’s a bug”. The developer slams his forehead and unloads a heap of curses in which one expletive burst out unbeknown. Now discipline and decorum can never be conceded at any cost.

Since the unfortunate exchange happened on the floor, the shrill pitch made heads turn around. The lady was unmoved and strangely didn't emote at all but retained her composure. The developer, in sharp contrast, was belligerent and a nervous wreck. However sharp you might be, team play takes prominence and position. Both approached my desk and my silence spelled ANGER. My glare at nowhere but all ears, I wanted to hear one word ‘sorry’ instead he defied everything that’s sacrosanct and conduct hardly propriety. I demanded ‘Apologize. Now’. It was not a counsel but a command, and reluctantly he budged and muttered the apology. He might be a rock star but that lady’s attitude made her much taller and he dwarfed in stature. I then requested the tester to walk through the bug and she clearly made her case which was watertight. Confounded with the bug and confused as how his code can be cracked, the developer was at his wits ends and close to tears. Passion is different to taking things personal. After all to err is human. Managing people is far too different and difficult than project. My call still remained unaltered ‘the tester will have the final word’ and pausing “if the client finds fault in the UAT [User Acceptance Testing], it will the tester who will be taken to task”. Even that developer smiled. Much rests on the shoulders of the tester who are gate-keepers. Nothing can or should slip or creep between their legs. With an eye for details and investigating instincts to sniff something unusual, they treat every test case as a suspect and once convinced of merits pass it for clearance. That tester demonstrated typical traits expected – the poise, politeness, profound knowledge, patience, perseverance, while the other (Developer) displayed pettiness.  Her signature statement was bereft of sentiment but well stated “I am more concerned about the Quality of the Project just as you are about the principles of Project Management.”

Well said!

Quality Management is a key knowledge area in PMP® Certification exam. For more details visit http://goo.gl/U4Rtez

Emotional intelligence (EI) and its effect on Management

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Many of us are familiar with AI [Artificial Intelligence] but what is Emotional Intelligence? And its relevance in Management, especially people management? One respondent quipped ‘ego’. Though not entirely off the mark, it addresses just an aspect. Look before you leap; right. Do you think before acting?

Emotional intelligence (EI) is a term used to describe the ability of an individual to recognize their own and other people's emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behaviour [courtesy: wiki].  The term EI gained recognition in 1995 and thereafter evolved as a model, namely ability and trait model.

So far we have studied human behaviour, but seldom self-behaviour consciously. As individuals, we often introspect about our actions, and those who dig deeper to understand emotions and then associate with actions to adjust and adapt are better as decision-makers states studies.

How effective as Managers? More than anything and anywhere, Emotional Intelligence most needed when negotiating with a colleague or peer or team or superior. Man exhibits myriad emotions. To handle and navigate needs successful soft skills for our decision ought to be rationale, objective and holistic. In a chaotic world with its cacophony like – snarls created after caught in traffic jams or embroiled in a heated exchange - it can be anything trivial to most trying of circumstance. Conflict is common occurrence but the choice to respond rest with us. Calm, collected and composed even in the wake of a storm can’t be seen in everyone. It’s a calling at a very high level and hence those who EI is way above are really adept in adjusting response/reaction and revel at interpersonal relations. The ability to recognize, relate, identify, empathize with others plight, connecting with others, commendable communication and control crisis are typical traits. In other words, high Emotional intelligence (EI) proves very effective in man-Management.

Emotionally intelligent leadership are recognized by strong sense of self-awareness whereby that can detect one’s emotion and direct appropriate response mechanism. That call is critical. As highlighted above how we choose to respond is always our choice. Failure to manage might prove to fatal to one and all involved. Develop skills to be aware and evaluate the emotions of others, so as to react suitably to the situation. Leaders’ hallmark lies in this reception/response that has a direct impact on gaining confidence enhance performance, Employee retention to total satisfaction. They speak less and listen a lot. Not hear but listen to understand the underlying emotions. The tone, tenor, language, gestures gives scope to study and gauge emotions.  Leaders always choose the words and measure before delivery – again in the right tone and tenor. These are exceptional skills to anticipate and in some case pre-empt – emotional intelligence is all about this and such Leaders prove to be remarkable in management.

It might sound new to some or even niche, but make no mistake - only the fittest survive.  Emotional intelligence is treated as a critical factor in assessing your management skills complementing human capital [education, certification] and fitness aspects.  Yes, very much!

Project Managers are expected to have a high emotional intelligence, as important and credible as the Project Management certification. One is a testament about your psyche and other about education, expertise and experience.

Please visit our http://goo.gl/IRCmJz to know more of our offerings.

HR are Humans (Not from Mars)

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One of my close associate failed to show up for work – very unusual given his propensity to be punctual and as the days dragged on, strangely there was no sign of him. His mobile wasn’t reachable. His absence made me shiver with apprehension. A week later, he did report – to quit and be gone for good. I slumped on my desk and the lump in my throat just choked me. Why? Why? “My health mate. Docs scanned, said this and that, none of which I understood other than surgery”. As an act of solidarity “what can we do to help you?” He wasn’t himself. With that tired look, unenthusiastic and awful body language “pray if you can. I have to meet the HR”.

After the meeting he came straight to me “HR is asking to serve the notice period. I have to board the train by noon. I came to hand over my papers and walk out and all he is concerned is about notice period‟.” His agony and anguish, in the given circumstances, was unquestionably understandable but for the time served he hardly understood or got to know better of HR.

I am very close to HR as we discuss everything under the sun and sometimes the stars and galaxies too. He is a good-hearted guy but with a stoic face that betrays emotions or rather he hardly expresses and reserves a smile especially dealing with official matter. So when my close chum came out disheartened and disconsolate, little did he know that the HR empathized with his plight personally but discharged his duties professionally? The HR would later confide with me “I feel sorry for that guy, but if I came across as cold-hearted, I just can’t help it. I am paid to win heads  and meet your needs. It’s strictly business.” What a character! His benevolence is blanked out like that thick fog on a wintry morning and what comes to the fore is akin to a policeman on a beat - Strict and stocky.

This is not to be dismissed as delusion because dealing with humans can be far more complex and conversations, if gone haywire, can become catastrophic.

I, serving in any capacity, always advocated promoting a culture where everyone can question and be questioned. “Give them what they want and get what you want‟- will avert grudges and grumbling within. There is discord and discontent, as disturbing, could prove detrimental and that’s where HR has a larger role to play in leveling the play area.

Of course, I have been fortunate to mix and mingle with some fabulous HR personnel. And continue to do so…….

PROJECT HUMAN RESOURCE MANAGEMENT is one of the 10 knowledge areas in area in PMP® Certification exam. For more details visit http://goo.gl/U4Rtez

Why do Projects Fail?

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It’s a generic question but with specific answers.  It can be a half-baked cake or badly-burnt dish or unfinished construction or a software gone haywire. Whilst the main reasons attributed are scope, schedule, execution or implementation, the causal analysis always reveals that the failure in capturing the business requirement is the root cause of all failures. It’s not that vendors are to be blamed; sometimes clients themselves can’t define precisely the requirements and hence find Agile handy to tweak requirements and vendors too believe it’s the best way to earn the client’s confidence and all stakeholders are on the same page. It’s all hunky dory and everyone goes home happy.

Fact can’t be far off from fallacy. At every sprint if the scope is touched, it constitutes a creep. Waterfall will readily admit it as a change request but Agile will accommodate.  It’s a subject in itself to deliberate about waterfall and Agile methodology but for now let’s get back to the topic: why do Project Fail? Communication Gap. The Business Requirement Document from the client is the feed which is passed and a complementary Software Requirement Specification document mapping each and every requirement is prepared by the vendor. If proper scrutiny and vetting is done at this stage, there would be no need of Gap Analysis document, which inevitably would be scripted sooner and the Impact Analysis document as well. Why is the need for these documents when BRS should suffice? Firstly BRS suffices? In most of the cases, the answer is a resounding NO. Is it possible  putting to print all the finer details when only the outline can be conceived and then dwell deeper to mine information and incorporate into the document? Corporates spend much time in identifying the need before the solution, and it’s a disaster when the cart is put in front of the horse when a solution is sought before the need, with its nuances, can be transcribed.

We have seen constructions completely demolished and rebuilt because the plan doesn’t match with the work-under progress and hence scrapped and sketch is revisited. The million-dollar question would be is it possible to put everything on the paper before releasing as Project requirement? Yes and no.  It would call for a tremendous vision to envisage the final product, and usually thought-through and prototypes built as per the sketches. And despite that vendors fail on their part to deliver – as committed  at cost on time for reasons as enumerated above. While the blame-game can be played all day, if only the communication was open, clear and concise, much ado about mishaps and mismanagement can be mitigated or methodically brought to closure.

You might be interested in checking out our PMP or PRINCE2 courses to know more about managing a project. http://goo.gl/U4Rtez

MANAGEMENT STYLES

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Coercive Style – This style in Project Management is possible when the Project Manager is technically and functionally knowledgeable enough to give  detailed direction to the team. Though there is not much risk to the project in this style as the Project Manager has all the details to the last very point, many may not agree with this style. As the solution is provided  by Project Manager, team may lose interest after some time with this kind of practice. In this style of project management, there is no or less chances for innovation. This style will fit in some mission critical projects in water fall methodologies, however this may not go well with Agile methodology as everyone should own the responsibility and accountability of the delivery made by the project team.

Authoritative Style: In this style, Project Manager gives the direction to the team however team has space to come up with the solution and implement the same. Project Manager has complete vision of the project and helps the project team to understand the vision and let them to execute the same. In this style, project team gets assistance and guidance. In this case project Manager needs to have very good functional and some technical expertise to exercise this type of management style.

Affiliate Style: In this style Project Manager is more friendly with the project team and also takes care of the needs including the career goals and personal needs. In most cases, when the team has right set of technical and functional skills where the team needs very less guidance from the manager on the project delivery this style will fit aptly.

Democratic Style: In this style everyone in the team has a say in the project execution and planning. In this case, to arrive at the proper project plan, it takes longer time as everyone in the team involves in the planning and at times its very hard to come to a conclusion when more than one people have different opinion.

Coaching Style: Any Project Manager is required to play the role of coaching at some point in time of the project execution. This too comes along with democratic style where project manager encourages the project team even in their times of failure. This skill/style is more required when the project team is inexperienced and needs more hand holding.

We have gone through the different styles of project management, and its clearly visible that we may need to exercise different styles at different phases or times of projects. Depending on the complexity, maturity of the team, stakeholders, we have to decide what type of style would best suit the need of the hour.