Teamworking: wishing you peace and happiness at Christmas and in the new year.

Just over 4 weeks ago I went into an NHS hospital for a hip replacement. I was stunned by the efficient and effective way I was treated, and how quickly I was discharged to go home – 30 hours.  What really struck me was that the staff were working together as a team, despite the usual NHS pressures, and I was treated as a human being, not  a number.

Has that  stayed the standard? Well, not quite – when I went to see Outpatients Physio, the handover and integration were less slick and integrated.  After, I felt less comfortable both physically and mentally than I had done. My GP surgery has done a lot to balance that out though, whipping out a couple of undissolved sutures at less than 24 hours notice.

Teamworking is something that makes everyone involved feel better, which directly and indirectly boosts performance.  I spend a lot of my time building up team behaviour in the early days of the projects I lead as I know the investment will repay huge dividends.

So why is it that the wreckers and tearers-apart are in the political ascendancy? People are feeling under pressure, for whatever reason, and this forces behaviours towards the extremes of the build up/split apart spectrum.

War is a major pressure, obviously. I’ve just finished reading a reference work on the British invasion of Madagascar during the Second World War, and it revealed to me the huge political impact of individuals’ relationships; Churchill and de Gaulle couldn’t get on together, which led to decades of Anglo-French acrimony after the was was over, and the UK’s delayed entry to the Common Market. Churchill didn’t trust the Vichy regime to stand up to Germany and Japan and stay truly neutral, leading to tragic events like the shelling of the French fleet at Mers el Kebir and the consequent vicious fighting by the Vichy French forces against the UK and its allies.

However, we are not at war, and the UK hasn’t had to fight a war locally within the lifetime of many people.  It’s something that others fight and suffer through – we just have to pay taxes to support our forces. The paradox is that the apparently despised EU, with NATO, has reduced the level of military conflict in Europe almost to zero as more states appreciate that membership means stopping fighting their neighbours and minorities.

Are we just bored with peace and prosperity? In 1957, just 12 years after the end of WW2, the PM, Harold Macmillan, had to rally the country and remind them that most people had never had it so good, following 6 years of war that bankrupted the country and 12 years of austerity.

People are often quite bad at comparing where they are now with where they were in the past, and are disillusioned they don’t have everything they could possibly want, when in reality nearly everyone has FAR MORE now than when I was growing up.

According to Oprah Winfrey, “Be thankful for what you have; you’ll end up having more. If you concentrate on what you don’t have, you will never, ever have enough”

At this time of year, with the awful prospects facing the word from the “votes of hate”, and the very real  fighting destroying the lives of so many, please relax for a moment, think of everything you have achieved in your life, and decide whether you can step back from our society’s obsession with accumulating yet more money and possessions and focus on working with people in peace and harmony as teams.

Oh – and stop buying newspapers. They lie to make money, and make you miserable and dissatisfied without any basis. You won’t find anything in the papers praising the NHS!

 

Deadlines – the great motivators

I went to “Joint School” on Friday, our local pre-surgery induction for hip replacement patients.  I came away really fired up with all the things I need to get done before I go in for surgery in 2 weeks.

So what is it that this deadline has triggered?

  1. Priority – I now have a list of things that must be done, a list of things that should be done, and a list of things I’d like to do.
  2. Focus – I’ve immediately cancelled all the “nice to haves” that require significant time and distract me from hitting the deadline
  3. Timeliness – I’ve already done lots of things that I’ve known needed doing for months but kept postponing due to “high priorities”
  4. Energy – I will be the one to suffer if I don’t hit the deadline, and  I’ve discovered that lots of “huge” tasks have been finished pretty quickly and easily because they have to be done now, rather than shuffled off into the future
  5. Personal effectiveness – because a change is BETTER than a rest. Swapping to another task when I run out of steam re-energises me while doing something useful

Setting deadlines is a key skill in project management, and if done well can stimulate the team very powerfully.

Are deadlines always so effective?

Well, no. Deadlines can be hugely demotivating when:

  • They are not real – they have been created by an executive or manager to “motivate” the team
  • They are too tight:
    • perhaps they are labelled “stretch” but failure to achieve them is unacceptable
    • perhaps they’re simply impossible
  • They are too far in the future:
    • breeding complacency and indolence
    • relying on staff to create their own interim deadlines and motivate themselves
  • They are too abstract – the team can’t relate emotionally to hitting or missing the deadline, so their energies are not tapped into.

Ensuring these do not happen is the responsibility of business leadership, portfolio and programme management, and a critical requirement for such leaders is to have their fingers on the pulse of reality, and occasionally lift their noses from Excel spreadsheets and abstract numbers.

Over the last few years I have seen 2 glaring examples of deadlines being set without a sound justification for considering them viable, then the leaders going ballistic on being told, when the feasibility studies were completed, that the targets were not achievable.

The other end of the spectrum is as bad – many years earlier, I saw a project team that had been set up 6 years before the regulatory deadline, and had spent 5 years making very limited progress. This demanded a huge effort to rescue the project at the last moment

Business leaders need to think very hard about using deadlines to motivate teams – they can work very powerfully both towards success and right into failure!

The Elephant in the room – delay in project start

Isn’t it frightening that we take delays to project start so much for granted that we don’t recognize one of the most common causes of “failure” in projects?

Over the last 2 weeks I’ve been talking to many project professional, at the University of Manchester, in a major construction company and at the recent APM conference on Risk Management at Alderley Park (which was excellent, by the way).

We were all discussing the things that go wrong with projects, but the startling point that everyone was making is that late project start against an agreed plan is the most common problem, and that it usually threatens project success before it even starts.

It’s bad enough when the start date slips and the end date matches it, as the context of the project has changed (summer becomes winter, resource is redeployed while waiting etc) but what is even worse is that the target date often slips less than the start date, if at all.

As project professionals, we give realistic estimates for the cost and duration of our projects, only to find that we have to do most of them more quickly with less resource, in more demanding circumstances.

Late starts to projects are not a project management failure, they are a commercial issue, and project managers rarely have any influence over this, but we have to do the best we can and are accused of failure if we fail to do the impossible.

This is due to poor accountability within organisations – if Procurement were held to account for delaying the start of the project  and its consequent failure,  instead of being measured on penny-pinching and trying to squeeze out the last penny on price, things might get better. The cost or project delay needs to be understood and measured, and commercial teams held accountable.

None of that helps the project manager, of course. I’m currently working up my thoughts on this as part of a new programme for the University of Manchester and some industrial clients.

 

 

Coaching project managers – light at the end of the tunnel?

There are 2 wonderful things that have happened to me this week.

The first is that my car key turned up 3 days after I lost it – and it still works after sitting in the wet grass next to our drive for all that time!

Much more importantly, I explained about project management coaching on Monday to a senior manager in a large organisation, and  they agree it’s a good thing and they should have it!

After my previous post on why it’s such good value, it was great to be heard.

Attending  a session at the BCN on Situational Leadership (Ken Blanchard’s work) recently, provoked a discussion last night with a friend and colleague who’s a highly-qualified coach. This revealed a potential issue with the term “coaching” itself, in terms of attracting customers for coaching PMs.

In Blanchard’s model, Coaching is the name given to the quadrant where both direction and supporting behaviours are high i.e. the “coach” is both encouraging the “coachee” to do what they can better, but also provides advice and direction to ensure the job gets done. With 30 years experience, this is where I operate; part consultant, part teacher.

However, many schools of coaching thought do NOT operate in this quadrant, their coaching is non-directive, and falls in Blanchard’s “Supporting” quadrant, with high levels of supporting, and no direction. Confusing, isn’t it? This might be OK for CEOs, but is of limited value to accelerating project success through better-performing project managers. If I thought coaching would be non-directive, I wouldn’t buy it for PMs.

Labels have huge power, terminology is always a risk – the benefit of many methodologies is simple to provide everyone with a common language – and the area of coaching and mentoring is particularly fraught.  I even coined a new term for my offering, but no one understood that either.

It’s important to power through the misconceptions to deliver a true picture;

Report card: C- must try harder!

Hope for the best, plan for the worst – the art of contingency planning

Recent events in UK government suggest that no one seriously expected there to be a majority vote for the UK’s exit from the EU. There doesn’t appear to be any Government plans for the withdrawal of the UK from the EU ready to swing into action. It seems likely that no one in the Brexit camp had really thought through the consequences and requirements  of exit, and the Government was firmly “Remain”.

Contingency planning is an uncomfortable thing to do, as it’s about thinking through things you don’t want to happen – “thinking the unthinkable”. That doesn’t mean it doesn’t have to be done, though, because when things do go wrong, it’s often too late to work out what to do. In developing business continuity plans for one organisation, they realised that one system was so efficient, and so difficult to reintegrate any manual working, that if it went down they would wait more than a month before invoking any contingency actions. Another organisation’s disaster recovery plans, when audited, revealed that  no one would be able to do anything for 4 days, then could start to operate again in the DR site – this was swiftly changed!

Thinking through things that might go wrong, in a realistic way, requires imagination and planning, and is incompatible with working hard on the day job. It takes skilled facilitation and time out, but most importantly a refusal by the leadership to accept a shrugging of shoulders. A system I delivered to the NHS underwent 3 disaster recovery tests before the client was confident, and we’d already ensured that it met the SLA with a 200% safety margin. The system (NHS Direct website and symptom checkers)  hit the SLA level within 5 weeks, much to everyone’s astonishment, leaving us with the warm feeling that we’d addressed that contingency.

Perfect Planning Prevents P**s Poor Performance!

We can continue to watch the current comedy in wonder.

 

Simple or complex? The dilemma

Lysanne Currie’s editorial in the April 2016 issue of “The Director”, entitled “Keeping it Simple”, cites a TED talk by Harvard’s Professor George Whitesides, highlighting that the vast majority of people crave simplicity, and it’s mainly academics who relish complexity and emergence.

The article goes on to promote strategic simplification as a strategy to achieve great results, pointing to Sacha Romanovitch of Grant Thornton as a leading example of its success. My personal experience of this was at Centrica, where they executed a complete U-turn from acquiring multiple brands and business to divesting the AA, Goldfish and One.Tel UK to focus on British Gas.

This doesn’t mean being simplistic in your thinking, though. Churchill famously apologised for writing a long letter as he had no time to write a shorter one, and Lysanne quotes Steve Jobs; “Simple can be harder than complex. You have  to work hard to get your thinking clean to make it simple”.

Problems are often complex, and the reality only emerges with time and progressive analysis. The whole of Chaos Theory is about understanding how simplicity generates apparent complexity. When people are involved,  we need to add emotion, contrariness and sheer malice into the equation too.

Solutions are where the benefits of simplification really come in – solutions must be “sold” to, and applied by, many and so must be easy to communicate. Given most people’s need for simplicity, it becomes essential to present the solution as simple, even if it is complex.

There is a process here:

  • probe complexity and emergence during the investigation of the problem, to ensure you get your understanding right
  • invest time end effort to simplify the solution, making it robust
  • If the simple solution doesn’t match “the way we do things”, seriously consider changing the way things are done too

Trying to keep it simple throughout by simplifying the investigation and analysis of a problem creates a grave risk of getting it wrong. There is a sad trail of government initiatives that have had diametrically the opposite effect to that desired, not least government borrowing going UP under the last government.

Embrace complexity, but make it sound simple :o)

 

 

Agile – the way forward for projects?

One of the biggest flaws with the traditional “waterfall” model of software development is that the customer requirements are only validated at the end.

Of course this reveals two types of flaw in the documented requirements:

  1. They were simply wrong/inadequate in the first place
  2. They have been overtaken by events

This is particularly obvious in long defence projects like the F35 replacement for the Harrier, or public vanity projects like the Millennium Dome and Scottish Parliament Building.

Much of the cost-overrun of big projects results from the delays and rework costs of enhancing the finished product to meet the newly-clarified/revealed requirements.

So – if you get the requirements right and build to meet them right first time, the project will stand out as being cheaper than normal. The Rion-Antirrion Bridge in Greece is a fabulous example of getting it right first time, and Cross-rail is looking good too.

The huge strength of the Agile approach is that it validates requirements as it goes along, by integrating end users into the development team, and for software development projects this is great (with a couple of caveats). This means that Agile projects have a tendency to be more successful and better value for money.

So is it a no-brainer? Should we do all projects as Agile?

Agile isn’t necessarily cheaper – the Rion-Antirrion Bridge wasn’t Agile, and there are Agile projects that have gone badly wrong.

In my experience, the Achilles heel of Agile is that if the fundamental requirements are not adequately understood at the start, the wrong “architecture” of the solution can be selected and only when a lot of time and effort has been invested does it become clear that you’re on the wrong horse. Swapping horses in mid-stream is difficult and risky, and usually hugely expensive, so the pressure is on to struggle on and make do with what you’ve got.

I prefer a multi-stage approach with rigorous feasibility assessments in managing major strategic projects, where the architecture is really sorted out first. The Rion bridge needed to be tackled as a single entity, because that is the way it functions. Picking the wrong ERP system crippled the business and IT strategy of a FTSE 100 company, leading to a complete U-turn in its IT plans.

Agile approaches have some real benefits, but need using with care, and must not be used as an alternative to thinking the problem through first.

Are you really listening to what I am saying?

Are you really there? Did you really hear what I said?

When I worked for PA Consulting, I underwent an extensive training programme, and one of the key skills hammered into us was Active Listening, and the reminder for that was “2 eyes, 2 ears, only 1 mouth”.

It’s much too easy not listening, with your head full of your own thoughts – we all need to practice listening all the time.

Source: Are you really listening to what I am saying?

People make it ALL happen

Saw this article on people performing, posted on LinkedIn by Duane Lawrence of EMIS Health. It reminded me of the last time he and I worked together – launching the new NHS website with its hi-tec symptom checkers. We were very short on time, with a deadline half of that originally allowed. We had a complex set of contributors to manage, and an external supplier that completely screwed up (fortunately the contingency plan was already being tested!) and just enough budget.

How come we still succeeded beyond anyone’s expectations?

By forging a team across all parties  that:

  • wanted to succeed
  • knew individually what they needed to do
  • were respected for their contribution
  • were flexible in their thinking and work (no jobsworths)
  • worked together to win together

The technology was advanced, the solution innovative, and the targets demanding, but teamwork by highly-motivated individuals pulled it off.

A great achievement by a great team!

If you like my posts, please tell your friends and colleagues!

What Really Makes Change Fail?

This post by Steve Barlow intrigued me: I think he has some great insights, and the idea that we are not “change fit” is a new idea for me.

I agree completely that people are usually delighted with change they see as an improvement e.g. mobile phones, the Internet, on-line shopping, Sunday shopping etc (though you will find people who hate all of these things). Forcing change on people, when they don’t see the benefit, fear they will be worse off and don’t see why it should happen, quite naturally falls far short of a no-brainer!

I like the idea, though, that even desirable change fails because of mental flabbiness!

Looking at the metaphor Steve offers; I know why my New Year’s resolutions fail – the pain of changing my lifestyle in the short term outweighs the long-term benefit (no pain, no gain). It never ceases to amaze me the obsessional self-sacrifice it takes to become an Olympic athlete – how do they do it?

I think there are 2 key factors:

  • They invariably have a coach who eggs them on and sets just-achievable goals
  • They are able to visualize success in a very realistic way – what it will feel like to mount the podium and collect their gold medal – and how they will win – every move, muscle twitch, metre of track etc

Coming back to business change, what can we draw from the parallel?

  • I believe that project leaders need to act like coaches, encouraging the team and setting challenging but achievable goals
  • I believe that project leaders must support all stakeholders in understanding and feeling the benefits of the objective, explaining how they will get there and soothing fears of the unknown

These are 2 very different skills sets – planning and communication, but both are clearly essential for success in my experience.