'Resurrection' is life....Well, hold on!....I am not being philosophical...atleast not at a level that i will start giving you dictums of wisdoms. But i can definitely share with you something that i am absolutely sure all of you must have faced and experienced ( or something similar) somewhere in your personal/professional life.
Somethings things go great and sometimes they don't...that's just life...
And when they dont, that is when it becomes a cause of concern. Be it a Project worth 1000s or millions of dollars or be it your pefectly planned weekend getaway gone awry.
So professionally, to manage these situations, we have this breed of specimen called 'Project Managers' - whose job is to ensure things stay on track. Project Managers ensure that the project are run and executed smoothly, Projects meet their set goals and objectives and we all achieve and even overachieve our targets.
Examples of Awry
Personal
In our personal lives, say, we buy a house, we start to pay our mortgages diligently and then somewhere down the line, we miss a payment due to something unforeseen - a medical emergency, a job/family situation, mortgage plan changes etc, we start spiraling down the Rabbit hole.
Professional
Imagine a situation when you are on a project that is just not going the way as planned, the reports are all pointing that things have started to go wrong and it is time to raise the red flag....Hopefully you find this, before the Captain asks to abandon ship.
So what do we do when things start spiraling the path it was not meant to be...a Project down on its knees...
A Policy Admin implementation which kicked off with a much held fanfare and furore but suddenly somewhere down the way failed to keep up.
I have been a part of such a project which i will say, is a classic case study for this article. This project was a 3 year - multi Million dollar Enterprise level P&C Admin apps Setup project. It was a new organization entering P&C business that had engaged us for a policy, billing and claims solution setup....Successfully execution would have made the careers of many a people on the project, not to mention the benefits to the client, if it had met the roadmap timelines.
Initially things went well as planned for a few months then we started missing deadlines, good resources were leaving the project, client was having 2nd thoughts on using us as successful partners. It came to such a point that our consulting Org was threatened with a liability lawsuit, as we had risked the client's plan of going live with its new programs and products in a new market that would have really given them a competitive edge.
How did we come out of this mess.
First Things First
First we calmly took stock of where were on the project
- We had all our key stakeholders, responsible parties together. Tried to understand and outline how and where things went wrong.
Once we know the 'what' and 'why's, we decide to focus our energies positively, be constructive and stay away from the blame game as it was not going to help anyone....we remained focused and started to work on 'how' to fix the problem.
Come up with a plan to go from point A to point B
We had regular meetings with the Stakeholders and finally arrived at a consensus on what needed to be done
In your case, it may include things like,
Timeline changes
- Extending the project timeline
Scope changes
- changing the work scope to fit the timeline
Resourcing changes
- Lining up your A resources to get the job done, shuffling resources per competencies
Cost and budget changes
- Increase project budget
Unthinkable option
- Dumping the project altogether. Sadly, this happens in many cases when you are on a time bound project and you completely miss it.
Once you have the plan ready, make sure to dot your Is and cross your Ts. Have an executive summary of your plan ready. This will serve you 2 purposes, you will need it to convince your project sponsors that you are taking the necessary steps to get on track and the funding should continue.
Also this presentation will also help curb the project level noise, if any. You can use the same presentation with maybe a little tweaks for removing your team fears on where the project is going. Proper communication within Team is absolutely essential.
Later on, when things get back on track and project completes successfully(i am sure!...), remember to have a lessons learned session with the whole Team so we learn from our mistakes and future run is a lot smoother.
One of the major takeaway for our project case was, have regular status reports, meetings set that will highlight slippages right at the onset.
Summary
So all in all, as they say...'stuff happens'...It is all about how do we separate the men from the boys and get our act together and make sure all of us march towards the common goal of a successful project implementation.
Let me know if you all agree or have a different perspective, input on things based on your experiences.
Showing posts with label IT Mentoring. Show all posts
Showing posts with label IT Mentoring. Show all posts
Monday, December 2, 2013
Tuesday, February 12, 2013
Training, Coaching and Mentoring-I - The Basics
"Practice makes a man perfect"...But before practice comes - getting knowledge (or trained) in your area of choice....
To achieve excellence in any field you need to start with Training and Guidance,...followed by your Hardwork, dedication and gradual experience.
In today's competitive world, nothing comes easy....To gain an entry and make your mark in the favorite field, it has becoming increasingly difficult.
This article is for all those who are trying to enter the IT field or are looking to gain experience in their favorite area of work.
In one of my projects, I had a colleague who was an excellent integration developer and a solutions architect, but somehow he felt his calling was being a business analyst.
Then there were those who were Insurance business domain experts and want to try their hand at Project Management, based on their leadership qualities.
One of my colleagues from India recently got married. His wife was from the IT background back home, but had stopped working for past few years. Now she wanted to restart her career. I sat with them to see where her skillsets and background would fit, so she could contribute her knowledge and grow professionally and personally as well.
I gave them my two cents and that somehow led me thinking to this blog article and maybe a few subsequent few to follow. Bear in mind, i can only write about areas that i am know of.
So coming back, here are the steps i advise to my friends who are planning a change in their area of expertise or planning to gain more exposure to their favorite area of work
Analyze your interests - strengths and weakness
- Helps you gain insight on what you can do and need to work on. Builds your focus areas
Plan for the area of work
- Systematically find mentors or someone who can coach you, guide you and point you in the right direction
Gain systematic knowledge and exposure
- Gain knowledge, experience and real time exposure which is key.
Confidently march towards your dreams
- Last but not the least...go get'em tiger....
All the above steps are very important because once you have the requisite knowleldge and exposure, it helps boost your morale and confidence when you go for an interview.
If you are new to the IT Industry or going to enter a specialized Industry like IT for Insurance, it is always to your advantage to have some project background.
In the next few posts i will try to give some guidelines on some specific areas of work like Project Management, Business Analysis, Insurance basics, Packaged solutions for Insurance etc..so keep reading..
Also, please let me know your comments and feedback
To achieve excellence in any field you need to start with Training and Guidance,...followed by your Hardwork, dedication and gradual experience.
In today's competitive world, nothing comes easy....To gain an entry and make your mark in the favorite field, it has becoming increasingly difficult.
This article is for all those who are trying to enter the IT field or are looking to gain experience in their favorite area of work.
In one of my projects, I had a colleague who was an excellent integration developer and a solutions architect, but somehow he felt his calling was being a business analyst.
Then there were those who were Insurance business domain experts and want to try their hand at Project Management, based on their leadership qualities.
One of my colleagues from India recently got married. His wife was from the IT background back home, but had stopped working for past few years. Now she wanted to restart her career. I sat with them to see where her skillsets and background would fit, so she could contribute her knowledge and grow professionally and personally as well.
I gave them my two cents and that somehow led me thinking to this blog article and maybe a few subsequent few to follow. Bear in mind, i can only write about areas that i am know of.
So coming back, here are the steps i advise to my friends who are planning a change in their area of expertise or planning to gain more exposure to their favorite area of work
Analyze your interests - strengths and weakness
- Helps you gain insight on what you can do and need to work on. Builds your focus areas
Plan for the area of work
- Systematically find mentors or someone who can coach you, guide you and point you in the right direction
Gain systematic knowledge and exposure
- Gain knowledge, experience and real time exposure which is key.
Confidently march towards your dreams
- Last but not the least...go get'em tiger....
All the above steps are very important because once you have the requisite knowleldge and exposure, it helps boost your morale and confidence when you go for an interview.
If you are new to the IT Industry or going to enter a specialized Industry like IT for Insurance, it is always to your advantage to have some project background.
In the next few posts i will try to give some guidelines on some specific areas of work like Project Management, Business Analysis, Insurance basics, Packaged solutions for Insurance etc..so keep reading..
Also, please let me know your comments and feedback
Wednesday, May 18, 2011
Manage Stakeholder Expectations
Many things have been written and said about Managing Stakeholder Expectations. This is one of the most difficult tasks a project manager has to perform throughout the life cycle of the project depending upon the type and number of stakeholders involved. Essentially what may mean as a 'perfect and successful' project to the project manager, may turn out to be a complete disaster in the eyes of the stakeholders.
During Concept Phase:
A Project is conceptualized when the stakeholders or project sponsors meet and layout the project idea. Objectives and goals are set at this stage and a project is born. Once it has taken a definite shape and the ball has started rolling and the project progresses from the concept or initiation phase to design, construction, testing and finally delivery and closure. At every stage, we, as Project Managers have to manage stakeholder expectations.
Every stakeholder comes from a different arena or a different functional area and therefore has different definition of success. Hence it is very important at the onset, to make sure all stakeholders are on the same page and are driving towards a common goal. This is achieved in the Project Kick off meeting. The project sponsors or the ones who had laid the project high level objectives may not be the only ones who are the actual stakeholders that are involved with the project, as the project progresses you will find the number of stakeholders and actual representatives may also vary.
So, from the initial requirement sessions you may find that the stakeholders that get involved are deviating from the ground rule and are asking for something that is not in project scope or not inline with the general project agenda.
This may happen due to various reasons,
1> Stakeholders not clear on the Project Objectives
2> Need some understanding wrt different project areas or how projects are executed.
It is the job of the Project Manager to make sure these risks are addressed at proper time by proper planning.
Example:
Coming to an insurance industry example of this scenario,
say the project deals with integrating your Policy-Claims administration system with a Contacts management software and during the stakeholder meetings, the discussions lean towards tweaking and tuning of another dependant 3rd party interface - CMS upload for medicare.
Agreed, the 2 items may be related, but that does not definitely mean that the other interface is to be handled in this project scope (Unless that is the way the project has been scoped out).
To handle this situation make sure the project objectives are strongly and succintly communicated to the stakeholders that we are integrating to a new contact management software and this may mean some changes associated to some middleware bridge to make the other contact dependent interfaces work as expected, with minimal to no impacts. This lays a ground rule and restricts the deviations that may otherwise happen.
How to:
Major steps to stakeholder management in any project large or small are,
Step 1:
Conduct Stakeholder interviews:
- Study your stakeholders - their roles, who they are - organizational positions, their project roles - e.g. sponsors, end users, business SMEs, what they do? How would they influence the project outcome - completely understand their 'needs' and 'beliefs'? All this can be managed by having a 'Stakeholder map'.
- Know them wrt likes, dislikes, project expectation etc
Step 2:
Stakeholder Communication:
This is the most important thing in any project. I cannot stress on how important is this factor to guarantee a project success.
- Involve your stakeholders in all stages of the project right from initiation.
- Try to understand the project objectives from the stakeholders perspective. What does it mean to them by project success/failures/key painpoints etc? Let them define this in their own terms.
- Familiarize them with project financials, give them an overall project picture by having regular project status report meetings. In these meetings, make sure you concentrate on areas that are important to the stakeholders rather than delving into your project management methodologies and bravado stories.
- By effective communication and holding them accountable to project realities in times of project changes we can definitely and successfully manage stakeholder expectations. Remember Stakeholders and Project Sponsors have as much vested interest in project success as everyone.
During Concept Phase:
A Project is conceptualized when the stakeholders or project sponsors meet and layout the project idea. Objectives and goals are set at this stage and a project is born. Once it has taken a definite shape and the ball has started rolling and the project progresses from the concept or initiation phase to design, construction, testing and finally delivery and closure. At every stage, we, as Project Managers have to manage stakeholder expectations.
Every stakeholder comes from a different arena or a different functional area and therefore has different definition of success. Hence it is very important at the onset, to make sure all stakeholders are on the same page and are driving towards a common goal. This is achieved in the Project Kick off meeting. The project sponsors or the ones who had laid the project high level objectives may not be the only ones who are the actual stakeholders that are involved with the project, as the project progresses you will find the number of stakeholders and actual representatives may also vary.
So, from the initial requirement sessions you may find that the stakeholders that get involved are deviating from the ground rule and are asking for something that is not in project scope or not inline with the general project agenda.
This may happen due to various reasons,
1> Stakeholders not clear on the Project Objectives
2> Need some understanding wrt different project areas or how projects are executed.
It is the job of the Project Manager to make sure these risks are addressed at proper time by proper planning.
Example:
Coming to an insurance industry example of this scenario,
say the project deals with integrating your Policy-Claims administration system with a Contacts management software and during the stakeholder meetings, the discussions lean towards tweaking and tuning of another dependant 3rd party interface - CMS upload for medicare.
Agreed, the 2 items may be related, but that does not definitely mean that the other interface is to be handled in this project scope (Unless that is the way the project has been scoped out).
To handle this situation make sure the project objectives are strongly and succintly communicated to the stakeholders that we are integrating to a new contact management software and this may mean some changes associated to some middleware bridge to make the other contact dependent interfaces work as expected, with minimal to no impacts. This lays a ground rule and restricts the deviations that may otherwise happen.
How to:
Major steps to stakeholder management in any project large or small are,
Step 1:
Conduct Stakeholder interviews:
- Study your stakeholders - their roles, who they are - organizational positions, their project roles - e.g. sponsors, end users, business SMEs, what they do? How would they influence the project outcome - completely understand their 'needs' and 'beliefs'? All this can be managed by having a 'Stakeholder map'.
- Know them wrt likes, dislikes, project expectation etc
Step 2:
Stakeholder Communication:
This is the most important thing in any project. I cannot stress on how important is this factor to guarantee a project success.
- Involve your stakeholders in all stages of the project right from initiation.
- Try to understand the project objectives from the stakeholders perspective. What does it mean to them by project success/failures/key painpoints etc? Let them define this in their own terms.
- Familiarize them with project financials, give them an overall project picture by having regular project status report meetings. In these meetings, make sure you concentrate on areas that are important to the stakeholders rather than delving into your project management methodologies and bravado stories.
- By effective communication and holding them accountable to project realities in times of project changes we can definitely and successfully manage stakeholder expectations. Remember Stakeholders and Project Sponsors have as much vested interest in project success as everyone.
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