Wednesday, April 13, 2011
I was talking with a friend recently and an old story popped into my head. I was working for a large organization and was the project manager for a notoriously tough client. The client, we will call Barbara, was known for constantly complaining, never being pleased, and generally difficult to deal with. At the time, my incentive package included a customer survey. I met the category of my incentive if I received an overall rating of 4 or 5. Barbara was widely known for distributing a 1 or 2 overall score. There is a large percentage of survey respondents who would rarely give a 4 or 5 based on the feeling that nobody is ever perfect!
In the first meeting, I openly told Barbara that I would be distributing a survey at the completion of the project. The survey would ask for ratings in several categories including an overall rating. I asked Barbara directly, "My goal is to have you be satisfied to the point that you feel compelled to select a 5 on the survey. Can I ask you, what constitutes a 5 in your mind?" She was perplexed. She asked me what I meant. I continued, "Given this project and what we are trying to accomplish, imagine you and I are now meeting for the final review and I have just given you the survey. In order for you to select a 5, what would the end look like?" She thought further and started to name things that she felt would be important. The first thing she said is that she wanted to be completely satisfied. I dove in deeper. "Barbara, while I want you to be completely satisfied, we need to define that into terms that can be measured. Such as stating we need to be on budget. If we were to come in over budget by 5%, would that be a 5?" She said no. I asked her what would be a 5? She thought further. At the end of the meeting, we had a list of defined objectives that could be measured. We both agreed that if the objectives were met, then I could receive a 5 on the survey. A couple of examples were:
- Budget: To achieve a 5, the budget must come in under the amount documented. If it goes over at all, it is a 4 and every 10% over will reduce the score further.
- Time: All tasks within the scope of control would be completed within the timeframe documented. If more that 10% of tasks run late, the score will be a 4. For every 10%, the score will reduce further.
There was a definition applied to each score on the survey. During the project, the software that was purchased and installed did not function as it had advertised. We were installing the hardware and then rolling out the package after the software had been delivered. Many tasks were late, but those that ran behind were outside of the scope of my control. There were also some new things, just like in every project, that the client had discovered, changed, or decided they wanted during the project. We completed the work, but due to the multiple software errors, the project felt clunky. It didn't flow very well. There were many issue resolution calls and lat nights. At the closing meeting, I presented the survey to Barbara. She proceeded to state that she would follow her pattern of circling 1's and 2's. I then went back to the definitions that we had agreed upon and showed the facts of the project. According to our definitions, I deserved a 5 on all categories. We discussed why she was thinking the 1's and 2's and each reason was something that came up well after she had defined success. While these items were items that we could address on the next project, it would be unfair to rate us against criteria she hadn't thought of until later. She agreed and circled all fives. She listed in her comments that she was unhappy about a few things but realized that they were not things that were directly attributable to me or my organization.
When the survey was turned in, I immediately received calls from many levels of management inquiring how I could have gotten her to turn in a survey saying that she was completely satisfied. I told them that it was simple. I asked her to define what a 5 was and then held up my end of the bargain. In the end, she held up hers. The next time I worked with her, she had new and tougher definitions of what constituted a 5, but we both were clear on what had to be done to achieve the rating. To this day, she is still a reference for me.
The reason I wanted to share this story is that we often list project success and failure in ambiguous terms: on time, on budget, within scope. I have taken the technique that I learned and now apply it to projects. I ask the sponsor to define what a 5 would mean. There are always issues and things outside of our control. This technique is a good one to start talking in more realistic terms as to what success really means.
Keep marching forward!
Monday, April 4, 2011
It is what it is. This is one of my favorite statements. I teach project managers that they should always reveal the truth and believe in the concept of "it is what it is." No amount of sugar-coating or truth bending can shade the fact that the project is where it is. It may be behind budget, it may be late or doing very well. No matter what, the project manager should always tell the truth. This statement seems to get questioned the most. In a recent seminar, I received the question "Telling the truth is often considered 'being negative' or 'not a team player' even with data. How do you get past that?" Fantastic question! I get past that with my mindset.
I truly believe that with the right time and resources, a project manager can accomplish anything. In the 1960's, John F. Kennedy stated that we would put a man on the moon, which at the time was only accomplished in science fiction. We have accomplished that feat. There were many failures before success, but we did it. Computers today are more robust and cheaper than they ever have been. We would have never dreamed that 25 years ago. That being said, I have the mindset that we can accomplish anything, given that we have enough time and resources. If I have the proper mindset, then the message that I am delivering to my sponsors or stakeholders takes a different spin. If I say, "That date is impossible unless I get three more resources," then likely that is perceived as negative. However, if I state it as "We have analyzed what you want and found a way to deliver it successfully. I need three more resources, but we can deliver," it takes on a different connotation. I try to never say no. Instead, I try to say yes with conditions. It is the same statement. One is negative and one is more positive.
Being a stakeholder on many projects, more often the project manager approaches me with why something can't be done versus the data of what is necessary to accomplish the task. Remember that in your next negotiation. Instead of telling a sponsor why it is unlikely to achieve success, tell them how to achieve it. I often hear "we can't, we don't, it is unlikely" instead of "here is what I need for success." It is all about mindset and approach. If you establish the proper mindset, it can be very freeing. In fact, you are more likely to achieve success by asking the question of "how can we meet this objective" instead of "why will this objective fail?" It is human nature to grab the negative and roll with it. It takes practice and optimism to grab the positive and enable it.
I know that most project managers have been taught that they own a project from start to finish. Ownership and accountability are two different things. The reality is that project managers do not own the budget, timeframe, or scope. They enable them. Therefore, a project manager should never say no. They should say, "absolutely we can get that done, here is what we need." Try it. You might like it!