Superman's Paperboy

With the release of Superman Returns this week, I'll share the following revelation about my personal encounters with Brandon Routh:  Way back when, I was once his paperboy.  More truthfully, I was his parents' paperboy.  Ron and Katie Routh lived less than a block away (a stone's throw, by Iowa terms) from my childhood home in Norwalk and their house was on my newpaper route.  So before the rest of the world was able to see him in tights, I saw him in diapers (Note to Brandon, his agents, his lawyers, and his publicists:  Don't worry, there are no pictures to sell to the tabloids).

I've been following with interest the commentary being made about Brandon with his breakthrough role in one of the summer blockbusters.  Adjectives like humble, vulnerable, down-to-earth, level-headed, and shy come up frequently.  It's not surprising.  Growing up in a smaller Iowa town, whether it's the suburb of the capital city or out in the countryside, has a tendency to provide one with a sense of balance.  Being around Iowans all my life, I've come to appreciate the no-nonsense, no-frills approach to life that's at the core of most of the "natives."

Brandon's parents, Ron and Katie, are truly the salt of the earth.  All of the adjectives that have been used to describe Brandon are easily traceable to his parents.  Katie (or should I say, "Mrs. Routh") was a substitute teacher for my classes from time to time.  His dad worked in maintenance for a client of mine.  When I was on that consulting assignment, Brandon's star was just barely becoming visible on the radar screen, and his dad (in the same shy, vulnerable way) wasn't sure what to make of his son's plans but at the same time appeared very proud of his sense of direction and his determination.  My memories of both Ron and Katie are those of very solid, hardworking, humble, honest people.

Brandon, if you're reading this:  Congratulations on knowing how to "Carpe Factum"!  You've done well and you've earned the accolades.  Maintain all of the great things people are saying about your character now, and you will hold the title of Superman for a long, long time... both inside and outside your acting career.

Technorati Tags: Superman Returns, Brandon Routh, Norwalk, Iowa, Ron Routh, Katie Routh

Mind The Gap

Wow.... London was incredible!  I've accumulated enough information on British History to blog examples of project management and office politics for many posts to come.  The monarchy has nothing on modern-day corporations when it comes to running - or ruining - an organization (be it a Medieval land, a not-for-profit, or a huge conglomerate).

My wife was an incredible tour guide, packing in the truly must-see events and activities into 10 days.  I teased her a lot about the "vacation death march" but the trip would not have been the same without her knowledge of where to go and how to get there.

Speaking of how to get there, there was a sign on the London Underground to "Mind The Gap."  It's all part of a safety campaign to get people to pay attention when entering and exiting the train.  (Another thing I liked about the Brits; in America, we'd simply say "Caution!" or "Watch Out!"  They're much more polite about their admonitions.)  Of the millions upon millions who ride the subway each year, there were 53 injuries last year.  Not a bad average, but still not good enough for those managing "the tube."

Upon closer inspection, "mind the gap" is really more of a life philosophy than just a simple subway safety sign.  Each of us is someplace in life, and we're all probably trying to get somewhere else.  The gap is the distance between those two.  Failure to mind the gap means missed project deadlines and overdrawn budgets.  Failure to mind the gap also means unaccomplished goals and ignored dreams.

For Londoners, the Underground is so second-nature that many of them don't even notice the gap... "minding" it is almost thoughtless.  Still, when somebody doesn't mind the gap, it can mean a subway line is down for hours and the other lines are clogged due to the overflow.  For those of us on life's journey, ignoring the gap comes with other consequences like missed opportunities and failed projects.

"Mind the gap."  Not a bad lesson from a subway station.

Technorati Tags: london, underground, tube, mind the gap

Across The Pond

My apologies for not posting more this week.  You see, I've been transported to a parallel universe since Wednesday and am trying to make heads-or-tails out of it.  Well, that's partially true.  I'm "on holiday" in London right now, and not being the travel hound, I'm figuring out a few things fast:

• The "tube" subway system is very logical to navigate
• They all say "toMAHto here and if you say "toMAYto" they look at you like you're from a parallel universe
• The "look both ways before you cross the street" admonition from Mom applies doubly over here
• London is a city of paradox:  old yet constantly reinventing; traditional yet trendy; relaxed yet bustling; utilitarian yet glitzy
• I have no future as paparazzi:  one sighting of the Queen only yielded an average photograph of her backside.  What self-respecting magazine will buy a picture of Her Royal Highness's rear entering her car?
• Make sure your carry-on luggage includes essentials for two days... especially if you're flying Northwest

There will be other lessons as well, but for the most part, it's been a wonderful adventure and a much needed get-away for the wife and me.  Will keep posting as I have time.

Technorati Tags: London, Tube, Holiday, Lessons Learned

The First 100 Days

People are always measuring a president by what he completes (or says he will complete) in his first 100 days.  Well, I've been blogging for 100 days as of today.  Here's what I've accomplished:

Written dozens of posts that have challenged me to think, create, proact, and react

Read hundreds of posts that have challenged me, haunted me, teased me, angered me, inspired me, scared me, embraced me, amused me, and shook me.

Met great people like Lucia Mancuso, Patti Digh, Michael Krigsman, Phil Gerbyshak, Scott Berkun, Hal Macomber, and Steve Farber.  We're all on the same path, but we pick out different scenery to enjoy.

Fortified my relationships with people like Delaney Kirk, Mike Wagner, and Mike Sansone.  The inspiration they bring to my blogging and my life is without comparison.

It only seems fitting that I end my first 100 days from a quote from JFK's inauguration speech (the mantra of Carpe Factum):

Technorati Tags: Lucia Mancuso, Patti Digh, Michael Krigsman, Phil Gerbyshak, Scott Berkun, Hal Macomber, Steve Farber, Mike Wagner, Delaney Kirk, Mike Sansone, 100 Days, Carpe Factum

Cause Without a Rebel?

It's been a while since I visited Scott Berkun's blog, so I thought I'd meander over and catch up on some posts (yeah, yeah, I know, Mike Sansone will be blasting me later for not using a feed reader to do this).

I really didn't like what I saw, though, on the last post.  He starts out well enough by referencing Anil Dash's post:  A Malcolm and a Martin.  The Cliff's Notes version for those who don't want to link over there is that you need both a radical and a rational to truly effect change.  Somebody to stir the pot and bring attention to the issue, and a calming force to bring logic and grace to the situation.  Sort of a good cop-bad cop mentality.  (Dash also mentions ego as a hindering force for change, something I've also commented on here.)  And Berkun disagrees, taking the "kindler, gentler" approach to getting attention for change.  Now, I'm all for civility, but I really think that's where US business has gotten itself into trouble.  We have too many people who only want to be "nice" at the expense of being "radical."  Dash is right... it's not either-or... both roles play a part in balance with each other.

In projects and in life, you need those people who will challenge the status quo with reckless abandon.  And you need those people who will calmly assess the status quo against the proposed changes, analyzing and logically weighing the alternatives to provide solutions.  It's about balance, but it's also about tension.  Both Malcolm X and Martin Luther King Jr. did a lot for the Civil Rights Movement.  And one has to admit that there was synergy - intended or not - between their approaches.  Was there tension between the two camps and philosophies?  Sure.  Did that tension undermine their effectiveness?  Hardly.  The projects I've observed that have been the most controversial yet successful are those who have the PHE (Passionate Hippie Evangelist) factor, the person who stands on the desk and yells "O Captain, my Captain!"  Granted, you can be a radical without being rude or violent (which may have been Berkun's point), but you need to have the passion and the fire in your belly or you can kiss the change good-by (if it was ever a change WORTH fighting for in the first place).

Berkun is in the process of writing a book about innovation.  I hope he clarifies this issue before he publishes.  History's great innovators were revolutionary radicals, people who put their professional reputations on the line to stand up for what they believed....  noted scientists, authors, and entrepreneurs.  (Note to Scott:  If you're reading this, I'm not trying to "pick a fight."  Maybe we agree and are just using the same terms in different contexts.  I invite you to help me better understand your position.  After all, that's what blogging is about, right?)

Lastly, there's a term for those who work on projects without radicals, who have a cause without a rebel:  Zombie.

Technorati Tags: Scott Berkun, Anil Dash, Mike Sansone, Malcolm X, Martin Luther King Jr, Project Management, Innovation, Passion, Radical, Rational, Change Management, Tension, Balance

Last Stop on SPARTA Trip: ACCOUNTABILITY

We've had quite a project rescue and recovery trip through SPARTA this week.  To get the full context of these points, I welcome you to read Race Through The Forest.  To recap,

• We STOPPED all work to regroup
• We set PARAMETERS around the recovery work effort
• We identified and documented ASSUMPTIONS and risks meaningful to our recovery
• We tagged relevant ROLES based first and foremost upon skill sets
• Lastly, we planned and estimated the TASKS that were important to our recovery effort

So what's left?  The most important piece:  ACCOUNTABILITY (the last letter in the SPARTA acronym).  Former U.S. President Harry S. Truman had a plaque on his desk that said "The Buck Stops Here."  Unlike almost every president we've had since, Truman understood the key element of his role was accountability.  No excuses.  No whining.  No finger pointing.  No spin-doctoring.  It ended with him (are you paying attention, Clinton and Bush???!!!).  When I am managing a project, I tend to keep reporting simple.  I provide all of my resources with a 2-3 week look-ahead report (on a weekly basis) so they know what is coming up.  I also publish a "late task" report.  That one single report lets EVERYBODY know what tasks are late and who is responsible for those tasks.  When I say "publish," you can translate that as the corporate equivalent of shouting it from a mountain top.  Every relevant stakeholder knows what is late and who is accountable.  It's an objective yet powerful motivator to get tasks done on time.

Sometimes accountability can take a simpler tone, though.  Last month, Steve Farber posted a great story about a Sleep Country delivery driver.  His take on accountability provides lessons for all of us.  When I'm in a restaurant, I tip my server based on one primary issue:  how well did they keep my beverage glass full.  That is truly the one thing that I know they are wholly accountable for.  Simple follow-through.  It's really not that hard.

Well, folks, I hope you've enjoyed this trip through SPARTA as much as I have.  Good luck recovering and rescuing your challenged projects.  Carpe Factum!

Technorati Tags: Project Rescue, Project Recovery, Project Management, SPARTA, Race Through The Forest, Harry S. Truman, The Buck Stops Here, Accountability, Steve Farber

SPARTA Trip: TASK(Master)

In rescuing a failing project, eventually a new project plan needs to be constructed.  TASKS (the 'T' in SPARTA) need to be defined (or redefined).  In building a project plan for a project rescue, tasks will probably need more scrutiny than they were given the first time.  There is a lot of skeptism regarding the ability of the team to execute the project successfully.  Your recovery team's credibility is on the chopping block, as well as your reputation as project manager.

The project went into failure mode for a reason, and I'd be willing to bet that the reason had to do with lack of planning the first time around.  Therefore, it stands to reason that a solid project plan will help your project recovery flourish (rather than flounder).  Some general guidelines to consider for constructing tasks this time:

1. Start each task with an action verb (examples:  test, build, write, meet, analyze, construct).  This ensures that there is action associated with each task.  Task names like "requirements document" tell the reader nothing.  What are you doing to the requirements document that requires time and resources that is relevant?
2. Sequence tasks logically.  Agree upon dependencies.  Know the constraints (i.e., testing must complete before year end).  Identify lag and lead times.
3. Estimate tasks sensibly.  No task should ever run longer than two weeks duration.  If it does, break it down to something more granular.  Similarly, on work effort, no task should be more than 40 hours for a single resource, 100 hours for multiple resources.  Otherwise, your tasks are being defined too broadly, and the last 5% of the task will take 95% of your time.
4. Use the logic discussed in the previous post on roles to assign resources.
5. Spend time with the resources to level the plan.  Make sure than no resources are unduly overworked or underutilized.  Review task estimates for feasibility.
6. Baseline the plan.  Don't put all that time and effort into building a plan without putting a line in the sand.  A project plan baseline will also feed into the final recovery step:  Accountability.

The new project plan must inspire faith in the stakeholders that this will be the last time this project will need to be in recovery mode.  A lot of credibility is on the line here.  Carpe Factum!

Technorati Tags: Project Recovery, Project Rescue, SPARTA, Project Management, Project Planning, Tasks, Dependencies, Resources, Estimates

SPARTA Trip: (Stop, Drop, and...) ROLES

Jim Collins' brilliant assessment of getting the right people on the bus before you take off is so applicable to projects as well.  I've seen projects that are poorly staffed from the beginning, making even the best idea with unlimited resources become nearly impossible to achieve.

At some point during your project recovery effort, you're going to have to figure out who can help you get from despair to glory, the ROLES (our 'R' in SPARTA) to get on the metaphorical bus.  However, whenevery you talk about staffing projects, there's a pretty straightforward laundry list of activities to consider (these apply whether you're recovering a project or just planning it for the first time):

1. Role Title and Skill Set - What do you need to have accomplished?  Do you need a Java programmer, an Agile tester, a RUP analyst, or an Excel guru?  (DO NOT LIST NAMES YET!!)
2. Experience Level - this can be variable (new, intermediate, advanced or number of years); just express how well a resource has to perform in the role or if you're willing to accept a little on-the-job training
3. Secondary Skills - Does your programmer need to have meeting management skills?  Does your business analyst also need to understand MS Project?  What additional skills will make this person more well rounded to fit your project needs?  Are these additional skills non-negotiable or are they nice to have?
4. Availability - Will this person be needed full-time, half-time, 3 hours every other Friday?  Provide a ball-park estimate.  Task planning will fill in the details.
5. Names - NOW you can begin assigning people based on the other criteria.  Beware the traps of WUHOTs and GLCTs.  I've been on a few projects where the level of drama and dysfunction kept anything productive from happening... and I wasn't allowed to vote the trouble-makers off the island.

These people will be crucial for your next step of developing the tasks for your project plan.  The cast may change once your plan is developed, but the investment of time to ensure you have the right people on the bus will be crucial for your recovery success.

Technorati Tags: Project Recovery, Project Rescue, Good to Great, Jim Collins, SPARTA, Project Roles, WUHOT, Project Management

SPARTA Trip: ASSUME (the position)

At one client site, there was another project manager who was working on an imaging system implementation.  Most of the imaging infrastructure was outsourced to the vendor, and the project manager was there to ensure that the requirements and standards were in place and that the data structure was ready to interface with the new imaging system once it was installed.

One day, the vendor called the project manager with a very pertinent question:  What version of Oracle (the database at that client site) would be in use at the time of implementation?  The client was currently on Oracle version 7, and the imaging vendor wanted to know if they would be upgraded to Oracle version 8 by the time the imaging system was installed six months into the future.  The project manager hunted down the first "techie database dude" (I believe that was his actual job title) and asked him which version of Oracle they would be on in six months.  He did not tell Techie Database Dude why he wanted to know, nor did he mention any pertinent information about his inquiry.  Being a somewhat confident and self-assured individual (which sounds better than arrogant and cocky), Techie Database Dude ensured our project manager that they would be upgraded to Oracle 8 in six months.  Project manager then informed imaging vendor of that piece of news.  He never wrote it down anywhere.  He never informed anybody else that these conversations took place.

The project progressed in green status for the next six months, both sides moving toward a smooth implementation.  Then the imaging vendor showed up, ready to install.  Guess what version of Oracle the client was using for their database?  The project went from status green to status red (bright flaming red with fire engine sirens blaring in the background) overnight.  Executives were livid.  And the project manager had egg on his face.  Lesson Learned:

Undocumented assumptions reincarnate as excuses

It may seem like a mundane task, but when you are in project recovery mode, ensuring that everybody's ASSUMPTIONS (the first 'A' in SPARTA) are laid out on the table before you venture into recovery execution is critical.  People already have a lot of assumptions (many of them unspoken) about why the project failed in the first place.  Analyze them.  Debate them.  Document them.  Use them as a springboard to identify project risks.  Revisit them often.  Undocumented assumptions are killers, and will have you backpeddling with excuses faster than a politician caught with his hand in the cookie jar.  A violated (and undocumented) assumption, as our earlier project manager friend can attest, will put you in a very uncomfortable position.

NOTE:  Facilitating a "risks and assumptions" identification meeting is very challenging.  Many people do not want to vocalize these things... some out of ignorance, some out of fear, some out of a malicious desire to see the project fail again.  I'll discuss this in a future post.  For now, Glen Alleman of Herding Cats has a great post on a one-minute risk assessment that can be easily extrapolated to assumptions.

ANOTHER NOTE:  None of the processes within SPARTA need to be treated linearly.  If you want to delay assumptions until after the recovery plan is laid out, or if you want to document assumptions over the lifespan of your recovery effort, that is great.  Whenever you decide the time is right, then do it.

FINAL NOTE:  When writing assumptions, I encourage project teams to write them as positive statements rather than negative statements (which I save for risks).  Examples:

• "We assume all resources will have the correct skill sets and be available as needed (per the project plan)" as opposed to "We assume we won't lose critical resources"
• "We assume the technology is compatible with our infrastruture" as opposed to "We assume nothing will break"

Technorati Tags: Project Recovery, Project Rescue, Project Management, SPARTA, Risk Management, Assumptions, Glen Alleman, Herding Cats

SPARTA Trip: PARAMETERS (Avoiding The 666 of Projects)

OK, so with all the hullabaloo about the re-release of The Omen on 6-6-6 (clever marketing, regardless of the quality of the movie), it stands to reason that somebody should take to task the Damien of project management, the demon of Carpe Factum, the true 666 of accomplishment:  Scope Creep.

Like Damien, Scope Creep starts out cute and cuddly.  That sweet, innocent little "oh, while you're at it, why don't you just...." (you can fill in the blank).  And then the demon reveals his little 666, which is why you're now in project recovery mode.  The bodies are piling up faster than the average horror flick remake, and you're left to fight the beast.

The silver dagger for slaying scope creep in a project recovery mode is pretty simple:  PARAMETERS (the 'P' in our SPARTA acronym).  Set some firm boundaries while everybody is alert to the fact that you are rescuing this project from the jaws of Satan.  Tell exactly what is in scope and what is out of scope.  Document it (preferably on parchment scroll... in blood, if necessary).  Since you are in project recovery mode, there will be a lot of uncertainty.  Slay that beast here and now and make it clear to all concerned what is (and is not) going to be addressed as you complete this project.  Ambiguity is not your friend.  You're already perched precariously on the balcony... don't let the little beast come along and knock you off.

(My apologies for the shameless exploitation of a major media event and countless pre-millennialist religious icons to get the point across about project management and project recovery... this one was just too easy to resist.  I promise to be back to my angelic self tomorrow... snicker... giggle.... OK, maybe not.)

Technorati Tags: Project Recovery, Project Rescue, SPARTA, Project Management, Parameters, Scope Creep, 666, Damien, Omen, Mark of the Beast, Silver Daggers

SPARTA Trip: STOP (in the name of love)!!!!!

Once upon a time, there was a Human Resources/Payroll system implementation project that was scheduled to last six months.  Eighteen months into this 6-month project, the project manager resigned "due to health reasons."  My client assigned a functional team manager from IT as the new project manager, and hired me to serve as her project controller/mentor to ensure that

1. she was successful in her new role
2. the project completed in a reasonable and timely fashion (translated:  get it done quickly and correctly or your butt is on the line)

We inherited a fiasco.  The vendor wasn't playing nice and wasn't delivering on their promises.  Certain members of the project team were working overtime to the point of severe burnout.  Others were taking opportunity to use the chaos to go on in-office vacation.  Management was pressuring all of us to deliver something... FAST!  So, we did what any logical project leadership would do in that situation.

We stopped everything.

That's right, we stopped all "work" on the project for two weeks so that the critical stakeholders could be pulled into a war room to identify and plan the remaining work, sequence it out, estimate it, assign resources, etc.  The regrouping worked.  We baselined the project recovery plan at 1:30 AM on May 1 (the day of the next Steering Committee meeting).  We estimated that the project would deliver on August 12 (it actually delivered on August 13 - without consequence - because IT had a silly little rule that programs could ONLY be put into production on one night of the week).  Why the four month success after 18 months of chaos?

From page 103 of Race Through The Forest:

"STOP is just as it implies," started Barry.  "All work on the project should cease while the project stakeholders regroup.  You wouldn't expect a surgeon to operate on a car wreck victim if he or she were still attempting to drive the damaged vehicle.  They would need to be taken from the accident site to the hospital where the doctor has the tools to diagnose the problem and help the patient to heal and recover.  The same principle applies to projects.  Assuming you are hiring a new project manager, which is generally a good idea, this person needs time to assess the damage and figure out what to do next."

Stopping a failing project to regroup takes courage and conviction.  There will be pressure to "dam the torpedoes, full speed ahead."  Politely, yet firmly, avoid that temptation.  Giving in to the demands of executives (who very well may have contributed to the culture of project failure) will only compound the chaos.  You will be grateful you paused, reflected, analyzed, and regrouped.

Technorati Tags: Project Recovery, Project Rescue, First Step, Stop, SPARTA, Project Management, Race Through The Forest

A Trip to SPARTA

In my last post, the topic of "recovery vs. flush" came up with respect to projects.  The decision to flush a bad project, while not easy, can bring relief to those who suffered through it over the months or years that it staggered along.

But what about project recovery?  What happens when you decide that the growing stink-bomb is actually salvageable?  In the book, Race Through The Forest, the Epilogue of the fable actually covers the topic of rescuing a floundering project.  As with many issues that need to be quickly and easily remembered, this one also involves an acronym:  SPARTA.

• Stop
• Parameters
• Assumptions
• Roles
• Tasks
• Accountability

The next few posts will be dedicated to reviewing what do to when rescuing the project that's on life support.  SPARTA this time of year should make for a fun trip.  Hope you'll come along.

Technorati Tags: sparta, race through the forest, project rescue, project recovery, project management