Succeeding in the Project Management Jungle_8

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242 AVOIDING PITFALLS IN THE FIVE KEY PHASES OF A PROJECT I have seen this type of information presented over multiple days with large collections of individuals involved. I have also seen it presented in cursory form only to management. What I suggest as the most effective way to use these data is to have a key managers meeting (you and your project staff of key functional managers) to discuss, in an open, trusting way, what was learned. This might be a meeting of two to four hours’ duration. When the team has its collective arms around the key messages, then have a meeting with the division manager’s extended staff, and present the lessons learned with recommendations to that group. Leave no skeletons in the closet. This is the time to highlight what needs to be fixed. Project Pitfall: The Two-Boat Shuffle I have observed an interesting phenomenon toward the end of every project I have ever worked on. Unless a plan is created a priori to deal with the phenomenon, virtually everyone on the project begins to plan when he or she can best move from the current project to the next assignment. The image this brings to mind is that of a person with one foot in each of two boats that are unpredictably wobbling around in the water. The person has to decide the exact second to move from the first boat to the second boat to avoid being left behind or, worse yet, falling into the water. Actions You CanTake To keep your team focused on finishing the project at hand: > Be aware that your team members are thinking like this. Work this issue early, and communicate frequently. > To generate a downsizing plan, start meeting with your key managers, and possibly with their teams, to drive the process. Your project team cannot possibly be working efficiently if it is worrying about which boat to commit to! American Management Association • www.amanet.org CLOSING 243 Ensure Personal Growth The most valuable asset that many technology companies have is their intellectual capital, which is just a snooty way of saying their people. So why don’t companies spend more time in the post-project period ensuring the personal growth path of at least their most desirable employees from a retention standpoint? “It is your job to manage your career,” might be the answer of some companies. That, of course, is shortsighted. A great software designer can manage his career just fine at any one of several other companies that do basically the same work. Keeping him in your company should be everyone’s goal and doesn’t require that much work. Create a downsizing plan with an eye toward your own personal growth, as well as that of your key functional managers and the rest of the team. I realize you may have to work with, through, and around the HR people (they can also help!) and that most of the team are not your direct employees. Make it work, anyway. Project Pitfall: Now Let’s (Not) Go Change the World Your project is over. It was a hard fight, but you were successful. You shipped the desired deliverables to the customer when they were promised, maybe only slightly over budget (no one minded), and your team worked well with you the whole way. The project was a real feather in your cap, and you feel good. Remember the lowly 30 to 50 percent project success rate we discussed in Chapter 1. Perhaps you are the only project leader in your organization who truly succeeded. Now is the time to watch out! Ever hear of hubris? This is not the time to go try to change the entire world. Actions You CanTake Just remember a few things and you should be fine: > > This is an ongoing process of learning. Continue to apply your people-based approach to your projects. American Management Association • www.amanet.org 244 AVOIDING PITFALLS IN THE FIVE KEY PHASES OF A PROJECT > > Be humble. Maybe you were somewhat lucky this time. Don’t be arrogant and act like a know-it-all expert entitled to give advice to everyone because you are so smart or because you have the answer. Case Study: The Path Less Taken There are two approaches to project closing: (1) cut and run, and (2) efficiently closing the project while helping the organization learn and people thrive as they move forward. Standard Approach Ravi’s approach to closing the project is to spend as little time and effort as possible, to cut and run. Ensure Personal Growth Month 16 of Planned Eighteen-Month Project Ravi Meets with His Key Functional Managers Sand Shark Conference Room “So, we agree then.” Ravi looks around the room. “We cannot let anyone go to Beta Grande, except for a few of the poorest performers, and they won’t want them.” They all nod in satisfaction. Later that day… Ravi Talks with Sharon Narvon, Project Leader for BTC’s Newest Project “That is correct, Sharon. We have only these ten or so people we can release at this point. We are behind. I am sure you understand that.” “But, Ravi, we are not ramping up properly. And these people you are releasing do not help me.” She pauses. “Ah, this is . . . what is the word? Disgusting. Yes, that is the word. You are disgusting me. We will not get a good start because you are late. This never stops in this company.” She pauses again, waiting for Ravi to speak. He says nothing. American Management Association • www.amanet.org CLOSING 245 “I will talk to Deborah.” Sharon sighs. “Perhaps she will see reason.” Ravi laughs slightly. “Go ahead. If she takes the people we need to finish, then I will have an explanation for why we are late.” “Yes, what you say is probably true. And then BTC suffers.” Ravi says nothing. Properly Close All Project Activities and Capture Data for Organizational Learning Month 20 of Planned Eighteen-Month Project Ravi Meets with His Key Functional Managers Tilapia Conference Room “We will close them all, except for support. I will open a new department number for ongoing support. You may all charge that department for the rest of the month. After that, your own department will have to carry you until a new project assignment comes up. I want to see an immediate ramp-down plan for the rest of your people. None of them on the charge numbers after next week.” Bennett (never Ben) Lee looks hard at Ravi. “Thanks for holding onto everyone for so long. My best designer left for Intel last week because she was afraid she would miss out on Beta Grande.” Lance nods. “I’ve lost a couple of folks, too.” Ravi has no sympathy for them. “We lose some people, we get some people. This is how we run our projects. You know this. Quit your grumbling.” “How about postmortem?” Jiao Lee, the design assurance manager, asks, interested in fixing some of the problems for future projects. Zev Cohen, verification manager, and Rajesh Kumar, DFT manager, nod vigorously. Their functions will benefit enormously if recurrent problems are fixed. Ravi shakes his head. “This will be minimal. We have no money for doing a big song and dance about what went wrong. Follow the corporate procedure, spending as little time as you can. We will cover it in a staff meeting sometime.” American Management Association • www.amanet.org 246 AVOIDING PITFALLS IN THE FIVE KEY PHASES OF A PROJECT Ensure Personal Growth (Again) One week later … Project Conclusion, Two Months Late Ravi Meets with Sebastian Sebastian’s Office “We were lucky to finish two months late, Sebastian.” “That’s not how management sees it, Ravi. They are taking a hard line on missing market windows.” Ravi is incredulous. “So, what are you saying? After working my ass off for almost fifteen years, working a hundred hours a week on Alpha Omega, and getting it done by hook or by crook, I am to be punished?” “You still have your grade, your pay rate, and your options plan. You can use a little break, anyway. What’s to worry? Getting back into design, running a small team will probably be fun for you. More time for your family.” Ravi just stares at him. “My family has learned how to be busy without me. And the rest of the staff, my functional managers?” Sebastian shrugs, then breaks eye contact and looks out the window. “Don’t worry about it. Most of them are on Beta Grande, one way or the other. No one comes out ahead when you are late. It’s the new world order.” Ravi follows Sebastian’s gaze. He sees nothing that reassures him. TACTILE Approach Sheila’s approach to closing the project (as shown below) is quite different from Ravi’s. Her approach is better for her people and better meets the needs and expectations of her organization. Properly Close All Project Activities Month 16 of Planned Eighteen-Month Project Barracuda Conference Room Sheila looks out at the group. “This week we start a new agenda item.” She pauses to let that sink in. “We are going to spend a few minutes, no more than about thirty each week, talking about American Management Association • www.amanet.org CLOSING 247 transitioning the project to conclusion: shutting charge numbers in a logical and thoughtful way; planning the post-project—which I call postpartum, by the way—properly; and figuring out what to do with all of us after the project. Questions?” She patiently answers all their questions, snide comments, and cynical asides. Ensure Personal Growth Month 17 of Planned Eighteen-Month Project Sebastian’s Office Sheila and Sebastian look at each other. “That’s it, then?” Sebastian asks with satisfaction. “Yep. These people can go now, and the ones on the right can go on the dates you see. We are pretty much finished with them, as long as we can get them back if there is a major problem.” Sebastian hesitates and says, “Yes, you can trust me on that, Sheila.” She looks at him. “I know. Now, moving on to the next item.” Capture Data for Organizational Learning One week after project tape-out (finished design sent to manufacturing)… Postpartum Planning Meeting with Key Functional Managers Barracuda Conference Room “You all have what you need to finish your post-partum onepagers, right?” Sheila surveys the room visually. Everyone nods, even Bennett and Lance. Jiao, Rajesh, and Zev are beaming. Sheila smiles. “Good. Next week we will share them with one another. That will be the longest agenda item for our staff meeting. The week after, we will talk about cross-functional issues. Then, the next week we will have a two-hour meeting with Mark and his staff to review our findings. Make sense?” Everyone nods. Ensure Personal Growth (Again) One month after project tape-out… American Management Association • www.amanet.org 248 AVOIDING PITFALLS IN THE FIVE KEY PHASES OF A PROJECT Sebastian’s Office “You’re sure this is the role you want, Sheila?” Sheila nods vigorously. “Organizational coach for the project leaders and staff? What kinds of career progression can that enable?” “The ones that are good for me, where my interests, passions, and talents intersect with a need BTC has.” Sebastian nods flatly. “Sure, I can see that we need this. But you are going to meet a lot of inertia, some passive and some active resistance.” He looks at her. “Unlike on Alpha Omega, you mean?” Sheila asks, smiling. Sebastian grins at her. “That’s right.” “That works for me. Now, moving on. Here is where we were last time we talked on the rest of the functional managers. Most of them are already on Beta Grande, have been for various amounts of time. Now, about Bennett. I have just the job for him . . .” TACTILE Analysis I will forgo a detailed discussion of each of the seven characteristics here in favor of a look at the big picture. At the end of this case study, the divergent approaches have led to vastly different results, both for the project and for the teams. Ravi is lost in his task list, driving his team with little empathy. He doesn’t view his approach as anything bad. His lack of transparency, his ham-fisted way of trying to hold people accountable, and his overall poor communications skills do not drive trust with any of his key stakeholder groups. If asked, people who work with him closely every day would quite possibly agree that he is an honest guy just doing his job. They probably like him. But that isn’t good enough when you are leading teams of people, interacting closely with customers who may be far away, and with management that may be distracted but still demands results. Ravi has poor people skills. Many technology companies do not truly value these so-called soft skills. I hope that you now see that these skills are in fact vitally important. The business results American Management Association • www.amanet.org CLOSING 249 that Ravi generated are about par for the course. The project is late but finished. The people have new jobs but continue exhausted. Management, possibly not very good at the right kinds of leadership itself, desperately seeks someone who can generate different results with the same old approaches and culture. We can have so much more. Sheila may seem like an impossibly wonderful person, made up by this writer to illustrate what to some of you are squishy concepts too abstract to be useful in the real world. But I know many people who try to manage this way. Organizations just don’t seek them out enough for the kinds of project leader jobs we are discussing, preferring so-called technical experts, who fall short in so many other ways. Sheila displays transparency and seeks to establish accountability and to communicate clearly in all her efforts. She builds trust with her customer, her management, and her team. All of this is based on her personal integrity. Her leadership style is what experts increasingly are suggesting as the right kind of leadership. Her business results are excellent. She finishes on time without burning out her team; she plans well for their future, enables organizational learning, and closes her project effectively and efficiently. I think TACTILE Management will help you do the same. American Management Association • www.amanet.org This page intentionally left blank PART V: Living Well in the Project Management Jungle American Management Association • www.amanet.org This page intentionally left blank CHAPTER 12 “From Chaos Comes Creativity, from Order Comes Profit” a Tuesday night like any other. A light burns inside a beautiful Tudor-style custom home on the edge of the Northwest Hills in Austin, Texas. Inside, yet another busy knowledge-worker team project manager finishes up his work for the day, an e-mail of congratulations to his team on making its most recent milestone. In response, he receives an e-mail of appreciation from Dave, his supervisor, before he signs off. Down the hall, his two children slumber away. Five and three years old, they are the light of his life. He glances inside their room as he walks toward the master bed- IT IS 9:15 P. M ., 253 American Management Association • www.amanet.org 254 LIVING WELL IN THE PROJECT MANAGEMENT JUNGLE room. Happily, he remembers the tickets in his wallet for Saturday’s upcoming performance of “Elmo on Ice.” As he opens the master bedroom door, he sees his wife reading in bed. She smiles as he comes into the room. “Got some energy left for me?” she asks. He nods and grins back at her. He turns his cell phone off for the night as he changes into his sleepwear. He has a planned call with his Asian customer for 5 A.M. Since the project is doing so well, he expects it to be the usual short pro forma call. The quotation used as the title of this chapter comes from Robert I. Sutton’s blog, “Work Matters,” for March 1, 2010, at www.psychologytoday.com. If you recall all the way back to the beginning of Chapter 1, you may remember a similar fellow caught up in the chaos, with very different results. Our friend in Chapter 1 had no time for his family; he was working around the clock and still couldn’t seem to produce the desired results. Follow the TACTILE Management approach, and the satisfying and profitable results described at the beginning of this chapter will be yours—even on the exact same projects that would have driven you to distraction had you done them the same old way. TACTILE Management is not a new process in the fashion of Agile or Lean. Sadly, business too often today seems to demand quick answers that can be used like some sort of medicine to solve all the organization’s problems. The thinking seems to be “Send everyone to a class, get them a colored belt, and your organization will be fine, too.” These quick-fix approaches don’t work because they don’t change the culture and they don’t work through people’s expectations. TACTILE takes a different view. TACTILE Management is a toolbox of approaches to apply no matter what process you are using. They are successful because they work through people and their needs, wants, and desires. Let’s briefly go through the toolbox. First are the seven characteristics discussed in Chapter 2 that form the philosophical base of TACTILE Management: transparency, accountability, communication, trust, integrity, leadership that drives needed change, and execution results. These are the values American Management Association • www.amanet.org “FROM CHAOS COMES CREATIVITY, FROM ORDER COMES PROFIT” 255 that drive my actions, and I believe that the right values can help you succeed. But what, if any, role do values play in business, or is it just cutthroat every person for himself? If so, where does that Darwinian approach actually get you? Does it work in the long run? Does it lead to real success? In the past few years, we’ve seen a lot of very public examples, in the world of finance, in the car industry, and in others, where the lack of these values—transparency, accountability, communication, and other TACTILE characteristics—has led to some epic downfalls. Second is the Expectations Pyramid, discussed in Chapters 3–6. Most project managers spend too much time focusing on the technical aspects of the project and try to control the project through the traditional triple constraints of performance, schedule, and cost. They essentially ignore the people aspects of the project or relegate them to “touchy-feely HR issues that we don’t have time for.” TACTILE Management adds the expectations of your customer, management, and team as three people-based constraints. Third, we showed in Chapters 7–11 how to apply the seven TACTILE characteristics and the Expectations Pyramid in the five project phases of initiating, planning, executing, monitoring and controlling, and closing. At its heart, TACTILE Management is centered on people. These tools are all just ways to help you, the project manager, sharpen your focus where it needs to be—not on chasing the next looming deadline and then the next one or endlessly striving for and failing to reach unrealistic goals set by someone else, but on people. All projects are the product of individuals, each with his or her own needs, expectations, and goals. The TACTILE approach shows you that by developing and implementing your own set of values to drive your actions, you can unite these people to target one goal—the team’s goal. TACTILE Management, because it focuses on these people issues, can thus be used with any project management tool or process to drive the business results you are looking for. Then your team will thrive, your company will thrive, and you will thrive. American Management Association • www.amanet.org This page intentionally left blank Bibliography Annunzio, Susan Lucia. Contagious Success: Spreading High Performance throughout Your Organization. New York: Portfolio, 2004. Bennis, Warren, Daniel Goleman, and James O’Toole. Transparency: How Leaders Create a Culture of Candor. With Patricia Ward Biederman. San Francisco: Jossey-Bass, 2008. Bossidy, Larry, and Ram Charan. Execution: The Discipline of Getting Things Done. New York: Crown Business, 2002. 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Highsmith, Jim. Agile Project Management: Creating Innovative Products. Boston: Addison-Wesley, 2004. Hughes, Marcia, and James Bradford Terrell. The Emotionally Intelligent Team: Understanding and Developing the Behaviors of Success. San Francisco: Jossey-Bass, 2007. Johnson, Richard A., Fremont E. Kast, and James E. Rosenzweig. The Theory and Management of Systems. 2nd ed. New York: McGraw-Hill, 1967. Kendrick, Tom. Results without Authority: Controlling a Project When the Team Doesn’t Report to You. New York: AMACOM, 2006. 257 American Management Association • www.amanet.org 258 BIBLIOGRAPHY Kerzner, Harold. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 6th ed. New York: Wiley, 1998. Krzyzewski, Mike. Leading with the Heart: Coach K’s Successful Strategies for Basketball, Business and Life. With Donald T. Phillips. New York: Warner Books, 2001. ———. The Gold Standard: Building a World-Class Team. With Jamie K. Spatola. New York: Business Plus, 2009. Lencioni, Patrick. The Five Dysfunctions of a Team: A Leadership Fable. San Francisco: Jossey-Bass, 2002. Lombardo, Michael M., and Robert W. Eichinger. FYI for Your Improvement. 4th ed. Minneapolis: Lominger International, 2006. Matta, Nadim F., and Ronald N. Ashkenas. “Why Good Projects Fail Anyway.” Harvard Business Review on Managing Projects. Boston: Harvard Business School Press, 2005. McFarland, Grant. Microprocessor Design: A Practical Guide from Design Planning to Manufacturing. New York: McGraw-Hill, 2006. McKay, Judy. Managing the Test People: A Guide to Practical Technical Management. Santa Barbara, Calif.: Rocky Nook, 2007. Mersino, Anthony C. Emotional Intelligence for Project Managers: The People Skills You Need to Achieve Outstanding Results. New York: AMACOM, 2007. Nadler, Reldan S. The Leaders’ Playbook: How to Apply Emotional Intelligence—Keys to Great Leadership. Edited by Ilene Segalove. Santa Barbara, Calif.: Psyccess Press, 2007. 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Coach Wooden’s Pyramid of Success. Ventura, Calif.: Regal, 2005. American Management Association • www.amanet.org Index accountability for efficient communication, 31–32 in executing phase, 209 in initiation phase, 129 in managing customer expectations, 58, 62–63, 65 in managing management expectations, 76, 79, 83 in managing team expectations, 90, 96 in monitoring, control, and reporting phase, 235 in planning phase, 159–160, 171 for project success, 15, 29–30 agile methodology, 47 all-hands kickoff, 180–181 Annunzio, Susan Lucia, 34, 123 Ashkenas, Ronald N., on project failure, 175 assignment of PM, 104–115 assumptions, 154–155 avoiding project pitfalls, 19, see also individual project phases Bar-On, Reuven, 107 baseline changes, 195–196 baseline plan, 134–138 Bennis, Warren, on transparency, 26 Berra, John, 25–26 and integral HR, 153 on integrity, 37 on project charters, 116 black box project, 97 Bossidy, Larry, on the people process, 8 Boulding, Kenneth, 139 business values, 37 Carroll, Bob on project failure, 176 on qualities for project leaders, 104–105 Carter, Stephen L., on integrity, 37–38 change control, 189–195 closing phase, 237–249 capturing organizational learning data in, 240–242 case study of, 244–249 ensuring personal growth in, 243–244 process for, 238–239 TACTILE approach to, 246–248 Collins, Jim, on integrity, 36 communication in executing phase, 209 in initiation phase, 129–130 in managing customer expectations, 58, 63, 65 in managing management expectations, 76, 79, 83–84 in managing team expectations, 90, 96 in monitoring, control, and reporting phase, 235 in planning phase, 172 for project success, 15, 30–33 Connors, Roger, 30 constraints, 16, 47–48, 198 control, 161, 215–224 cost customer expectations for, 60–63 as end-of-project constraint, 198 management expectations for, 81–84 as planning phase issue, 145–149 team expectations for, 94–97 cost performance index (CPI), 147 Country Club Management, 70–72, 122, 162–163 Crowell, Sally, on the Golden Rule, 37 Custer, George A., 117–118 customer expectations, 54–67 for cost, 60–63 in Dirigible R.101 case study, 45 managing, 44, see also TACTILE Management for schedules, 64–67 for scope of project, 55–59 in Triple Expectations Pyramid, 17, 48–50, 98 customers, reporting to, 228–229 Davis, David, on project failure, 175 259 American Management Association • www.amanet.org 260 INDEX DeMarco, Tom, on failure of projects, 10 Dirigible R.101 case study, 45–47 earned value (EV), 145–149 Eisenhower, Dwight, on integrity, 36 Emerson Process Management, 25–26 emotional intelligence (EQ), 17, 18, 107 Enterprise Excellence System, 218 environmental pressures, 6 executing phase, 174–210 and baseline changes, 195–196 case study of, 202–210 change control in, 189–195 closing the project in, 196–202 and failure of projects, 175–179 meetings in, 180–189 TACTILE approach to, 179–181 execution results in Dirigible R.101 case study, 47 in executing phase, 210 in initiation phase, 130–131 in managing customer expectations, 59, 63, 66 in managing management expectations, 76, 80, 84 in managing team expectations, 90, 97 in monitoring, control, and reporting phase, 235–236 in planning phase, 160–161, 172–173 for project success, 15, 39 expectations management, 15–19, 39, 43–53 in the Dirigible R.101 project, 45–47 and traditional project constraints, 47–48 with Triple Expectations Pyramid, 48–52 see also customer expectations; management expectations; team expectations failure of projects, 10, 175–179 Finger, Mark, 105 on execution, 179 on people-based values, 13 General Dynamics, 52 global nature of teams, 7 goals, 12 Grant, Ulysses S., 176 Hesselbein, Frances, on integrity, 36 Highsmith, Jim, 47 initial (baseline) plan, 134–138 initiation phase, 103–131 avoiding toxic management in, 122–123 case study of, 123–131 PM assignment in, 104–115 preplanning in, 121–122 project charter in, 115–118 project scope in, 118–121 TACTILE approach to, 124–129 integrity in executing phase, 209–210 in initiation phase, 130 in managing customer expectations, 59, 63, 66 in managing management expectations, 76, 79, 84 in managing team expectations, 90, 96 in monitoring, control, and reporting phase, 235 in planning phase, 172 for project success, 15, 36–38 Intel Corporation, 154–155, 240 intelligence, emotional, 17, 18, 107 Interpersonal Situation Awareness Tool (ISAT), 109–115 Kendrick, Tom, on project control, 215–216 Kerzner, Harold, on systems view, 140 Key Manager’s One-Pager, 186, 188–189 Kidd, Mark, 34–36 Krzyzewski, Mike on communication and trust, 33 on management style, 71, 72 leadership in executing phase, 210 in initiation phase, 130–131 in managing customer expectations, 59, 63, 66 in managing management expectations, 76, 80 in managing team expectations, 90, 96 in monitoring, control, and reporting phase, 235 in planning phase, 172–173 for project success, 15, 38–39 values for, 25 leadership training, 7–8, 159 Lencioni, Patrick, 23 Lister, Timothy, on failure of projects, 10 management coherent direction from, 8–9 mismanagement of plans by, 156–159 reporting to, 224–228 toxic styles of, 70–72 management expectations, 68–85 for cost, 81–84 in Dirigible R.101 case study, 46 managing, 44, see also TACTILE Management for schedules, 77–80 for scope of project, 72–77 American Management Association • www.amanet.org INDEX in Triple Expectations Pyramid, 17, 50–51, 98 Matta, Nadim F., on project failure, 175 McClellan, George, 136, 176 McDonnell Douglas, 52–53 meetings effective, 182–183 in executing phase, 180–189 in planning phase, 150–152 mental models, 48 Mersino, Anthony, on emotional intelligence, 17, 18 metrics, 221–224 monitoring, 161, 212–215 monitoring, control, and reporting phase, 211–236 case study of, 230–236 control in, 215–224 monitoring in, 212–215 reporting in, 224–230 TACTILE approach to, 232–234 Motorola, 155 multicultural issues, 7 National Instruments (NI), 13 One-Page Postpartum Report, 240–242 organizational learning, 240–242 pain points, avoiding, 49–52, 177–179 peak performance, 34 people-based project management, 10 perfectionism, 193–195 personal growth, ensuring, 243–244 phases of projects, avoiding pitfalls in, see also individual project phases Phillips, Donald, on integrity and trust, 12 pitfalls, avoiding, 19 planning phase, 132–173 accountability in, 159–160 case study of, 163–173 cost considerations in, 145–149 creating baseline plan in, 134–138 flexibility in, 160–162 knowledge area subplans in, 152–153 and last 15 percent of projects, 149–150 and management mismanagement of plans, 156–159 new information during, 153–156 schedule building in, 141–145 TACTILE planning approach to, 140 team meetings during, 150–152 toxic management in, 162–163 PMBOK Guide, 16, 19, 117, 132, 216, 238 process groups, avoiding pitfalls in, 19, see also individual project phases process-of-the-month club management, 6 261 process tools, 9 Program Management Institute (PMI), 16, 145 project charter, 115–118 Project Management Information Systems (PMIS), 216–217 Project Manager’s One-Pager, 219–221 Purushothaman, Rajesh, 13 Rawls, Mac, on customer expectations, 60 reporting, 224–230 to customers, 228–229 to management, 224–228 to team, 229–230 Richmond, Vincent, 45–47 risk avoidance plans, 198 Royer, Isabelle, on true believers, 46 schedule buffer, 191–192 schedule performance index (SPI), 147 schedules customer expectations for, 64–67 expanding, at end of job, 198 management expectations for, 77–80 in planning phase, 141–145 team expectations for, 93–94 scope creep, 192–193 scope of project, 118–121 customer expectations for, 55–59 in executing phase, 192–193, 198–199 management expectations for, 72–77 team expectations for, 87–93 The Seventh Inning Beginning Tool, 197–201 Silverberg, Marcia on perfectionism, 194 on soft skills, 11 Smarter Solutions, 218 SMART format, 32 Smith, Tom, 30 Space Station proposal, 52–53 stakeholders key groups of, 43 mastering expectations of, 15–19, see also expectations management State Farm Insurance, 34–36 stoplight charts, 218–219 success, 23–26 in avoiding project pitfalls, 19 definition of, 12 developing characteristics for, 14–15 within the Expectations Pyramid, 18 in mastering expectations of stakeholders, 15–19 see also TACTILE Management successful project managers, 9–10 American Management Association • www.amanet.org 262 INDEX Summers, Mike, on stakeholder management, 48 Sutton, Robert I., 254 TACTILE analysis of customer expectations, 57–59, 62–63, 65–66 of executing phase, 209–210 of initiating phase, 129–131 of management expectations, 75–76, 79–80, 83–84 of monitoring, control, and reporting phase, 235–236 of planning phase, 171–173 of team expectations, 89–90, 96–97 TACTILE Management, viii–ix, 9–15, 26–39, 254–255 accountability in, 29–30 in closing phase, 246–248 communication in, 30–33 developing characteristics of, 14–15 in executing phase, 179–181 execution results in, 39 in initiation phase, 124–129 integrity in, 36–38 leadership in, 38–39 in monitoring, control, and reporting phase, 232–234 in planning phase, 140 transparency in, 26–29 trust in, 33–36 see also specific elements Take the Hill (At Any Cost) Management, 70–72, 122–123, 162–163, 176 team expectations, 86–97 for cost, 94–97 in Dirigible R.101 case study, 46 managing, 44–45, see also TACTILE Management for schedules, 93–94 for scope of project, 87–93 in Triple Expectations Pyramid, 17, 51–52, 98–99 team meetings, 32 in executing phase, 180–189, 199, 201 in planning phase, 150–152 techie-talk in, 183–184 teams, 12 culture of trust for, 213–214 global nature of, 7 reporting to, 229–230 Thomson, Lord Christopher Birdwood, 46, 47 tiger teams, 177 Townsend, Robert, on motivation, 10 toxic management, 70–72 Country Club style of, 70–72, 122, 162–163 in initiation phase, 122–123 in planning phase, 162–163 Take the Hill (At Any Cost) style of, 70–72, 122–123, 162–163, 176 transparency in executing phase, 209 in initiation phase, 129 in managing customer expectations, 58, 62, 65 in managing management expectations, 75–76, 79, 83 in managing team expectations, 90, 96 in monitoring, control, and reporting phase, 234–235 in planning phase, 171 for project success, 14, 26–29 triple constraints triangle, 16 Triple Expectations Pyramid, 16–18, 48–52, 97–99 Truchard, James, 13 trust in executing phase, 209 in initiation phase, 130 in managing customer expectations, 58–59, 63, 66, 229 in managing management expectations, 76, 79, 84 in managing team expectations, 90, 96 in monitoring, control, and reporting phase, 213–214, 235 in planning phase, 172 for project success, 15, 33–36 values, 12–13, 25, 37, 238–239 von Diether, Barbara, 51, 52 war room, 199 Wooden, John, on integrity, 66 Yes/No Questions Worksheet, 186–187 American Management Association • www.amanet.org
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