Greatest Importance for Success

Lewis and Clark knew management. One important management principle shows up in the correspondence between Lewis and Clark as far back as 1803. American readers will remember that Lewis and Clark, with a group of frontiersmen, set out to find a water passage from the Mississippi River to the Pacific Ocean. The timing of the Louisiana Purchase (1803) and the Lewis and Clark expedition (1804-1806) seems as though President Jefferson was telling the men, “We just bought a huge chunk of land. Now go see what we just purchased.” In reality, Thomas Jefferson had pursued several ideas for western exploration years before the purchase was made.

In preparation for the trip, Lewis and Clark exchanged a series of letters regarding expedition objectives, needs, and timeframes. In one such letter, Clark shares "a judicious choice of our party is of the greatest importance to the success of this vast enterprise." Lewis responded in agreement.

Selection of staff is of “greatest importance?” Do you hold such beliefs? If you do agree with Clark, do you act on those beliefs? I have oftentimes been encouraged to make a job offer to a candidate after a single interview. Ideally, I would like to meet the candidate on two or three occasions. If I must spend the next few years working with a person, I want to make sure I know that person before he or she is invited in the door.

If your experience has been like mine, your most frustrating problems are related to people? When I think of my best projects, it is always the projects where I was able to work with good people.

How important is selecting the right people? Were Lewis and Clark off course on this one?

Towers Perrin's Top-10 List for Employee Engagement

Another firm that chimes in about employee engagement is Towers Perrin. Like Accenture, Towers Perrin also has a top-10 list for employee engagement.

1. Senior management sincerely interested in employee well-being
2. Ability to improve skills and capabilities
3. Organization’s reputation for social responsibility
4. Employees' input into decision making
5. Quick resolution of customer concerns
6. Setting of high personal standards
7. Excellent career advancement opportunities
8. Challenging work assignments that broaden skills
9. Good relationships with supervisors
10. Organization encourages innovative thinking

Most of these ten drivers directly impact the employee (e.g., 1, 2, 7). A couple of the top-10 drivers speak to the environment of the employer (e.g., 10). The odd one here, the one I didn’t expect to see, is driver #5. Resolution of customer concerns has not appeared on any of the other employee engagement lists that I have reviewed. I suppose it is difficult to be engaged to an employer that has difficulty resolving the problems of its customers.

What is on your top-10 list for employee engagement? Has Towers Perrin captured everything on your own list?

Accenture's Top-10 List for Employee Engagement

I found that Accenture’s Human Performance service line has considered how employee engagement affects profit, productivity, and innovation. They have found a direct relationship between employee engagement and profit, productivity, and innovation. Accenture’s analyses have shown that the higher an organization scores on the ten areas below, the higher the employee engagement rating.

• Recognition and rewards must be linked to job and business performance
• Hr systems must provide managers with the information they need
• Learning opportunities for current and future positions must be available
• Provide tools for staff to find the information they need to perform their jobs
• Frequent and effective performance appraisals must be provided
• High-performance physical workplace must be created
• Significant changes in the organization must be communicated to reduce their impact on morale and performance
• Pay attention to each employee’s career planning and development
• HR policies must be fair for all staff members
• Recruit individuals with the same goals as the organization

Does this look like a complete list to you? What about trusting one’s manager? What about having a good working relationship with one’s boss? I once read that an employee always joins a company, but always leaves a boss. I think a person’s relationship with his manager carries a lot of weight. Where is that topic in the Accenture’s list?

What do you think?

Sacred PM Practices – Bottom Line

Most project managers, project management instructors, and publishers of project management material are spending much effort on management topics that are of little importance to the success of large IT projects, and little energy on those topics which are present in many of these successful large IT projects – leadership, ownership, trust.

I am not suggesting that knowing how to create a project plan, or managing project risks are not important. I have come to believe that topics like leadership, ownership, and trust are little understood. How much time do you, or your project manager, spend on creating a sense of ownership among team members? Do you spend any energy cultivating trust?

We started the discussion of the research project, Sacred Management Practices, in a posting on January 25, 2009. This summary posting represents that last planned post about the the project. We have enjoyed some great discussion around the topics presented. You can find the full presentation at SlideShare.net under Sacred PM Practices.

Sacred PM Practices – Topics for Consideration

Traditional project management resources seem to address topics that do not necessarily support the successful execution of large IT projects.

• Project Management Institute claims to be the world’s leading publisher of project management information. Its books, newsletters, training courses, and seminars focus on traditional concerns such as resource estimation, risk management, and scope management.
• American Management Association’s books, seminars, and self-study materials focus on traditional project management activities – setting measurable project objectives, estimating project costs, and the use of a Work Breakdown Structure.
• Software Engineering Institute strongly promotes the establishment of repeatable (i.e., standard, documented) processes for such areas as project planning, project tracking, and change management.

Project management resources do not adequately address the qualitative findings of this study.

• There are many resources written about leadership. The resources however, tend to address military leadership and the leading of whole corporations.
• There are few resources that address ownership. Some of the leadership books do include a sentence or a paragraph about why ownership is important to an organization.
• There are extremely few project management resources that address trust among project stakeholders.

Do you also find this to be the situation? If so, why? Is it simply easier to describe how to create a work breakdown structure than it is to describe how to create an environment of engaged team members?

Managers Only do 4 Things

Sometimes my head spins with the many and varied duties of a manager. How can anyone be a competent manager in the face of so many skills needed? Must we be good at everything, or just the important things? How can we be confident that we know what the important things are? Do the important things change with time? It is like a nightmare.

Marcus Buckingham and Curt Coffman write, in the book First, Break All the Rules, that a manager only performs the following four tasks:

· Select the right people
· Set expectations
· Motivate the people
· Develop people

What are Buckingham and Coffman missing? Can everything a manager does fit into one of the four categories above? Where does conflict resolution fall? How does encourage/build teamwork fit?

Sacred PM Practices – Possible Explanation

It may seem reasonable that with strong leadership, ownership, and trust in place, there is less of a need for the standardization of project management procedures/activities (e.g., resource estimation, risk assessment, change management).

In contrast, there is a need for standard project management procedures in the absence of leadership, ownership, and trust.

This possible explanation implies that standard project management procedures serve as a substitute for project leadership, ownership, and trust.

Am I reaching here? Have I oversimplified the observations?

Hell hath no fury like the wrath of a band scorned?

One customer service statistic that I came across during school really sticks out in my mind -- only one in six dissatisfied customers will complain. What is the ratio of customers who devote their energy to publishing a music video to right a customer service wrong? One in ten thousand?

The Sons of Maxwell band members witnessed careless, or negligent, handling of their equipment by United Airlines baggage handlers. Unfortunately, after a year of requests, United could not compensate its customer for his destroyed guitar.

Enjoy the video. For those who have picked up damaged luggage after a flight, have empathy for the band. Reconsider your choice of airlines the next time you fly. This video on Youtube is about to hit 2 million views. I wonder if United executives are reconsidering how they handled this complaint.

The band promises to publish three videos about its experience on United Airlines. Two more videos are to follow.

Sacred PM Practices – Unexpected Findings

Project Managers of successful large IT projects spend relatively little effort on activities declared important in project management literature, methodologies, and training seminars. Only two of the nine initial assumptions, dedicated project team and frequent interaction with stakeholders, passed the 80% bar (see posting on June 15, 2009).

These same project managers do focus on project leadership, build a sense of ownership, and cultivate trust among project stakeholders.

Why do you think that leadership, ownership, and trust are not prominent in literature, methodologies, and training seminars? I have been looking for these topics to be addressed for four years now. Only recently have I seen a couple of books and a seminar on Trust.

Sacred PM Practices – Trust

Trust is the confidence one has that another will fulfill his obligation.

Many of the respondents shared their conviction that trust among individuals was crucial to the success of their projects. These respondents reported that there was trust among senior management, the project manager, the project team members, the business community, and users. Others, like Dr. Keith Mathis, have found the importance of creating an environment of trust. His posting can be found here on Project Smart.

One particularly interesting observation was that when there was trust in a project relationship, the relationship could sustain multiple mistakes (e.g., missed deadlines, budget overruns). These mistakes, of course, could batter the level of trust.

Has trust ever played into the success of any of your projects? Have you found the there is less documentation when there is a lot of trust?

Sacred PM Practices – Ownership

Ownership is a psychological bond between a project team member and the outcome of a project.

The majority of respondents in the study volunteered their belief that a sense of ownership was critical to the success of their projects. Many discussed several perspectives on ownership. Respondents shared examples of project managers, project team members, the clients (both internal and external), and users exhibiting ownership of project outcomes. There was the consultant who volunteered to cancel his contract if a software release was not successfully executed at a critical time. I also remember the CEO who found a project team in the office hours after a blizzard ended. No one from the rest of his company could make it into the office because of the snow-drifted streets.

The respondents did not know how to measure the level of ownership, but believed that they could state whether project team members exhibited ownership.

When have you seen a project team show ownership of its success? Have you witnessed an especially engaged project team? If so, what made the team engaged?