Principles & ideas for improving project Management

Principles & ideas for improving project Management Mel Nichols

My assignment • What our project managers do— • We deliver plans & specifications for highway construction projects that are competitively advertised. • To accomplish this we manage a staff of 4 to 5 engineers with one environmental analyst. We get the work done through them. • We also interface with numerous support groups (internal consultants) such as surveyors, right-of-way, utilities, materials, planning, hydrology, etc. • As I see it, there are two huge challenges that face us as project managers— • Getting the support groups to deliver their work products in a timely and dependable manner. • Getting our staff to produce their work products in a timely manner.

My assignment I would be interested in having you present on how to lead employees, how to get them to embrace our goals, etc. The goal for you would be to teach us managers something of high value—some skills that we can take home with us. Jeff Organek P.S. By the way you have an hour to do this.

My assignment Well Jeff, Do you want me to solve hunger and world peace too?

We are all flawed • Remember that you are flawed and that everyone else you are working with is flawed too. • I often had a conversation that went something like this, “Mel you have to do something about . . . !”

Goals & alignment • A successful project starts by developing a set of well defined goals that each team member knows, understands, and is committed to. • The goals then define success and is the standard that the team and team members should be judged by. • Keep the list of goals— • Short • Clear & Concise • Measureable

Goals & alignment • Do not make commitments without involving those who will help you keep them. • Counsel together as you set the goals. • Clearly explain the problem • Make sure they understand the “why” • Ask for their impute • Listen to them • Understand their problems • Negotiate

Goals & alignment • Don’t hear what you want to hear, make sure you know how each person feels about the goals and their commitment to them. • Just because you think they are committed does not mean that they feel they are committed. • Set the example. No one will take the goals more seriously than you do. • That means that you hold yourself accountable first.

Follow up • Then follow up. The staff will quickly form an opinion of how serious you are by the way you follow up. • Check with the staff regularly and have them report on their progress. This must be done early and often enough that problems can be addressed. • Understand the difference between “right”, “wrong” and “style”. • Focus on results and not style. • Hold yourself and them accountable. Remember that the greater responsibility is yours, not theirs.

I’m the problem • We can solve 90% of our problems with our own resources. • It is human nature to blame failure on something that is beyond our control. Then we can avoid responsibility for that failure. • All failures are management failures.

Making decisions • Wishful thinking is almost always fatal. • Good decisions flow from reliable facts and are impeded by assumptions. • We generally make better decisions when we counsel with people. • This is much different than operating by committee.

mistakes • Be quick to praise and slow to criticize. • The 25 to 1 rule • Praise in public. Correct in private. • You can tell anyone anything if they know that you love them. • Always be harder on yourself than you are on others. • However, don’t let problems linger. Do not procrastinate dealing with them.

honesty • Always, always, always tell the truth. • That means that you must also be forthright. • Keep confidences. • Silence means consent. • Do not state something as a fact unless you are certain that it is a fact. • Honesty does not justify being rude.

Be pleasant to work with • Treat the staff kindly and fairly. • This is increasingly important in direct proportion to any gap in status. • You might be able to yell or be rude to your boss, but never to those who you are trying to lead. • This doesn’t mean being buddies or friends. • Remember that everyone is a free agent. • Don’t be a boss, be a leader.

Remember the golden rule • People are far more likely to be supportive and helpful to you, if you have been supportive and helpful to them.

Good luck !

Principles & ideas for improving project Management