pm-lotus by Howard Vaughan

Posts Tagged ‘Communication’

All projects have an objective but not all projects have a well-crafted objective statement. Its a simple and elementary thing but deceptively powerful. Creating a high level, overarching mission statement should be among the first 5 things that a project manager does with his or her core team.

Short and Sharp

An objective statement should ideally be written as a single meaningful sentence, comprised of no more than 25 words, that reflect the primary project constraints – schedule, scope, resources.  The word limit deliberately forces focus and ensures we get to the core of the project’s main objective, even if a zillion things will be worked on during the project’s life.

To re-quote President J.F. Kennedy as an example:

Put a man on the moon and return him safely back to Earth, completed on December 31, 1969, for US$531m

Call it what you will – a Project Objective Statement (POS), a Project Mission Statement (PMS – less popular), or PROject MISsion Statement (PROMISS) – this declaration is crucially important for a host of reasons:

Clarity

• It is THE stake in the ground that lays out exactly WHAT will be done, by WHEN and for HOW MUCH.

Alignment

• Securing sponsor input and involving the core team in crafting this statement ensures buy-in, commitment and a sense of real purpose. It should NOT be done by the PM alone.

Validation

• It should be formally approved by the sponsor prior to detailed planning and re-validated again before execution begins, i.e the plan MUST demonstrate tactical viability by meeting this target.

Tracking

• It communicates an ongoing point of reference for management and the team throughout execution. The project mission changes only if explicitly required and agreed to by management.

The process of creating this statement is as important as the statement itself. Done right, it begins the development of a performing team and the resultant discussions help identify project boundaries, assumptions and issues early on. Put this as one of the first agenda items in your planning sessions.

The interdependence of truth and trust is a powerful force in projects. When both are prominent, we have a strong basis for effective team dynamics – a key ingredient of project success. Overlooking, ignoring or concealing certain realities inhibits team cohesion and severs trust – as sure as the sun rises. I call this force the Third Law of project management.

Creating an environment of truth helps build trust. This means straight talk, smart leadership and attention to good process. It also means reinforcing positives and not holding back on bad news. (Pop quiz: What’s worse than giving your sponsor bad news? Answer: Giving bad news late).

15 Truth Checks

Here are a few checks to test whether important project realities are being detected, acknowledged and acted on:

• Has a trustworthy process been used to plan and manage the project?
• Is project progress being tracked and reported accurately?
• Are team member status updates consistently submitted in a timely fashion?
• Are issues being aggressively managed?
• Are risks being reviewed at each progress review meeting?
• Are new risks being proactively identified and managed?
• Is outstanding performance being acknowledged, directly and publically?
• Is under-performance being dealt with effectively?
• Are people rewarded for behaviors that promote effective teamwork?
• Have gaps in expertise or credibility been identified and resolved?
• Is the team aligned with a common sense of purpose?
• Are morale and commitment being nurtured proactively?
• Have conflicts been acknowledged and addressed effectively?
• Are team members executing, communicating and reporting as required?
• Is a flexible leadership style in evidence, building trust across individuals and cultural differences?

Promoting open communication and instilling a sense of shared purpose are the starting points for any effective collaborative effort. But they need to be backed up by solid process and savvy leadership. Managing the project includes monitoring both the project and the project environment. It involves responsiveness to the unexpected in both project and human performance. Acknowledge the truth or face the consequences.

(See all 5 Laws summarized in The 5 Laws of Effective Project Management)