Project Models and Japanese gardens?

Japanese gardens are created by eliminating one thing at a time from the garden untill you can see and feel that now you have reached the most critical and important elements - the soul of the garden so to speak!

Likewise with project models. Most are overloaded and users of the 'gardens' lose track, are getting easily lost and basically do not understand the idea of them.

Much could be achieved if each organization cleaned up once and a while and assessed the elements in their models - and threw away the less important! This would focus everybody on the most important elements in the models. Managers and project managers could practicing and gain benefits for themselves and especially for the organization's project maturity. Getting so far you could consider going the a 'gardencenter'.

Some ideas for what can be prioritized:

Try these thoughts on yourself: what exactly is the most important for you in a project model? I wonder what it says about you? - And are you happy with it? - And what do you do about it?

News from The Risk Doctor

For your collection of risks this time you get from David Hillson five categories of risks connected with delivering project deliverables across borders. Read the newsletter here.

A project is just a qualified attempt!

People today are so tone deaf to the word project that they no longer associate the word with what it is, namely an attempt to achieve a goal. An often very well prepared attempt; but still just an attempt. If you as a project manager does not articulate the project as an attempt, then participants will focus on their own needs in stead of getting things done, steering committee comes because there is cookies and not because there are decisions to be taken, stakeholders wrap themselves in the role of victims and the client quickly turns to new projects. You are figuratively the only one who keeps watch on the dangerous expedition, while the rest are snoring.

I'm not saying that you now have to run around and scare them all. I say that projects are a serious sport, and only the skilled and conscientious are winners. It can quickly go wrong if you relax. This is exactly what separates the professional from the amateur. The professional will continue to be diligent and responsible. That's what the word alludes to. One who masteres his profession.

Who's the superstar in your project?

The last many years focus on the importance of better projects and better project management has had the unfortunate effect that the project manager is often more exposed than the client. It is the project manager hailed for success and not the client. The Project Manager will have the flowers - sometimes by the client. This corresponds to the director at the theater or the cinema gets applause and the actors stand behind.
In my world as a consultant it has always been the case that the client stood on the stage and received the people's tribute, while I was standing in the wings. The client knew that a good part of the reason for the success is due to me - and that is precisely why we use consultants - professional (or cynical if you will). And that's fine enough to stand out in the wing knowing this. In a little moment the curtain goes and I disappear, but the client lives on in the new reality created, and I am not part of that - it is best for all as soon as possible to forget me and just stand up behind the client.
Try implementing this thought in your project - and think your stakeholder analysis through - and think your relationship with your client through once more.

Nanny for your supplier?

The worst situation you as a project manager can end up in is the where you have to help your supplier to deliver that which this particular supplier was originally carefully selected to be best at. Now it turns out, unfortunately, that the supplier  nevertheless not really has the capability, but since you did have large fingerprints on the choice and the decision of the supplier, you can not quite tell you free of guilt, and you feel therefore pressured to help the supplier. Once you've done this a few times, you are so entangled in the case that you can not stop. Either the supplier succeed and therefore you or you will go down together!
What went wrong? Yes, it was either in the selection or in your handling of the first signs of a lack of ability to deliver.
In the selection process could be: 1) No supplier met the requirements you had set. Instead of realizing that you and your client / boss / management may reduce the requirements, you get it legalized taking the best of them instead - and then you're already into it!
2) You thought that it is the supplier's own problem if they claim they could provide and then can not do it! But the reality is, because your client / boss / management can not wait for the supplier to get a grip on things, or you find another - "there are millions at stake ..." echoes in your ears when you try to fall asleep. It ends again to be your problem.
At the first sign it could be: You failed to use the contract to what is actually being written for
You showed confidence rather than seek certainty
You showed understanding in the hope that they probably would quickly solve the problems

So you have been warned! It is not about being tough on suppliers. No, it is about certainty!

The Risk Doctor

David Hillson is celebrating his 10th anniversary as The Risk Doctor. Thanks for a great effort in an area most still perceive as important oh yes, but which certainly must give way when problems occur and there is really important work to do!
For those interested many of Hillson's lectures are found on his Youtube video channel here.

Advantages in not knowing very much...

When I question whether you have to have some or maybe very much knowledge about a profession to be or become a project manager in that area people usually have lots of arguments for the need of professional knowledge – actually it seems like they cannot imagine themselves being able to manage project without professional knowledge.

In a lot of incidences the background is that these project managers used to be very good if not the best in a specific area and therefore they might have been appointed project managers. So of course they will keep on working from this base of authority and how should they know if it is possible to step down from the knowledge base and step up on another – the good leadership base?

From time to time one should think about these things because they give a perspective to ones development – more technical stuff or more leadership?

Here are some input to your thoughts:

Fewer technically questions.. with fewer disturbances you have got more time to think ahead - the manager's main task!
Project participants know that you professionally are"blank" .. participants use you to other, more personal things such as to ensure good working conditions, high motivation, job, etc.
You do not know much about the profession.. you can concentrate fully on project management and facilitate eminent workshops to ensure that the project and the participants have very good understanding of and control over the project
You can not answer all the questions from the outside world.. you will need, but also an opportunity to promote your skilled participants to the world - they will rejoice and grow with the responsibility
You do not have just the solution to an urgent technical problem.. you will not be sucked into the matter and therefore can stay organized and escalate the matter properly if and when necessary. You can also ensure that the experts are left alone to solve the problem
You can not help a participant who is stuck in a challenge.. you can instead consider to grow the person by coaching through the necessary decisions if confidence is actually the problem, otherwise you can allocate the necessary knowledge for a period.
Your leadership colleagues can ask about anything professionally that you can not answer.. you can ensure that it is a fully correct answer that will be given by finding the right person.
Your boss knows you are not a specialist.. you are being assessed, receive recognition and is remunerated as a project manager.

Trust is something they have to ... you!!

When I first worked at Price Waterhouse, I often wondered over the boring slides my partner Ole Heise always used. When questioned he said one day: "I want to be absolutely sure that they do not take attention away from me."
He got it right. Nothing sells itself! Even the best idea does not sell itself. There must always be someone who pushes on. One showing clear belief in the idea. We are, after all, pack animals, and would prefer to follow a trustworthy person up front.

What you should think of when you plan time for a presentation: How much time to PowerPoint and how much time to train your performance and your verbal presentation? You spend probably too large a share of your PowerPoint? "As long as it is really right, nice and logical then the rest goes by itself". No, it's not true! You can with the PowerPoint only avoid being taken in error s- the belief you still have to create!
Start next time in preparing youself for presenting WITHOUT aids! Then, if necessary add aids!