Friday, November 16, 2007

THE ANTI CORRUPTION LAYER MANAGER PERSON...

Right now I'm working on a project where Ray Lewallen,  and I have introduced Scrum to an organization that has been using waterfall as their methodology of choice for some time. The idea was that between his development background, and my PM background, we'd be able to introduce it in a very cohesive way. Ray is the Scrum Master and I'm something other than the Scrum Master. 

Last week we gave a talk at Innotech in Oklahoma City called "Implementing Scrum From the Perspectives of an Agilist and a Control Freak" where we discussed  some of the issues we have been experiencing. I'll be posting more on some of those issues in the coming weeks. During the talk I explained what my role on the project has turned into, which is basically to position myself "between" the project sponsor and product owner. My job is to take the output of the Scrum meetings and turn it into something useful and palatable for the product owner and the civilians he has to update each week on the project.

After some slightly heated discussion with the developers (who, just for the record, do not like to be called sheep), a brand new title was bestowed upon me. I am no longer Project Manager, Program Manager or that GO4%^&*# BAS%^&#$* with a Checklist!

BOW DOWN BEFORE ME... FOR I AM.

THE ANTI CORRUPTION LAYER

(Obviously I'll need to be setting to work on the cape and utility belt)


Tuesday, October 02, 2007

Gearing up for the PMI Leadership and Congress in Atlanta. It should be very cool - or it should be whatever passes for cool at a PM Convention.

I'm going to try out a video blog - will post a link here.

On a side note, sometimes I find myself saying things that, as the words leave my mouth, completely baffle me. My best used to be "Katie, do not run with scissors in your mouth!"

Until today when I got to say "I'm pretty sure that referring to the client as the antichrist, is not really a best practice."

Wednesday, June 20, 2007

The Dunken PM’s Rules of Project Management

1.You are not nearly as smart, or experienced as you think you are.

2.The client is not as obtuse as you think they are.

3.Your ego is in your way.

4.Provide your client with what they need in a manner that requires as little of them as possible.

5.There are multiple ways to solve every problem. What you have done in the past may be more familiar, and you may have spent more time on it, but it is not necessarily the best answer for this specific situation. Always be willing to consider other solutions.

6.When you encounter conflict. Take the time first to imagine you are arguing your opponents side. Understand their argument and find the holes and issues in yours before you speak.

7.What worked yesterday may not work tomorrow. Keep you eyes open for new solutions and be ready and willing to adapt.

8.You can, and should, learn from everything.

9.Your primarily responsibility is to the project. It is more important that the client’s ego and your ego.

10. Your secondary responsibility is to the client. This means making sure they have what they need, know what they need to know and receive all of it in the most easily digestible format possible.

11. Be respectful of everyone.

12. If they have asked you for hamburger, that doesn’t always mean that you should give them filet mignon. Sometimes, they really just want a really good hamburger.

13. Find the things you resist and understand why. These things are limiting your ability to grow and adapt.

14. Find the things you do not do and the things you avoid. Learn why and then break the avoidance habit.

15. At the end of each day, think of three things you did right, and three things you did should have done better. For the latter, plan out what you will do next time to realize a better result.

Tuesday, October 10, 2006

How to not get a PM job...

When I'm interviewing PMs for gigs, there are a few questions I ask to try and weed through the chaff...

One of these questions is "What is it you like best about project management?" If they look at me quizzically - like they aren't sure if this is one of those questions they are supposed to bring out the answer they read in the "How not to demonstrate any semblance of personality during a job interview" answers, then I follow with "What is it about being a PM that gets you up out of bed and to work every day?"

If you have any experience as a PM, and have honed your finely tuned sense of paranoia, you'll probably recognize this for the trick question it actually is. You see, what I'm doing, is trying to trick you into showing a little tiny bit of your personality.

Some of you will be tempted to start out with something like this...

Finishing my projects on time and on budget is the thing that keeps me excited about my job every day. I ALWAYS finish my work on time and on budget. (If you are stupid enough to tell me you finish your projects under budget, you may as well just start spitting on yourself or tell me that Gary Cherone is your favorite singer from Van Halen.) Either way, if finishing projects is your bag, there is a year's supply of turtle wax waiting for you by the door. There is a reason they don't call the job Project Finisher. Of course we all like to finish projects, but hell, most of them don't finish. If you told me your favorite part of the gig was suffering through the self-depreciation of killing your own projects you'd probably do better. At least that way you'd convey A) that you'd been doing the gig long enough to be a seriously jaded son of a bitch and B) you've completely lost the ability to discern what is appropriate to say in an interview. I dig that level of broken candor -it's got a certain Dennis Hopper in Apocalypse Now thing about it.

The second thing that will not get you hired is telling me you like project management because you like to be in control. I'd have to disagree with you there. You don't actually like project management and you can't control shit. However, you think need to tell me you can, which means you must be seriously weak in that area and you probably barely escaped the full blown mutiny at your last job by the skin of you chinny chin chin. Project Managers don't control anything. At best, we prepare, practice and react. We get all quantum Zen like and imagine the bow, the target and the arrow, which is both in the bow and the target. In fact, we are the bow and the target and since we are both the non-thing and the thing, how can anything be about control - right? Basically, if your thing is control, you are walking around in a red shirt. The gig is gonna stress you out beyond function. You'll beat down on everyone who doesn't act like your bitch just to establish CONTROL.

Bonus Round (Yoda was the mac daddy PMP)

Size matters not. If you are interviewing for a PM job and you need to be able to tell them you've managed projects of $___ amount, in order to convince them you have your shit together, then you are interviewing at a place that doesn't know anything about PM. Get the hell out - NOW! Size matters not. Not money, not length, not number of tasks. It is all about how you manage break it down and keep it organized and clear.

So, to wrap it up... If you want to be a Project Finisher, do not interview for a Project Manager position. If you want to be in Control, puppeteers are in great demand... somewhere... probably. And most of all, its' not the size of your baseline, but how well you work against that puts the "i" in your PMP.

Next time... be like water