Dark Arts State 12.05.17 attendee - Educational Events P4 - Dark Arts State...ITIL and monitoring...

© 2011 © 2011

The Dark Arts of Project Management How to Become a Master Magician

Joe Perzel, PMP

State Symposium WorkshopDecember 5, 2017

11/6/2017 10:00 AM

[email protected] - 612.801.0737 www.jperzelinc.comhttps://www.linkedin.com/in/jperzel | https://m.facebook.com/JPerzelinc-1830983350508822

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AGENDA Administriva/Background/Introductions Laying the Groundwork Profiling Assumptions Asking a Question Impact Analysis

Project and People Communications Negotiations & Selling Politics and Influence Managing your Sponsor Case Study Final Thoughts

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Administrivia

• Cell phones on stun• If you need to stand-up, step out or walk around – please do so• Short breaks around 10am and 2:30• Bathrooms are …• Questions and sharing are encouraged, and rewarded• Show respect – active listening and disagree with the idea not the person• No googling – for terms or trivia• We may “park” a topic to help us stay on task• More information in Addendum when you see an @• Evaluations: please fill-out – all comments are welcome and appreciated

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My Background• Software development since 1979, Business Analysis and Project

Management since 1982, Staff Management since 1983• 18 Years in Corporate• 5 Years in Not-for-profit• 2 Years in Government • 17 Years in Consulting & Staffing• Worked in HealthCare, Government, K-12, Higher-Education, Financial,

Agri-business,, Services, Manufacturing, Insurance, Consulting, Software, Audit/Compliance

• Business New Product Development – Ideate through Deployment Operational Process Improvement Ran my own 40 person company for 17 years

• Technology Development – Custom and Package Operations Security

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My BackgroundSome of the Larger, More Complex Projects• Seven month project to create and roll out a family of business products for a

healthcare company• Managing the 2 year rewrite of a custom Sales and Marketing automation system

for a global reinsurance company• The development of a PMO office and corresponding polices, processes and

artifacts for a Higher Ed organization• The design and implementation of a data center move for a Fortune 500 company

to an out of state location requiring no business hours downtime • Planning, RFP creation, product selection, deployment and support of a 3 year

ITIL and monitoring operations system for a company requiring 99.96% uptime• The package selection, customization and deployment of all infrastructure, back-

office and on-site systems for a 20-location, Fortune 500 distribution business• The 3-year custom development project to design and create a multi-state workers

compensation system that would be available for future “sale”

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My BackgroundSome of my presentations include: • How to be a Chameleon, a Key to Enterprise Project Success• Top Ten Ways to Screw-up a Good Project• How to Train your Dragon, a Project Sponsor Primer• Managing Change and Surviving to Talk about it• The Art of Selling and Salesmanship: Tools Everyone Needs to Utilize• Surefire Scheduling• Managing Innovation: When Thinking out-of-the-box is Required

This should tell you a couple of things…• I find titles that market & attract attention and lead to success• I can be irreverent, sarcastic and love debates; so comments and other

opinions are appreciated• I focus on the soft skills in project management

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Introductions• Name• Organization• Role/Title/Duties• Background (Industry/Applications/Years in Project Management)• At least 1….

– Learning Goal for today– “I wish I knew how” – “I wish I knew why”

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• Hard to learn and master

• No course can make you a Master

• Practicing Dark Arts is not embraced by everyone

• There are no rules, instructions or 1 special way to practice it

• If you practice the Dark Arts; people will not know that you are doing it

• If you practice the Dark Arts; it will deliver results

Why it’s called the Dark Arts

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The soft skills used to influence the successful outcome of a project

• Politics and Influence

• Marketing and communications

• Managing up and across and down

• Negotiations

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Defining The Dark Arts

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Any QUESTIONS

Before we dive-in?

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The Dark Arts of Project Management

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Laying the Groundwork

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• What makes a Good Project Manager

• Assumptions

• Personality Profiling

• Asking a Question

• Impact Analysis

Key Elements

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What It takes to be a good Project ManagerExercise• List attributes you associate with a successful project manager and why?• List who you think of as a leader – what attributes do you associate with

them?

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• Good Communicator – at all levels of an organization• Adapts to different personality styles• Understands the Business/Application • Well-networked – internally and externally• Knows how to apply “just enough Process & Tools”• Can foresee the future• Driven toward goals, yet can flex when needed• Organized• Disciplined (enough)• Thick-skinned • Good Leader• Good Listener

How many of these are “mechanics”? @

What It takes to be a good Project Manager

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• Successful journey from start to finish of a project is not linear, clean, forecastable or easy

• Everyone has an agenda – not always the same agenda as yours, or the project Sponsors

• Your interest is to deliver the project on time, on budget, with all the proposed features - with a smile on everyone’s face

• All companies, departments, teams have their politics

• You can’t change the way people communicate

• You can’t change the way people interpret someone, the situation, an issue -and how they act/react

• It takes <8 hours to learn how to use a tool to manage a project and a lifetime to learn the art of successfully running a project

• The bigger and more complex a project, the more important the Dark Arts are to be successful

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Assumptions when Starting a Project

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• Why they are your Friend Properly documented and shared they can be a great communication

technique They are an important way to validate key parts of your project scope, goals

and success criteria If documented they help you defend your charter, project plans/sprint

planning, etc. later when someone challenges them

• Why they can be your Foe A lot of times we don’t even know they exist Unfounded they are a Risk that can turn into an Issue Not managing them hinders a project manager’s ability to control their

project

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Assumptions

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What does DiSC stand for?

DiSC Profile Methodology

DominancePerson places emphasis on accomplishing results, the bottom line, confidence

InfluencePerson places emphasis on influencing or persuading others, openness, relationships

SteadinessPerson places emphasis on cooperation, sincerity, dependability

ConscientiousnessPerson places emphasis on quality and accuracy, expertise, competency

- Enjoys independence- Objective reasoning- Wants the details- Fears being wrong

- Doesn't like to be rushed- Calm manner & approach- Supportive actions- Humility

- Shows enthusiasm- Is optimistic- Likes to collaborate- Dislikes being ignored

Behaviors- Sees the big picture- Can be blunt- Accepts challenges- Gets straight to the point

@

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Exercise: Personality Profiling

Want immediate results Are fast at making a decision Like challenges & will take a risk Direct and to the point Will take charge when they see

(perceive) a leadership vacuum Problem solvers

Like positive motivating environment Enthusiastic and optimistic Will fill the air when there is silence Want to get along with everyone Like large groups Wants to make a good 1st impression

Are good at delivering on repeatable tasks Don’t like risks or change Tend to get along with everyone Stable & predictable Loyal & Good listener

Wants to know more - is analytical Follows the rules Likes subtle or indirect approach to

conflict Need time to absorb a point before

offering an opinion Systematic

Dominance - places emphasis on accomplishing resultsInfluence - Person places emphasis on influencing or persuading othersSteadiness - Person places emphasis on cooperationConscientiousness - Person places emphasis on quality and accuracy

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My Profile

Dominance - places emphasis on accomplishing resultsInfluence - Person places emphasis on influencing or persuading othersSteadiness - Person places emphasis on cooperationConscientiousness - Person places emphasis on quality and accuracy

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Exercise• Determine what your predominate and secondary personality profile is

and place the associated colors on your name tent

• Determine if you identify with any particular emoticon, avatar, animal, cartoon character or thing

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Profiling Yourself

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Form TeamsExercise

• Share your personality type with your tablemates • Select a Team Name

• Anyone want to share their personality profile? • Anyone want to share something they learned about one of their

teammates?• Anyone want to share the personality profile of one of their Sponsors?

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Trivia• 3 questions worth 1 point each

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Asking a Question• Know when to ask a question, and how to do it effectively, by asking

yourself:

Am I looking to gather information Am I trying to build rapport Am I looking to lead the discussion to a particular end-point or

decision

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Don’t “Fear the Silence”• What to do when you “Fear the Silence”

Remember, some people need time to think before replying Silence can be a good thing - use it when necessary

o Negotiationso Seeing what others are thinking before you commito Letting other people step-up

If necessary count to 10 in your head If necessary try a prompt or suggestion

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• How can you tell when a team member isn’t telling the Truth Their lips are moving….

• What to do? Ask a clarifying question Confirm in writing Play back what you heard for confirmation Ask the question again – a different way – as often as needed

Note: How can you tell when a Sponsor, other executive or SME isn’t telling the

Truth?

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Validating

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Exercise• What are other ways to ask: When will you be done with that task? What is more important Pace, Price or Perfection? Are you a supporter of the project I am running?

• What are other ways to confirm, clarify and validate: So you are ok with us moving forward with the project even though there may be a

known issue? So you tell me that the risk of running late will be ok to accept? So you believe it will only take 20 hours to deliver on my request?


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• Who they are• What role will they play with respect to your project• What influence do you have with each

What relationship and Trust level have you built What currency have you built-up

Where they lay on the Stakeholder identification chart

Know who can impact your project

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Note: Knowing where your stakeholders lie on the chart

will lead to knowing how to deal with each personhttp://www.brighthubpm.com/project-planning/23481-stakeholder-analysis-spheres-of-influence/

Stakeholder Identification

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Exercise

• List the power players on the projects you run• Where are they on the Stakeholder Identification chart• How many are examples of an “unusual” power player


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Exercise

You are assigned a new project in an area that you have not worked before...• How do you determine who has Authority?• How do you determine which stakeholder(s) have Power?• What are ways you can proactively go about observing or learning how

influence works in your department or company?• What are some ways you can accelerate the learning process?

Situational Example

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How to improve your sphere of influenceSome ways to accelerate or improve your sphere of influence

• Build trust and rapportWith your sponsorWith every Executive you can connect withWith lead SMEsWith any and every gatekeeper

• Gain control over resources and toolsDirectThrough association

• Remember people behind the scenes• Bartering/Exchanging

Note: Use all of your people “tools”: listening, motivation, trust & rapport, bartering

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• Enterprise Support Management sees the value and supports the project – think data/analytics Will they be ok moving forward without analytics and/or evidence Are they willing or able to help with brainstorming Will they help build the business case

• “Team” Support The team is on-board and excited about the initiative Help with research and brainstorming Help build the business case Help build POC or prototypes “Donate” their “free time”

Note: Ideal if you have both

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Know your Support Base

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Exercise• Why is it important to be trusted and respected?

It’s impossible to influence someone or a group without their trust

Trust and Respect

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Exercise

• What are the ways you build trust with others?

• What are the ways to hurt the trust of others or a group?


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• Build trust with someone or any group when you get the chance, even if they aren’t in your project’s sphere of influence – yet Delivering on your promises Talking ”their” language

• Start early – before you need it• Focus on the key Stakeholders first• It takes time to build trust and an instant to lose it

Build Trust

“You cannot build a reputation on what you are going to do...”

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• Betrayed their trust in the past• Little or no understanding of the other person or group• Not listening and paying attention to the person or group• Not communicating in the other person or group’s “language”• No relationship with the other party

Trust Inhibitors

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Project & People Communications

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• Verbal and Written• Formal and Informal• Reports Status Summary Charts and Graphs

• Group meetings Brainstorming Status Working

• Drive-bys

Who goes into the office 4+ days/week?

Typical Communication Skills

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• Always think “Who am I talking to?” Management/Sales/Marketing – Quick and to the point Technical/ Engineering/Security – Details HR/Operations – Process and Procedure Accounting/Finance – Details + Process and Procedure

Note: When do Communications start and end on a project? What are examples of project benefits for each of the above groups?

Excellent Communications

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• The Art of Listening Ears & Mouth Ask a question…..then remember to be quiet Don’t finish the other person’s sentences Tone of voice Step back and listen to all the information – don’t focus on 1 piece

• Body Language speaks volumes A picture does tell a 1000 words Remember to check your audience

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Exercise

• What are some ways you can tell someone is engaged/not engaged?

• What are some tricks to use when someone is not engaged?


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A status document that regularly displays key metrics for the project

• “Just enough” information• Place in the right location(s)• Think push vs. pull

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• Their role:i. Communicate ii. Motivate

Highly Visible Charts

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The Best Communications Example Ever

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Marketing the Project• Why you need to do it and how Not everyone buys in from the start It will pay dividends when the project hits a rough spot “What’s in it for them” – focused message about the good outcomes

i. First Sponsor meetingii. Project Kick-offiii. Executive briefingsiv. Status updatesv. Training “events”vi. Roll-outvii. Hand-off to operations

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Chameleon: • A distinctive and highly specialized lizard …. having the ability to change colors. • However, it is a misconception that chameleons change colors to match their

surroundings.

Adapt: • To change (something) so that it functions

better or is better suited for a purpose

Being a Chameleon

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Joe’s Definition of a PM Chameleon:• Adapting to a situation to get the optimum result by using the best

communication styles and motivators at your disposal to influence each person and/or group based upon their reality

I call it “Playing to Win”

Being a Chameleon

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Reality:• The state of things as they actually exist, rather than as they may

appear or might be imagined

Joe’s Definition: • The state of things that each individual believes actually exist

• Some Reasons why there might be alternative realities…. Different sets of information known/experiences by different people or

groups Different personality types Different goals/desires Different communication and/or learning skills

Definition of Reality

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What being a Chameleon isn’tBeing a Communication Chameleon isn’t:• Changing yourself• Forcing others to do your bidding• Doing what you always do or communicating the same way to all

people all the time• Covering up and/or avoiding the situation

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• Your organization type, and your place in the organization, will determine many of the tools you have at your disposal

Example….• Why do staff managers running projects within their department often

have great project success? Most, if not all, project resources work directly under their span of control They have a history and certain level of respect going from the start

Know Your Organizational Type

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Influence of Organizational Structure

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Inductive vs. Deductive reasoning

Note: Why does it matter to know this distinction?

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• Individual setting Able to have a more candid conversation People are less likely to posture like they might in front of a group You can focus a particular style of communication to just the 1 person

What is the setting

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• Group setting Let the group know the type of meeting

o Brainstorming – a collaboration o Interactive –- Status reporting with Q&A o Information sharing – they are to listen and learn

A great way to apply group or peer pressure A great way to utilize others to communicate or make your point Set time parameters

Hint: If you need to communicate in 1 style (i.e. detailed) make sure to warn the others, (i.e. less detail-orientated) what you are doing

What is the setting

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• Key Elements Are they open to receiving feedback Do you know the best way to “share” your feedback Where are each of you in the organization chart What relationship have you previously built with them What situation are you in when the opportunity presents itself

Know how to handle an “issue”

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“People may not remember exactly what you did, or what you said, but they will always remember how you made them feel”

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Know how to handle an “issue”

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• 3 questions worth 1 point each

I will be looking for some “special” help for a couple of future exercises – stop by at break if you are interested

Trivia

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Negotiations and Sales

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Negotiations• Negotiations is a communication process between two or more parties;

in which both sides consider alternatives to arrive at a mutually agreeable solution. Forging an Agreement Creating a Partnership An act of cooperation – NOT confrontation A “Win-Win” Relationship

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Exercise

• What are the skills or attributes you associated with a good negotiator?

Negotiations

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Great Negotiators . . . . • Have Patience• Understand People • Exude Confidence• Are Open-Minded• Remain Calm• Seek Options – Collaborate• Know the Minimum Acceptable Position

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The BIGGEST Source of Mistakes• Misinterpreting the other party• Being unable to verify what was said• Misunderstanding a question• Making improper assumptions• Being unable to respond appropriately• Confusing the situation• Slowing or halting the progress of negotiations• Selecting the wrong strategies or tactics

NoteThese mistakes most often come from the failure to listen

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Joe’s Negotiating Rules to Live By• Ye who goes first probably loses• If you’re not willing to walk away – you will probably lose• Pre-close from the start using clarifying questions• Remember to be quiet after asking a question• Watch, listen and learn – the first one to get an edge probably wins• Be prepared• Email, texts, IM are not for negotiating • You need 1 more reason for the other person to say Yes than they

have reasons for saying No

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Gaining Agreement – Techniques & Tools• Brainstorming• Finding common ground• Using an agent or 3rd party• Buying time to think• Make proposals that are easy to agree• Find ways to “save face” for the other side• Work on developing partnerships

NoteWhat is a good way to know you are developing a partner relationship

and not being used?

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Exercise• How can you “go first” and not lose?• What are some pre-close questions for negotiating a payment exception

with Finance?• What are some good ways to buy time when negotiating with a vendor?

Negotiations

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I presume –

Most people hate doing “sales” • Not really sure what it means and/or how to do it

• Feel they have a long way to go to be “good enough”

• Don’t want to be “that guy” – think all sales = Used Car Salesman

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Sales

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Sales is a requirement in many ways for managing a successful project or program • Funding

• Resources

• Cooperation with other departments

• Engagement from Sponsors, SME, Team members, etc.

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I presume -

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Everyone is in sales• ….and have been “selling” their whole lives

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I presume -

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SalesExercise

• What was the best sale of your life?

© [email protected]

Sales is…..

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• A personal connection – trust and respect and a willingness to barter

• Providing a benefit to a “buyer”

• Delivering on your promises

• Listening to what they say they are looking to accomplish or what will make them happy

• Negotiations

Note

If you hate it, but it is required, what do you do…..

Think of it as … helping a Sponsor, team member, partner, etc. make a good decision

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Basically Sales is all about…

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• Know who your buyer(s) are

• Consider if you have a relationship, established a level of trust or have anything to barter

• Get them engaged

• Know enough to close the deal – ask a question What problem are we trying to solve? What do they value/don’t care about – think triple constraints Do they have any pain that you can take away? Are they the decision-maker – if not, who is (or is it a team)?

• Understand their “buying cycle”

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Sales 101

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• Know how to qualify the deal What is it you are hoping to accomplish…. If I/we do this…. What is your budget this year/for this item… If this happens….

• Negotiate as needed Price Time Features/Benefits Barter exchange Engagement/help

• Go for the close “Ask for the business” Remind them what they have said before/agreed to already Document the deal and say “thank you”

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Sales 102

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Exercise• You have been assigned the task of going back to the Sponsor for

additional time to complete your project – what qualifying questions would you ask?

• You need Finance to cut you a check before the next cycle to get a 10% discount on a product for your project – that is perilously close to its budget - what qualifying questions would you ask?

• You lead SME is asking you to add a new feature to the project’s scope and the request creates a risk to the project end-date - what qualifying questions would you ask?

Sales 102

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Hints and Tips• Build influence, respect and trust over time – they are your collateral

• Always put yourself in the “buyers” shoes What problem(s) of theirs are you trying to solve? What does success look like?

• Know your facts and supporting metrics

“To me, job titles don’t matter. Everyone is in sales. It’s the only way we stay in business.”

“You can’t sell medicine to someone that doesn’t know they are sick.”

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Politics and Influence

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• Authority, Power, Influence and Control

• Politics

• Motivating and Influencing Others

Key Elements

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Exercise• Define the following terms: Authority Power

Influence Control

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Authority• A power or right delegated or given

• The power to determine, adjudicate, or otherwise settle issues or disputes; jurisdiction; the right to control, command, or determine

• The right to exercise power given by another

vs. Power• The possession of control or command over others; authority; ascendancy

• The ability or might to influence people or events

Authority vs. Power

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Influence:• The power to change or affect someone or something : the power to cause

changes without directly forcing them to happen • Agent of influence an agent who uses his or her position to influence public

opinion or decision making to produce results beneficial to the countryvs. Control:• To direct the behavior of (a person or animal) : to cause (a person or animal) to

do what you want : to have power over (something) : to direct the actions or function of (something) : to cause (something) to act or function in a certain way

• Undue influence, where one person takes advantage of a position of power over another person

• Control freak a person who attempts to dictate how everything around them is done

Influence vs. Control

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The Dark Arts of Project ManagementExercise• How does a project manager exercise influence over a sponsor?• List other groups of people that you would similarly handle • What are some examples of how a project manager exercises influence

over their project team?

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• All companies have it – so how do you play to be successful?• Different at each organization, even within different departments• Build relationships with “Influencers” – even if not on your project• Know when and how to bring in the Big Guns• Find the “power” in and out of your organization• Build rapport with project team, sponsor, leadership, vendors Look for something in common Different approaches for different people types

• Don’t play “fair”

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Politics

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Give yourself permission to “play” as well• Playing Fair is … following the rules & being totally transparent about

everything• Recognize it is part of your duties and embrace it Otherwise you are at a distinct disadvantage

• Manage Communications: deliver the right message at the right time, to the right audience It is often not what you say but how you delivered the message Use forethought – all the time Information is power: you don’t have to tell everyone, everything, right

away

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Few folks play “fair”

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• Know the rules/guideline – the fences you need to stay within• “Bend” the rules when necessary• Make sure the risk is worth the reward if you stray• Be able to explain your thinking – to yourself and to your boss/sponsor• If the rule you bend is big, important or risky enough Put it “in your drawer” for a day Run it by someone “safe”, knowledgeable or risk adverse Be prepared for the fall-out


“Don’t ever take down a fence until you know why it was put up.”

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• Don’t be afraid to ask for: The unusual Something that would normally be a “no”

• Sell it You can’t get a “yes” if you don’t ask It is all in how you ask Be willing to take “no” Don’t sell past the “yes”

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Managing Outcomes through Influence• People are Different - Find out what motivates each person• Build rapport Be inquisitive – ask questions Listen and learn Personality profiling

• Some of the typical Motivators New technology/toys Avoiding risk / Love risk Recognition Left alone/self-managed Rewards :>)

NoteMake assumptions based on what you presently know about their role,

communication style, age, tenure with the company, etc. – but be ready to change your position as you really get to know someone

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• When is it important Soliciting a big decision Have to have a tough conversation Creating important documents like proposals or strategic plans When it is leaving your personal control i.e. RFPs

• Why Vet or Practice before hand Find the objections and issues before someone publically declares their

opinion Find your supporters and detractors You have better influence over the outcome

Assuring a Good Outcome

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• Options on how to handle Review with a “safe” audience /cube mate - honest, available, relate By yourself - put it in a ”drawer” Multiple cycles - back and forth

Hint: Involve others when you can

Ask for feedback on a “draft” Ask others that have gone before you how they would handle it

Assuring a Good Outcome

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Sponsors

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Definition• Project Sponsor: A person or group who provides resources and support for

the project, program, or portfolio is accountable for enabling success.

• Project Sponsor (sometimes called Executive Sponsor): is a role of the senior member of the project and often the chair. The project sponsor will be a senior executive who is responsible to the business for the success of the project

Due to the problem solving needs of the role the sponsor often needs to be able to exert pressure within the organization to overcome resistance to the project. For this reason a successful sponsor will ideally be a person with these five personal attributes - understanding, competence, credibility, commitment and engagement

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What isn’t the Sponsor's role?• Attends only the top-management meetings

• Attends every meeting

• Owns the details

• Accepts no risks to the project / Accepts all risks without question

• Lets the team endlessly debate a point of contention

• Makes a decision or takes an action and doesn’t inform the PM

• Assumes all is well – all the time

• Beats-up the team regularly

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Exercise• What is the Sponsor’s Role within your project?

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Sponsor’s Purpose• Handle politics for project success

External and internal relationships

• Provide vision for the project Provides timely decisions Clarifies priorities Governs project risk

• Facilitate cross-company communications Business issues Business benefits

• Exert clout on behalf of the project Clarifies decision making framework

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• The size and complexity of your project determines the appropriate Sponsor

• The bigger and more complex the project the…. higher-up the sponsor needs to be in the organization the more prepared and qualified they need to be

Sponsor’s Purpose

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On-Boarding your Sponsor?• When to do it

• What to cover during the process Confirm their experience and understanding of the role Project Charter Milestone deadlines Resource needs Expectations of the people on the project team Project communications: format(s) and timing What is their role, and what is not their role Best way to work with and contact them

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• Make sure to speak the sponsor’s language Business

Finance/Revenue/Benefits

• Remember the sponsor cares about Outcomes

Life after the project is complete

Looking good to their peers and their boss

On-Boarding your Sponsor?

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• Honestly evaluate their skills against the Is/Isn’t lists What are their strengths

What are their weaknesses

As best you can…….

On-Boarding your Sponsor?

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If you are given a sponsor that is….• Wrong level of the organization – too low or high

• Unengaged, Unhappy, Uncomfortable

• Energetic but inexperienced

• A great fit

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If Sponsor is at the Wrong Level• Determine if they have extraordinary clout

• Determine if they have a relationship “high enough”

• Determine if you or someone on the team can help

Evaluate the risk to the project

Deal with it ASAP

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If your Sponsor is Unengaged• Recognize if it is early in the project or late

Find the root cause Determine if it is a temporary situation Determine if you can negotiate a better situation Determine if you have help in solving the situation Determine if you have “other” options for a sponsor Politely “document” the risk

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If your Sponsor is Over Eager• How can you tell?

• Why does it matter?

What was discussed during on-boarding? Did you build a trusting relationship with sponsor? Are they approachable and/or understanding?

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Building a Relationship = Trust• Ask questions

Find out their interests and motivations Find out their dislikes Find out about their habits and tendencies

• Communicate effectively• Deliver on what you promise• Make them look good

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No Surprises• Executives NEVER like being surprised – especially if they find out

from their boss or peer• Better to warn them about “possibilities” of an “impact” on the project

rather than hold anything back• Be clear about what you expect them to do, if anything• It is always good to have a proposed resolution or 2• Surprises kill trust

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• Does not travel well via Email, Text, Instant messaging…… @ Tough to “sell through” the bad news that way Can’t gage reactions and deal with them If you have to…. Proof well before sending & offer a chance to have a

dialogue as soon as practical• Don’t wait until the last minute to communicate• Offer assessments, alternatives and recommendations, if appropriate• Try to present some good news at the end of the message

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Delivering Bad news…..

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Situational Examples

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Your operational expenses are growing at a pace the organization can’t sustain and you are tasked with coming up with several concepts and the associated processes required to right the ship• I’m the Sponsor - Ask me a Question…..• Your Assignment….. Asses your Sponsors interest, attitude, level of authority and availability Identify the project goals, scope and success criteria Define assumptions and risks Identify the required resources and analyze their project impact Negotiate resource access and project funding Determine the political landmines around your project

NoteWhat did I miss?


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You see a problem with the way your team manages it’s custom developed software inventory – problems with the code base occur too often. There has to be a better way of managing the various objects as they go through dev-qa-staging-prod• I’m the Sponsor - Ask me a Question…..• Your Assignment….. Asses your Sponsors interest, attitude, level of authority and

availability Identify the project goals, scope and success criteria Define assumptions and risks Identify the required resources and analyze their project impact Negotiate resource access and project funding Determine the political landmines around your project


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A co-worker shares an idea with you about improving the order-to-cash workflow within your organization. You think it has merit and may improve open A/R by 10%.• I’m the Sponsor - Ask me a Question…..• Your Assignment….. Asses your Sponsors interest, attitude, level of authority and

availability Identify the project goals, scope and success criteria Define assumptions and risks Identify the required resources and analyze their project impact Negotiate resource access and project funding Determine the political landmines around your project


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Final TriviaWhat tools and techniques did I use to Influence the outcome I wanted today….1.2.3.4.5.6.7.8.9.10.11.12.13.14.15.16.17.18.19.20. 113

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Presentation Recap• Why are Assumptions your friend?• What does the acronym DiSC stand for?• What are some of the techniques to validate?• What are the reasons to ask a question?• What are the 3 axis for Stakeholder Identification?• What are some of the inhibitors to Trust?• What is the role of Highly Visible Charts?• What is Joe’s definition of Reality?• What is the biggest mistake made when negotiating?• What is the Sponsor’s purpose?• Which of the following is not a skill required to be a Good PM? Is disciplined (enough) Knows how to apply “just enough

Process & Tools” Is a good communicator – at all levels

of an organization Is driven toward goals, yet can flex

when needed

Is organized Is everyone’s best friend Understands the Business/Application Foresees the near future Is a good listener

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Email Joe to offer feedback or request a full copy of presentation

[email protected] - 612.801.0737 www.jperzelinc.comhttps://www.linkedin.com/in/jperzel

https://m.facebook.com/JPerzelinc-1830983350508822

Leadership/Strategy The Dark Arts of Project Management: Influence and Politics How to be a Chameleon: a Key to Enterprise Project Success Leadership: The Making of a Professional, Enterprise PM The Art of Selling and Salesmanship: Tools Everyone Needs to Utilize Managing Change and Surviving to Talk about it Selling the Value of the PMO and Project Managers to Management Managing Innovation: When Out‐of‐the‐box is Thinking Required Project Management Building Your Essential PM Soft Skills How to Train Your Dragon: a Project Sponsor Primer Top Ten ways to Screw‐up a Good Project Project Management for the BA – the Minimum You Need to Know A “Surefire” way to Ensure Schedule Performance! MS Project 101 Case Studies Building out SCSU’s PMO itSMF ITIL Deployment

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Addendum

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• Project: a temporary endeavor with a defined beginning and end• Process: a process is a set of activities that interact to achieve a result• Project Manager: the person responsible for accomplishing the stated

project objectives. (on time, on budget and with everyone smiling – jp)• Project Management: the discipline of planning, organizing, motivating,

and controlling resources to achieve specific goals• Program Management: the application of knowledge, skills, tools, &

techniques to a group of related projects • Portfolio Management: the centralized management of one or more

portfolios to achieve strategic objectives• Project Sponsor: a person or group who provides resources and

support for the project, program, or portfolio who is accountable for enabling success.

Definitions

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Definitions• PMO: is a group within a business, agency or enterprise that defines and

maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects enterprise PMO organizational (departmental) PMO special purpose PMO

• Waterfall: is a sequential (non-iterative) design process, used in software development processes, in which progress is seen as flowing steadily downwards through the phases of conception, initiation, analysis, design, construction, testing, production/implementation and maintenance.

• Phase/Activity/Task: Various levels of a schedule/plan

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• RAID: Risk, Assumptions, Issues and Decisions • Triple Constraint: Price/Pace/Perfection – cost/time/requirements or

features• Slack time: The built-in time in your project where you have excess

capacity or duration • Crashing a Project Plan: optimizing the project tasks for quickest

delivery• Dependency: Required predecessor/successor• Table Stakes: The minimum rigor required to handle the mechanics for

a project• Resource: everyone (or thing) that assists you with your project• Project Charter: a statement of the scope, objectives, and participants in

a project.

Definitions

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• Agile Scrum: iterative and incremental agile software development framework for managing product development. It defines "a flexible, holistic product development strategy where a development team works as a unit to reach a common goal", and enables teams to self-organize by encouraging close online collaboration of all team members.

• Agile Kanban: method for managing knowledge work which balances demands for work with the available capacity for new work. Work items are visualized to give participants a view of progress and process, from task definition to customer delivery. Team members "pull" work as capacity permits, rather than work being "pushed" into the process when requested.

• Epic: a large user story in software development and product management.• User Story: informal, natural language description of one or more features of a

software system. User stories are often written from the perspective of an end user or user of a system.

Definitions

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• Scrum Master: resource who is accountable for removing impediments to the ability of the team to deliver the product goals and deliverables. The Scrum Master acts as a buffer between the team and any distracting influences. The Scrum Master helps to facilitate key sessions, and encourages the team to improve.

• Stand-up: a short, focused, timely meeting where all team members disseminate information – often held daily.

• Story points: Effort level assigned to the work to complete a Story.• T-shirt sizing: Ballpark estimating of the size of effort to accomplish something.

Definitions

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• Joe’s Definitions of the Multiple Types of Project Managers:– Project Coordinator: great at mechanics of the project – Technical Project Lead: focuses on managing the technical team– Application Project Manager: handles projects under $500k and 10 people– Enterprise Project Manager: handles projects over $1M and 20 people

Definitions

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The normal, day-in, day-out tasks associated with running a project

• Setting-up a Charter, RAID, Communication plan, etc.

• Setting-up meetings & creating agendas

• Taking notes or meeting minutes

• Creating project plans and updating them

• Reporting project status

While these artifacts, processes or tools are key, today’s presentation will not focus on Mechanics, but may refer to them on occasion

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Project “Mechanics”

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On-line Personality Tests• Websites for various personality profile tools:

• https://www.discprofile.com/what-is-disc/overview/

• https://www.discinsights.com/personality-style-d#.Vr0HqFLGrcM

• https://www.gallupstrengthscenter.com

• http://www.16personalities.com/

• http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/

• Options and analysis

• http://www.suestockdale.com/different-types-of-personality-tools/

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Email Etiquette• EMAILS, IM and Text are for: Confirming and clarifying Introductions Quick transferring of information that doesn’t require negotiations Good News

• EMAILS, IM and Text are NOT for: Communicating bad News Negotiations or disagreement resolution or arguing or venting Topics that need discussion (If a topic requires more than 3 email/Test/IM

messages, pick up the phone) Any communication that requires analysis of the receiver’s reaction Multi-faceted/threaded conversations Fast Action

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