Dhanu.kothari

[email protected] NASA PM Challenge 2012 1

Dhanu KothariPresident, D2i ConsultingCo-presenter: Romeo Mitchell

President, Bold TCM Group

Unspoken FearsWhat Gives Brave Project Managers

Nightmares


The Universe is hostile to the success

of your projects

What are your“unspoken fears” and what

are doing about it?


Unspoken FearsNightmare Scenarios

1. Change in Management/ Sponsorship2. Unrealistic deadline or expectations3. Uncooperative client and stakeholder4. Key resources transferred or terminated5. De-motivated/ Difficult team members6. Culture of fear - Pressure to ignore risks7. Ever-changing client requirements8. Organizational Politics – the hidden agenda 9. Visible roadblocks – Sponsor with no clout10. Estimating Assumptions; Level of confidence

11. Mgt. misinformed (viability, timing, status)12. Refusal to accept that the project needs help

Worries & fears . . .. . . can lead to chronic stress


1. Projects do and will fail2. A mindset issue3. Often burdened with right from the start4. Anticipation of failure … … built into the project from

the very beginning!5. Fear of being exposed6. Protect negative view of ourselves7. Fear of perfection – If I want something done right, I

have to do it myself8. Fear of things being out of control9. Fear of not being respected10.Fear of failure – what if it doesn’t work?11. Fear of Reprisal

Expectation of Failure


1. Associated with core beliefs about ourselves2. Leads to Stress resulting in wear and tear. 3. “Consequence of the failure of an organism to

respond appropriately to emotional or physical threats, whether actual or imagined. “ H. Seyle

4. Even a thought can set off the same response mechanism that would be in play while standing in front of a hungry lion.

5. Deming’s 14 points applied to Project Mgt. # 8 – Drive out Fear and Create Trust

Manifestations of Fear


Stress Contributors

PM Role/PositionInherent Stress

People-relatedStress

Organizational Stress


1. Unrealistic Deadlines2. Project Risk Factors3. Management Pressure4. Conflicting Situations5. Project Environment6. Completion7. Career Expectation

Stress Contributors


Effects of Stress

1. Headaches2. Short Temperedness3. Upset Stomach4. Low Morale5. Cardiovascular Disease6. Psychological Disorder7. Musculoskeletal Disorder8. Workplace Injury9. Suicide, Cancer, Ulcers10. Impaired Immune Fuction


Managing Stress

1. Level Set - Align expectations with reality

2. Explore why things bug you- Introspection

3. Strive for a well rounded life4. You are not your career5. The project is not you, and

- You aren’t the project!


Techniques for ManagingUnspoken Fears

1. Make a list – Act of writing is a therapy

2. Focus on realistic issues Vs. imaginary

3. Discuss with a trusted advisor/mentor

4. Ask for help; Alert client of situation

5. Present “bad news” with alternatives

6. Reserve time slots to address/ worry

7. Establish network in the organization


Managing Unspoken Fears The Eight Steps

1. Ask yourself: What specifically am I worried about? How would it have an impact on me? What are my rational & irrational fears

about this situation? What am I able to do about this situation? What are others able to do about it?

2. Get accurate facts and information Worry is often based on worst-case

scenario thinking


Managing Unspoken FearsThe Eight Steps

3. Challenge your irrational fears4. Engage in something you enjoy to

interrupt your worry5. Discuss with a trusted friend or mentor 6. Stop & focus on the here and now.7. Try “thought stopping”

Reserve “Worry Time”Limit your worry to the time30 minutes max.

8. Believe in yourself and your team


Is There a Better Way …

… to make sense out of situations to see significance?

1. A certain degree of detachment from immediate perception is a crucial inner resource

2. Take a step back; understand the bigger picture3. Not taking it personally . . . It ain’t about you!

It’s all about people, process and the project!

“Dispassionate objectivity is itself a passion for the real truth”

– Abraham Maslow


Creative Detachment Mind Body medicine - Make yourself relax physically

Turn your attention inward to relax the mind

Seven Steps1. Find a quiet place for relaxation2. Close your eyes3. Relax your muscles from top to bottom4. Breathe slowly & focus on the breath5. Witness everything & judge nothing6. Visualize - Absorbing energy with “Inhale”

- Releasing stress & tension with “Exhale”

7. Repeat for 10-15 minutes

OutcomeDetachment from the outer physical world


1. Make connections2. Help yourself by helping others3. Maintain a daily routine4. Take care of yourself5. Give yourself a “news” break6. Have a plan7. Prepare a security kit8. Nurture a positive view of yourself9. Keep things in perspective10.Maintain a hopeful outlook

Holistic Fitness & Resiliency


Comprehensive Soldier FitnessUS Army CSF Program

Physical

Spiritual Family

Social

Emotional

http://csf.army.mil


5 Ways Project Managers Don’t Lose Their Minds

1. You’ll never be caught up. Stop trying

2. You’ll never make everyone happy

3. Get it off your chest

4. Practice the art of saying “no”

5. Explore the concept of hidden costs


Dealing with Unknown Fears

Essential Skills and Competencies

1. See the big picture2. Focus on managing expectations3. Bias towards action4. Engage the Client5. Understand client needs & objectives6. Adhere to PM Fundamentals7. Enjoy the PM role


Behaviourial Characteristics

1. Problem solving culture2. Coaching Project team members3. Having a risk Management plan4. Process for Decision making5. Promoting good team interaction6. Belief in Project purpose and plans7. Driven by Team Values

Dealing with Unknown Fears

NASA PM Challenge 2012 [email protected]

Good analysis as part of continuous cycle of Project Management

1. Measurable benchmarks for progress at key milestones 2. Comparing actual progress against the benchmarks3. Highlighting the variances at the milestones4. Reporting variances to team members & Sponsors5. Where the variance is negative:

- Taking action to get back on track with the plan or, - Changing the operational plan, if justified

Preventing project failure

SolutionFollow the Best Practices & eliminate worry that

"...Gives Brave Managers Nightmares.”


Overcoming Failure ComplacencyLessons Learned

HonestyBrutallyHonest

SyrupySweet

Good-WillSuccessVector

LeadershipZone

LeadershipZone

1. Strong leadership 2. Supporting PMO3. Cultural bias to

succeed 4. Communication

highlighting successes


Lesson 1… Make it Relevant

Sub- Contractor

Vendor

InternalStake-holders

ExternalStake-holders

Consultant

Mgt./ ProjectSteering

Committee

ExecutiveSponsor

ProjectManager

ProjectTeam

Client Team

Client

ProjectChampion

ClientOrganization

Team

BusinessStrategy

ITStrategy

Team Solution.Architect

Team


Psychology of

Denial

Org.Culture

FilteringInfo.

Failure toSpeak Up

SuppressBad News

Shootthe

Messenger

Lesson 2 – Make it Meaningful

Psychology of Denial

WillfulDeception

&WishfulThinking

AssembleProjectTeam

ProjectApproval

HoldKick-offMeeting

GatherApps

Inventory

IdentifyHigh Pr.

Apps

Gather/Analyze HW Assets Info.

Upgrades, New & Refresh

Initiate Contract for Hardware Acquisition

Define COE forOffice, XP and Outlook

Define XPSecurityTemplate

Define XPUser Policies

Develop TestMethod for Apps

Set Up Test LabFor App.Testing

Conduct App Test

DevelopInstallScripts

Test & Finalize SWDistribution Method

Conduct User Test

PrepareSW Del.Object

ConductPilot

Migration

Install & Test Data Migrn &Backup Tools

Repeat process for Each App

Train Help Desk

Conduct UserTraining

Develop UserTraining

ConductUser

Migration

ConductPost Impln.Review

DefineMigrationProcess

PublishMigrationSchedule

ProjectComplete

Example: OS Migration Project Roadmap

Hardware Planning & Delivery

Lesson 3 – Make it Visible

Focus on the Critical Path, Major Milestones, Deliverables, Dependencies and Activities


Lesson 4 – Make it Formal

ProjectWorkbook

1. Project Charter2. Project Organization3. Work Breakdown - WBS4. Major Milestones5. PERT/ Dependency6. Detailed Estimates/ Schedule7. Deliverables/ Responsibility8. Resource Plan9. Financial Plan10. Risk Management Plan11. Project Quality Plan12. Project Control Plan13. Project Communication Plan14. Change Management Plan15. Acceptance Plan16. Contract Mgt. Plan17. Work Assignments18. Status Reports19. Minutes of Meetings20. Escalations & Issue Mgt.21. Sign-offs/ Completion Reports22. Business Benefits Validation23. Supporting Documentation

If it’s not documented,it doesn’t exist!


Lesson 5 – Make It Easy

Busi

ness

Anal

yst

R : Responsible for the Deliverable A : Accepts/ Approves the deliverableC : Must be Consulted I : Needs to be Informed

Work Pkg # N- Deliverable 1- Deliverable N

Work Pkg # 2- Deliverable 1- Deliverable N

Work Pkg # 1- Deliverable 1

- Deliverable NP

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.Work Package/Deliverable Ta

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Manage Project Deliverables with the “RACI” Chart

RA CI

I

I

I

I

R

R

R

A C I

AC

C A

RA C

R A C

$

$

$

$

$

$

MM/DD

Lesson 6 – Make It Work For You

How We Communicate

Non-Verbal

E-Devices Visual AidsWrittenVerbal

• PDA’S• Data Devices• Intranet/ Internet• Project

Servers• Web-based

Rpt.• Cell phone• Pager

• Body Language• Expressions• Hand Shake• Posture• Eye Contact• Listening• Dress/ Attire• Interest/ Attention

• Project Kickoff• Client Review• Project Review• Performance Review• Status Update• Presentations• Project Selling• Conference Call• Phone Call • Interviews

• Project Documents Requirements thru Final Assembly, Test & Operations• Manuals for User, Operations & Trng.• Change Requests• E-Mail Messages• Management Reports• Contracts• Agendas• Meeting Minutes• Status Reports• Newsletters• Promotion/ Publicity

• Graphs• Charts• Slides• Pictures• Posters• Video Clips• Logos

Leverage different modes & styles


Lesson 7 - Make it EffectiveImpact on Effectiveness of

Verbal Communications

Whatwe say7%

Howwe say it

38%

BodyLanguage

55%

Reference: Social Intelligence by Karl Albrecht


Lesson 8 – Make The Toolkit1. Business Case & Project Charter

2. Project Organization Chart

3. Work Breakdown Structure

4. Dependency Chart & Critical Path

5. Major Milestones, Work Packages,

Deliverables & Updated Schedule

6. RACI Chart (Responsibility Matrix)

7. Risk Assessment & Risk Plan (Top 3 Risks)

8. Financial Plan with the Six Measures

(TBC, CBC, CAC, CEV, ETC, VAR)

9. Change Order Requests (Most Critical)

10. Status Reports, Issues & Escalations

If you are not using these, then what exactly

are you using to manage your project?


Lesson 9 – Make It Personal

Client interface responsibility Focus on individual deliverables Awareness of stakeholder expectations Continually sell the project Manage internal & external politics

- Budget, Buy-in, Approvals, Resources- Dept. Goals, Priorities, Commitment

Insulate the Team from Org. Politics & Management Issues


Lesson 10: Make It FunEnjoy the Politics

“Having the organizational savvy

to get your ideas and

recommendations accepted”

Good politics . . . the art of meeting members’ needs, solving problems & communicating

recommendations …

to influence project direction

towards its intended outcome.


Structured & meaningful communication

Formalized process for delegation, escalation, resolution etc.

Inclusive culture of “problem resolution”

Focus on the process. . .not personality!

Value differentiation - Excellence, Integrity, Learning, Serving?

What is unique about your Project Team?

Lesson 11: Make It Unique


Lesson 12 – Make it Focused

Speech: 250 words/minute

Hearing: 750 words/minute

Brain CPU: 10K-50K words/minute

Listening Skills … Channel Excess Capacity

to the conversation

Relax … It’s not your fault!


Make it ConsistentMake it Easy

Make it EffectiveMake it FocusedMake it Formal

Make it FunMake it Meaningful

Make it PersonalMake it RelevantMake it UniqueMake it Visible

Make it Work for You

Lessons Learned – Summary


May I have the courage today

To live the life that I would love,

To postpone my dream no longer

But do at last what I came here for

And waste my heart on fear no more.- John O’Donohue

Dealing With Unspoken Fears

Dhanu.kothari

Technology

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