And we are off!
The fun part of the project is underway! Getting the job done.
And straight away, trap number 1 starts to rear its head - issues! We sort out one but the issues just keep coming...all we seem to do is to respond to issues.
An approach that is called reactive project management.
This can feel like we are making progress - after all, issues are being resolved and problems dealt with. People may view us as the go-to person who can sort things out - which can feel good. We can feel that focusing on and dealing with issues is productive - particularly with the smaller tasks that we can sort out and move on from reasonably quickly.
The catch?
This isn't necessarily constructive work by the project manager and focusing heavily on issue resolution is not actually going to ensure the project maintains progress or runs smoothly.
Certainly, there will be significant issues that occur with projects. Ones that could impact the deliverables, extend the duration &/or blow the budget - these are the type of issues that a project manager should be involved with. But, they should not be responsible for or the only person who can deal with all issues.
Reactive project management commonly leads to missing lunch, just working a couple of extra hours each day, popping in on the weekend or doing some remote work to "get on top of things".
This adds up to continually working long days and weekends which wears you down. You become less productive as you become more tired. You become more stressed. Stress can progress to burnout....
It is not uncommon in the project world to come across people who have experienced the burn out cycle.
When leading a project, how we can really add value is by being proactive. We need to ensure that we take the time to look ahead in our projects, and further than just the next couple of days!
We can also become caught up with looking at what has happened in a project, updating the status reports to show and focus on the past. This isn't necessarily an indicator of what will happen in the future.
Well.....you could say it will be if that is the focus of discussions.
By focusing on what has happened will not change what will happen. The cycle of issues and problems will repeat unless we actively address the future.
I am certainly not saying that we should not be aware of or understand what has happened on a project - there may be a trend occurring which indicates future project issues if it continues.
However, what we should really be addressing is where are we right now and forecasting what we expect to happen moving forward on the project - identifying any road blocks or potential challenges.
This is a key project management technique called managing expectations....
If people are aware of what may happen that could impact them as a part of the project (or the project outcomes if they are in a governance position), they will be better prepared to respond or make a decision should the event occur - negative or positive.
What causes the most issues for people involved with a project; ie: creates the panicked reactions, adverse comments and negative perspectives?
Surprises!
If people are not at least aware of something that may happen prior to it occurring, they will by default respond negatively.
So, 2 key tips here to keep in mind when running a project:
Be proactive not reactive
Manage peoples expectations
To be proactive, set time aside each week to review the project. Block time in your calendar and find somewhere where people will not find you! If people can find you, they will ask you questions or pull you in to discussions, and so you loose your opportunity to review what it will take to complete the project and identify any potential or actual road blocks.
Managing peoples expectations can be as simple as touching base to confirm (or remind!) people of their upcoming commitment to the project.
Hot Tip! If someone offers to help you with a part of an upcoming project, ask them right away what availability do they actually have. People mean well and can be very enthusiastic however will overcommit themselves. When it comes down to it, their work is a priority over your project and when you reach the point that they said they could be available - they will not be. Meanwhile, you estimated the duration of the project based on available effort which has now changed and so, the project will by default take longer.
Another key area that can make a significant difference to the level of stress you may experience is the leadership style applied.
In the past, the typical style of leadership was Command and Control. Regularly catching up with everyone working on the project to find out what their progress is, how much longer will it take for them to finish their current task, directing them to what they need to work on next, and finding out if they have any issues - effectively, a very admin heavy approach which tends to maintain the decision making and power of the project centralised with very little ownership or commitment from the project team.
What is a lot more common now in projects is Servant leadership. Providing the team with the tools and roadmaps to direct themselves. You are now supporting them to achieve progress. Team members gain a high level of ownership and therefore commitment to a project if they can manage what they need to do rather than just being told. As a project manager, you are now there to resolve any issues that they cannot deal with, remove any potential roadblocks and spend more time on managing stakeholders as a part of the project - focusing your effort on areas where you really add value!
And the bonus, reduced stress levels.
Expectations for the project are set, everyone is working towards a common goal and have played a part in developing how to reach it. Information is shared rather than being retained in one persons' mind and, for the project manager, the focus is on dealing with exceptions rather than the day to day actions.
Maintaining motivation is important.
While there are a number of ways that this can be achieved, one key area to think about is the milestones. How meaningful are they and how often do they occur.
Milestones should represent a key achievement point, representing progress towards achieving the project goal.
And, how often should they occur - plan to complete at least one milestone within a 3 month period. Any longer than this and performance of the project team tends to drop pretty quickly. People need to have a sense of meaningful progress and achievement to maintain motivation.
My toughest project to date?
As previously stated, the key parameter for success for this project are milestone achievement points. Duration is flexible, cost is minimal and the quality to be achieved is completion of an Ultramarathon.
The key milestone points are distance based - 10+kms to begin with which I ticked off on the Coastal Challenge on Auckland's North Shore early this year. An event that I would highly recommend for anyone with a range of distance options available - running or walking.
The next key milestone target was 20+kms which I passed with the Motatapu Dual event in April. An amazing course that I would rate as very unique. Unfortunately this is an event that ended this year after 16 years of fundraising contributing to the preservation and reforestation of the island.
At this stage, I am focusing on building endurance and strength around this milestone before moving on to the next one of 30+kms with the final milestone (at this stage!) of 50+kms.
The next event scheduled is a return to the Coastal Challenge in Feb of next year but this time a stepped up distance of 21kms with a bit of water interaction. Come along and join me! There are shorter distances available and it is a great way to see parts of the coast that you usually do not view!
Key tips for those who may be considering getting in to running:
Shoes - the most important part of your running gear! Get yourself along to one of the sports shoe shops that provide professional advice and fitting such as Shoe Science. Know what type of terrain you wish to run and be up front about your age (as in my case!) and stage of running. You need to work out quickly what brand and type of shoe works the best for you.
Clothes - people have different preferences regarding shorts or full length pants, tight or loose. Trial what works best for you. Shirts should ideally be quick drying and breathable. The main thing to keep in mind is chaffing - vaseline is a runners best friend, particularly for longer distances.
Nutrition - Very important for before, during and after a run. Before - consider slow energy release foods such as pasta, potatoes and protein the prior day. In the morning - choose a fast energy release choice; eg: porridge, toast and fruit or bagels (do not hit the sweets...yet!). During the run - fast release foods such as bananas, oranges or lollies. After the run - restock blood sugar levels and kick off the recovery with foods such as yoghurt, fruit, nuts, or bagels and do not forget about replacing the salt that you will have lost through sweating.
Hydration - small regular sips are best for during a run. An important aspect for longer runs over an hour. You do need to consider what you will use to carry your water or to use at drink stations - the standard for events is cupless now. For me, I prefer a running vest with a couple of squeeze bottles as opposed to a camelbak. The bonus of the vest is the additional pockets for carrying any quick nutrition you need on the run.
Trial and error will help you to determine what works the best for you - test out the gear prior to any event.
The most important thing to keep in mind when running a project is to be flexible. We need to be constantly aware of what is happening in our environment - internally or externally. Often we become very focused on the project and fail to identify changes that may have occurred that could impact the success or the project.
A plan is a guide and best intention approach to constructively achieve a goal given what we know at the time of creating it. However, a plan must be flexed as we learn more about the project as it progresses - we can determine better and more effective ways to complete it - and our environment changes.
Rigidly sticking to a deadline achievement point just because isn't good governance if that means there is a higher risk of significant impacts to the project as opposed to accepting a variance. For example, laying carpet by a certain date introduces substantial risks if the roof isn't completed yet! A single storm can undo the progress and increase costs due to the need to replace the damage.
So, how to reduce the stress levels associated with projects:
Be proactive
Manage expectations
Consider your leadership style
Maintain motivation
Be flexible
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