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3 Reasons Why Proper Project Management Can’t Be Overlooked

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checklist-2077023_640No matter your business size, you know that managing various aspects is crucial.

With that being the case, how would you assess your company’s project management skills?

If you’re running a one-person show, you know that the project decisions fall on your shoulders. While you may get a few wrong, it is imperative the bulk of project management decisions you make come out on top.

When you have many employees, finding the right one to direct project management is key. By having the right minds in the right places, you can make the right decisions time and time again.

So, is proper project management a staple in your business world?

Review Your Project Management Efforts Going Forward

So that your project management efforts are always moving forward, remember these keys:

  1. Knowing who to pass responsibilities to

Whether you make the final call or a manager does, make sure the right person or persons end up with the projects.

For instance, you have a big customer service initiative coming up that you’ve been waiting to unveil. The one catch is that the project is going to need some heavy marketing, especially in the area of social media. While the individual you’d like to head the campaign is great at many facets, he or she is not strong with social media.

So, do you still give them the keys to the project despite the social media shortcomings? Or, better yet, do you trust them to find the person who gets social media to collaborate on the initiative?

The answer depends on if you trust that lead person to do whatever it takes to promote the project. If you do, there should be no worries moving ahead. If you don’t, you may need to intervene at some point.

The bottom line is to know the strengths and weaknesses of those you put in charge to execute any project.

Some people can think on their own two feet and will not need guidance. Others, meantime, may need some extra nurturing to get the job done that you’ve entrusted them with. This can at times include finding the best product support.

  1. Prioritizing the Right Projects

Depending on the number of projects your business has on its plate at any given time, things can get quite busy. That said a busy company tends to be a healthy one.

With that in mind, always do your best to review each project and where it falls on the importance totem pole. To do otherwise is putting your company in a dicey position. Without the right project structure, you can end up with a free-for-all on your hands before you know it.

In prioritizing those projects, look at the following:

  • Customer needs and expectations
  • Which projects have the greatest potential for financial return?
  • Those projects your team can handle with nary a concern

The better you do at prioritizing projects, the faster you become a consumer favorite.

  1. Getting Customer Feedback

Although you make the final decisions, taking customer input is important.

For example, a new project you unveiled recently was a huge hit with the bulk of customers. In not resting on your laurels, get some feedback from customers on why they liked it and how it benefited them.

On the other end of the spectrum, another project you recently put in motion met with muted applause. Customer feedback is essential on why this project did not work as others have.

Once you have all your feedback, both positive and negative that is, be sure to meet with your staff and discuss it. In doing this, you are better prepared when you move on to upcoming projects.

Often, top business owners and project managers learn from yesterday and act today.

In dealing with many projects and people at once, you have your hands full as the company owner.

Step back for a few moments and assess how things are going.

If you’ve for the most part made the right hires and the correct decisions, your company should be doing fine.

So, does that sound like you and your business?

Photo credit: Pixabay

About the Author: Dave Thomas writes about business topics on the web.

Book review: Joy, Inc., by Richard Sheridan

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Corporate joy? Is that an oxymoron?

It doesn’t have to be, according to Richard Sheridan. His company, Menlo Innovations, is devoted to “ending human suffering in the world as it relates to technology™.”

Sheridan’s book, Joy, Inc., (which was originally released in 2013), is a fascinating look inside his team’s “joy factory.”

book cover Joy, Inc. by Richard Sheridan

The casual reader might be tempted to approach this book with some healthy skepticism. The title conjures up a mental image conjured of a bunch of forced-wacky Kool-Aid drinkers.

In reality, the book provides a detailed explanation of systems, methods, and daily processes that are intended to result in joy. Joy for the employees, for the clients, and for the lucky end-users of the software being created.

Learning and teaching are at the core of the Menlo system, where colleagues work in pairs and progress is quite visibly measured on the walls. Humans need to feel that they are making progress in order to be happy, and that need is systematized at Menlo.

Here are just some of the ways Sheridan and his crew build joy:

  • Avoid having “knowledge towers,” employees who are the sole repositories of certain information.
  • Eliminate bureaucracy, and unnecessary meetings wherever possible. Consider having a daily standup where only those with useful information to share speak.
  • Use what Sheridan calls “High-Speed Voice Technology.” Talk to each other, openly and frequently. Stop texting and emailing people who are in the same building. Build relationships, which build value.
  • One of the key elements of a joyful culture is having team members who trust one another enough to argue. Stop hiring people who all agree with each other.
  • Consider reverse show and tell. Rather than presenting your client with a progress report, ask the client to tell the team what is going on with the project.
  • Use physical artifacts for planning and task execution, so that everyone can immediately see progress and status.
  • Hire for joy and build that into the entire process. Look at the human, not the resume.
  • Whatever you’re making, build in the delight/joy for the end-user as well. Find a way to build links between your staff and whomever will be using the work product. Menlo has a special position called “high tech anthropologist,” which is the link between programmers and end-users.
  • Create an atmosphere free of fear. You can fail, you can experiment. Don’t get stuck on something just because you’ve already invested a lot of time in it.
  • Break important HR rules, etc., like having babies or dogs in the office, as long as it’s part of your authentic culture.
  • Share leadership, and be vulnerable. Share your vision and encourage new leaders.
  • Strive for clarity and discipline.
  • Incorporate flexibility as part of the culture, as much as possible. This makes it easier to start new initiatives.
  • Accountability is important, but only when everyone is accountable, top to bottom.
  • Employees need the “ability to go to work and get meaningful things done.” Values must be pervasive and visible in every aspect of the business, from the work space to contracts, to partner agreements.

Menlo is serious about transparency. The conclusion of the book punctures the idea that it is utopia. There are problems, as there always will be when humans are involved. The key difference is that here, problems are openly acknowledged and tackled as a team, not behind closed doors.

I’d strongly recommend this book to anyone who is considering building a business, and especially those who are already running a business. There are ideas galore, and even if you aren’t producing software, Sheridan challenges you to find the joy in your daily business.

Do you look at joy as a business value?

Disclosure: I was provided a digital review copy of this book. My opinion is from the heart.

Author’s Bio: Rosemary O’Neill is an insightful spirit who works for Social Strata — makers of the Hoop.la community platform. Check out the Social Strata blog. You can find Rosemary on Google+ and on Twitter as @rhogroupee

Working With Designers Should be Joyful, Not Painful

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By Paul Biedermann

working with designers should be joyful

Good designers are hard to find and sometimes even harder to work with. But it doesn’t need to be this way.

It is common for a client to ask for something and then wonder why the designer won’t just give them what they want. After all, “the customer is always right.”

Wrong.

That may work in a fast food restaurant or a shoe store, but when it comes to working in the area of professional design communications, it gets a bit more complex than that. And really, you — as the client — shouldn’t want it any other way. In fact, if a designer isn’t asking questions and challenging assumptions, they are probably not very good and you won’t be realizing the full power of what design can bring to your business.

The key is to not interpret pushback as being difficult, but rather as a welcomed and necessary part of the process for doing good work. In other words, the way to begin a project with a designer is not by telling them what to do, but rather by laying out the objectives to be achieved and then letting them recommend a solution. Designers are problem solvers, not decorators. Design usually satisfies a host of different needs and requirements, and that means a defined process is necessary to get there.

So, if a designer seems like they are giving resistance and aren’t listening to what you want, it is possible that they are simply trying to pursue the path to success, which isn’t always as clear cut as it may seem. It may also include redefining the problem in order to proceed most effectively and arrive at the best solution for your business. And if they keep coming back to the same questions, it is likely they haven’t yet received the information they need to do their jobs well — so rather than writing it off as being difficult, it’s worth keeping an open mind that perhaps they really have only your best interests at heart.

The best design experiences occur when the designer and client work in collaboration, each respecting the other’s contributions to a successful outcome.

The perfect client:

• Clearly articulates the goals, objectives and problem to be solved.

• Provides any supporting information and practical considerations pertinent to the project.

• Is timely in reviewing preliminary designs and responsive to any communications

• Understands that the designer is as interested in the successful outcome of the project as they are.

A good designer:

• Pays careful attention to the goals of the project and what needs to be accomplished.

• Requests any details, information or content necessary for proceeding with the project that hasn’t already been provided.

• Stays on top of the schedule and keeps the client engaged at key phases throughout the duration of the project.

• Understands that the client is the ultimate decision-maker and does what is necessary to ensure as smooth a process as possible for an effective design solution.

This is a quick summary, of course — but these are the key roles and responsibilities that any successful design collaboration requires. If friction develops at any point during the process, it is usually because one of these points is missed.

Don’t make the mistake of dismissing someone who is persistent for a “defensive designer” with a big ego. Those exist too, of course, but it is usually a matter of someone who has practiced their craft for a long time, knows how to get the job done, and is passionate about what they do. Respect their expertise and they will respect yours, and it will likely be a fruitful process for both of you — and the project wins.

The design process can be fun, challenging and invigorating. For that to happen, it is important that each side fulfills its basic responsibilities — working together, which also means letting the other side do what it does best.

Embracing ambiguity during the often “murky” process of design can have a big payoff down the road — but it also means trusting your designer, so make sure you hire a good one!

Author’s Bio: Paul Biedermann is the Creative Director/Owner of re:DESIGN, a small design agency specializing in Strategic Design, Brand Identity, and Visual Content Marketing — intersecting smart design with business strategies that reach, engage, and inspire people to action. Blending traditional and leading-edge media tactics. Paul consistently delivers integrated, award-winning results for his clients. Connect with him on Google+ or Twitter.

 

Image via Creative Commons, Amber De Bruin.

12 Outstanding Managers Share How They Delegate for Success

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Take Too Long to Teach Someone? How Long Will It Take if You Don’t?

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Personal bandwidth who has enough?
Whether we work for a huge corporation or work for ourselves, learning to ask for help in positive, profitable ways is a learned skill. We all have to learn to delegate well or we can’t grow beyond what we can do by ourselves and do well. Without delegation skills, we’ll be stuck as builders, line item worker, mid-level of execution because we won’t be able to …

  • grow past what one person can do in day.
  • trust people who have skills we don’t.
  • move to higher level thinking by passing on what early learners can do.

With that thought in mind, I asked 12 outstanding managers (13 if you count me) this question …

How do you delegate responsibility to inspire the best performance from people you work with?

Here’s what they said.

Know the Outcome You Want

The key to be really clear on what you are looking in a position or on a specific project — and by that I mean, first with yourself. If you don’t have a clear idea in your own mind — if you instead have only a vague notion — it’s pretty difficult for anyone who works with you. And that’s a frustration for everyone. Do I sound like I’ve been there? Uh.. yeah! — Ann Handley

Work with and Trust the Right People

Simple as it sounds, sometimes we reach for the nearest person to help, rather than taking time to identify the person best suited for the work we have. Taking a moment to look at the skills required and match the person to the job can make a HUGE difference in the success of a job.

You are correct, not having enough time to get everything done is a top concern for most of us. I know it is for me. I think that the key is to recognize that you absolutely cannot do it all on your own. And the responsibilities will only increase, so it becomes a necessity to bring in an assistant or even a team to help with time-draining details. Spend time hiring the RIGHT people that can be reliable and trustworthy and then TRUST THEM TO DO IT. — Kelly Olexa

I make sure to delegate squarely in the sweet spot of the other individual’s skill set, which usually maps to one of my weaknesses. This gives the teammate the opportunity to take ownership and feel important (which, in fact, they are!) — Steve Woodruff

First, pick and work with great people, if you want the best performance. Second, never let an issue fester, when you could address with an open honest, if painful, communication. — Becky McCray

Set Clear Expectations

Often when we work with someone we respect, we “endow” that person with great traits. We unconsciously assume he or she will deliver things that we don’t mention when we “hand over” a task.

Clearly state the task to be done, set a clear goal and give feedback when the task is completed — Barry Moltz

I am a control freak, so it is not in my nature to delegate. It has to be a process of discussion and mutual trust, then I let go (as best as I can). This means agreeing time frame, ensuring the person I am delegating to knows EXACTLY what is expected of them, and talking through everything they need before they can get started. — Chris Garrett

First, I make sure I’m clear about what I’m delegating. In other words, I try to make clear the work I expect the person to complete and the decisions that they will be responsible for making.

Second, I try my hardest to trust. This is the only way to not be a micro-manager. Truth is, people have brains and ideas of their own…they might make choices that are different than what I would choose. When they do, I want to learn how why they did, so I ask their rationale. More often that not, it’s sound.

Combined, I believe that these two things allow me to get the best performance from the people I work with. — Scott Porad

Let People Know Why You’re Counting on Their Performance

To get great work, communicate how it important a project is and why it’s important. Let people know that you’re counting on them for their best. Nothing ruins performance more than thinking someone might come behind us to “redo” what we’ve just done.

I get the best results when I explain not only the tasks at hand but also the purpose. Understanding the reason why something needs to be done and the general purpose / objectives behind the work gives the person performing the work extra insight and inspiration to do their best. — Carol Roth

Rather than delegating responsibility I try to delegate “soul”. Always make sure the person knows “why” what I am doing and delegating is so important to me. It becomes an emotional bond rather than a functional responsibility. — Hank Wasiak

Be There After the Assignment

It’s a risk to delegate and forget a project. Often a check back will reveal something that we’ve not communicated well. Sometimes a question or an offer to “take a look” can empower someone to perform at even higher levels.

I work my best to create simple systems and empower those I work with by asking how I can serve them to get the job done better, easier, and faster. — Lewis Howes

Value Great Performance

Everyone likes to be paid well, but payment comes in many forms. Gratitude for great work, referrals, and citations add to the mix of what inspires people to want to do their best work for us.

Explain the task. Illustrate its importance. Communicate the benefit to them. Then make sure the benefit happens. Even if it’s just a “good job” you can’t forget the praise or next time they’ll forget to follow through. — Jason Falls

and Remember to Delegate Even When You Don’t Want to …

The point is that delegating today might mean that it will take you two days to teach someone how to do something, but two days from now they’ll know how … If you don’t delegate now, two days from now you’ll still be someone who has to go it alone.

I suck at actually IMPLEMENTING this, but I DO try to remember it as guidance….learned it from a smart guy on an Admiral’s staff….

“It’s not a question of ‘What must I do?’ It’s a question of ‘What must get done?’ Stuff has to get done, but that does not mean that I – personally – must do it.”

— Sheila Scarborough

Asking for help clearly with focus on the person and the work that needs doing can actually improve our performance and make our value greater. After all, who doesn’t know someone who does something better than we do?

Where might a little delegation raise your visiblity, your performance, and the amount of work you get done?

–ME “Liz” Strauss
Work with Liz on your business!!

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Do You Know the Six Stages of a Dysfunctional Project?

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Sometimes it’s nice to do work things on the weekend–to use the free time you have to get a jump on the next week.

Some projects raise the bar to meet our ability to put in extra time. Don’t give up your life to make your work go faster. You could find yourself living less and less and working more and more instead. And in the end, you might end up a wreck rather than feeling like you’ve done something worth accomplishing.

Project problems can seem like one-of-a-kind things — certainly they’re only related to this awful project, this difficult client, this inexperienced team member. But if every project has it’s problems, then something dysfunctional is happening.

The Six Stages of a Dysfunctional Project
1. Enthusiasm
2. Disillusionment
3. Panic
4. Search for the Guilty
5. Punishment to the Innocent
6. Praise and Glory to the Non-Participants.

How do you spot a dysfunctional project on the horizon?

–ME “Liz” Strauss
Work with Liz!!

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