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Creating and improving
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In this longer version of doing, we create and improve. We work according to plan, and we check our work. But we also pay attention to how we are working and what we are making. Are there better ways of working, ways that will lead to a better result or get the work done faster If so, we do them. Do we come up with ideas for improvements, ways of adding value to the
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PART ONE Hello, Project Management
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project without adding much to the time or cost If so, we suggest them to the project manager and the customer, and nd out if they are worth doing. Caring about our jobs and the project is valuable to us, as well as to project results. It increases our sense of the value of what we do, our sense of participation, and our job satisfaction. As project managers, we do this ourselves and we also cultivate this attitude of attention, responsibility, and creativity with each person on our team.
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Testing and xing
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Even on the smallest task we should take a minute to make sure we did the job right. And if we nd a problem, we x before we deliver. And xing takes time. That seems simple and obvious. But I have seen dozens of project plans that have a test phase, and no time for xing every problem the team nds. Either the project managers gured everything would go ne, or they just did not think about the time it takes to x problems. In reality, if we are testing we will be xing, and we need to make time for xing and retesting after the xes in the project plan. Estimating the time the test cycle will take is di cult because we do not know how many problems we will nd. We address this in 9.
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TERM
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Test cycle This is the time we take to check for problems, resolve them, and then retest to make sure we have really solved the problem, and not created any new problems, so that the product meets customer speci cations.
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When we picture, plan, create, improve, test, x, and deliver, we create the best possible project results, and deliver on time and under budget. In 4 we will see how project managers have formalized this idea into a structure of stages and gates.
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Solving Problems as a Team
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The last set of tools we introduce in this chapter help create e ective teams that work together to deliver results. These are the no-blame environment, gap analysis, and gap reconciliation.
CHAPTER 2 Tools to Use Over and Over THE NO-BLAME ENVIRONMENT
Our own attitude towards our work and our team creates the no-blame environment. If we focus on the reality of work and results, and not on personalities and blame, we take the rst step. As shown in Table 2-1, we take the second step by making sure that each person has what is needed to do the job, so that responsibility and accountability are matched with authority, empowerment, ability, skills, knowledge, and resources. When the work environment has a
Table 2-1 Views of the work environment: Reality vs. personality.
Reality-based Responsibility for actions and their consequences Accountability for results Supported and balanced by:
Personality-based Blame for failure
Personal praise Politics (in the negative sense of the term) Avoidance of responsibility Micromanagement Denial Manipulation Anger Criticism
Clear job de nition Authority Empowerment Ability Skills and tools Knowledge, information, and methods Resources, including: People Money Information systems Information, including status and technical speci cations
Excuses
PART ONE Hello, Project Management
balance of responsibility and empowerment, then each person s job is realistic, and we can focus on reality and success, not personality and blame. When we create this balance, each person on the team takes on a job, and has what is needed to do that job. If we do this, then work gets done, and deadlines are met. If problems come up, we work together to resolve them. There is no need to ask who is to blame when something goes wrong. It is not perfect. People make mistakes and misunderstand one another. We are part of those mistakes and misunderstandings. And we are also part of good work and success. And so is everyone else. When we leave blame out of the picture, the team can focus on delivering the work. We can eliminate the negative aspects of dealing with personality. That allows the team to focus on the real gifts of personality, the unique qualities each team member brings to the job, improving the results. Even in a no-blame environment, problems will come up. Instead of ngerpointing, we can address problems with two tools: gap analysis and gap reconciliation.
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