IT Project Management: On Track from Start to Finish, Third Edition

You and management are also a team. Just like you want your project team to be dedicated, to trust you, and to work with you ”the same applies in your relationship to management. You and management are working together for the good of the company, striving in unison toward an obtainable goal. Figure 3-4 shows how your relationship with management can be reflective of how you manage your own project team. While it may not always feel like you and management are part of the same team, you are.

Figure 3-4: A working relationship with management is required for project success.

When management and you agree, either by your choice or theirs, to implement a new project together, a team has been created. Hopefully, your management will be as supportive of you as you are of your own team.

Creating the Communications Plan

In order to create solid management alliances, you ll need to communicate. In order to communicate effectively, you ll need a communications plan. Based on stakeholder analysis, the project manager and the project team can determine what communications are needed. There s no advantage to supplying stakeholders with information that is not needed or desired. Time spent creating and delivering unneeded information is a waste of resources.

A communications plan can organize and document the process, types, and expectations of communications. It provides:

• A system to gather, organize, store, and disseminate appropriate information to the appropriate people. The system includes procedures for correcting and updating incorrect information that may have been distributed.

• Details on how needed information flows through the project to the correct individuals. The communication structure documents where the information will originate, to whom the information will be sent, and in what modality the information is acceptable.

• Information on how the information to be distributed should be organized, the level of expected detail for the types of communication, and the terminology expected within the communications.

• Schedules of when the various types of communication should occur. Some communication, such as status meetings, should happen on a regular schedule; other communications may be prompted based on conditions within the project.

• Methods to retrieve information as needed.

• Instructions on how the communications plan can be updated as the project progresses.

Working Together

The first step in this team of you and management is the ability to work together. Whether you like the immediate management you are working with or not, you have to work with them. Keep in mind that your goal, the success of the project, can be impacted by the management you are working with. Likewise, the success of your project can impact the management you are working with. In other words, it s a symbiotic relationship ”you both need each other to be successful.

The solution to working together is to create a channel of communication. You and management must be able to talk, to discuss the project, and to report on the status of the work, the finances, and expectations.

Your Communications Plan will dictate how often you and management will need to communicate. In some organizations, it s weekly; in others, it s monthly. How will you know? Ask management what their expectations are. In some instances, conditions within the project will prompt immediate communication.

Intermediary communications in the shape of e- mails , an intranet site, or voice mail would be another avenue to keep management involved with the status of the project. By keeping a flow of communication open through you to management, you are ensuring management s involvement ”but at a happy distance. Project managers must report both good and bad news. Don t candy -coat your findings; reporting both the good and the bad on an equal scale will build trust between you and management.

There are some problems that management and project managers together need to avoid. One of the largest complaints IT project managers have is that management will circumvent their position and go directly to the project team with instructions, input, and advice. In some instances, such as disciplining a team member, this action may be appropriate. The organizational structure of your organization will influence how project sponsors and other stakeholders communicate with the project team. Ideally, project sponsors should follow the same flow of communication through the project manager to the team.

While this requires delicate handling, it s not impossible to achieve. At the conception of the project and prior to the project kickoff meeting, the project manager should express to the project sponsor that she would like to handle all avenues of communication and management of the project. If you re new to project management, this may not be granted, although it s not unusual. Most professionals respect the line of command from management to project managers to the individuals on the team.

If for some reason members of management do bypass you and work directly with your team, and this is disrupting the project, you must address the issue. Report to your project sponsor that this confuses the project team about what the role of project manager is and whom they are to report to, and it undermines your authority with the team. Don t be confrontational, but do be factual.

Dealing with Challenging Bosses

Remember the boss who was a complete jerk? The one who thought he was still in the Marines and you were a new recruit? Or the one who would disappear for days and avoid any decision making? Do you still work for one of those?

While most Neanderthal behavior is not tolerated in today s workplace, a fair amount of it still exists. Management has tended to shift into a more team-building , empowering, goal-orientated style of leadership than in past years . However, there are still plenty of managers who don t relate well to people.

Unfortunately, most of these managers stem from IT backgrounds, and they lack social skills. Or they re traditional managers and lack IT skills. As an IT project manager, it can be tough and confusing to deal with either type.

The manager who comes from an IT background may feel threatened that new technology is coming onto the scene to replace the work and implementation he did so many years ago. Due to his current position, he s lost touch with the rapid pace of technology and feels frustrated by it.

Other managers who stem from traditional roles often have no grasp of technology and of what it can or cannot do. These managers often hide from decision-making responsibilities, overanalyze every phase of the project, or immerse themselves in the project in an attempt to learn as much or more as the IT project manager.

As a project manager, you will have to find a way to deal with different types of management. Here are six types of managers you ll likely encounter and how to deal with each:

• Managers who won t listen Managers who won t listen are either not interested in what you are saying or have a general lack of respect for others. The best way to deal with these people is to document what you have to say. Often these managers only put their confidence in something that is in writing, as it s on record. Use e-mail, letters , and memos to confirm conversations you ve had with the manager.

• Managers who are aggressive Managers who yell, stomp, and are outrageously rude have become less popular in today s workplace; however, these bullies still exist. The best way to deal with these managers is to befriend them, as much as you can, and let them know that when they act the way they do, it offends you. Don t cower before them, and if the behavior persists, seek help from the human resources department.

• Managers who avoid decisions These managers are afraid of making the wrong decision, so they make no decision. They request more research, cancel meetings, and delay their way out of any forward progress. The best way to deal with these managers is to set deadlines with them on when the next phase of the project will commence. These deadlines don t have to be exact dates; they can even be the accomplishment of key milestones within the project. Put the deadlines in writing and try to get a commitment from them. As an alternative, present them with the decision you suggest, and let them know if you don t hear from them by a certain date, you will implement your recommendation. Make sure this is documented and that you give the manager a final head s up before going ahead with your recommendation .

• Managers who micromanage These managers are typically perfectionists, feel that no one else can do the job as well as they can, or don t trust anyone else to do the task at hand. The best way to deal with these managers is to politely let them know that they are micromanaging. They just need to be told they aren t allowing you to do your work. Many of these managers don t realize that they are guilty of micromanaging and need to be told to back off. Of course, you ll then complete the task proficiently and with excellence to show the manager you can do the activity without his hovering .

• Managers who rotate the discipline These managers think someone always has to be in trouble at any given time, and they will discipline someone once a week just to remind everyone else that they are in charge. Your department may refer to it as being in the doghouse, called on the carpet, or your turn . The best way to deal with this is to confirm the cycle of discipline and then confront the manager about it. You should always follow your organization s human resource practices concerning confrontations in the workplace. You don t want to create more trouble.

Working with Good Bosses

Just as plenty of bad bosses exist in the world, there are also a large number of truly good bosses. These individuals are caring, hard-working, goal-orientated individuals. They have the good of the company in mind, know how to lead, and treat people fairly . If you are fortunate to have a good boss, let him know. Let this person know that you appreciate the way he offers advice, listens to what you have to say, and treats you with respect.

Working for a good boss, however, can often be mistaken for working for a passive boss. If you can imagine another project manager working for a boss with a temper, that person s inspiration to work hard is to not get yelled at, publicly embarrassed, or put in the doghouse. On the other hand, some who have a kind boss may be tempted to become more lax because they know their manager would never yell or embarrass them. If you have a good boss, don t take advantage of her. Continue to work hard, to work persistently, and lead your team.

Learn from your boss. As an IT project manager, you can learn from either type of boss that you may have. A bad manager is showing you how not to manage, while an excellent manager is showing you how it s really done. Find the attributes of your manager that work and then repeat those skills with your project team. Not only will you become an effective manager, you ll also become an effective leader.

Interview with Jennifer Arndt

Name : Jennifer Arndt Title: Senior Project Manager, PMP Certified Professional Organization: American Chemical Society Years as an IT project manager: 5

Jennifer Arndt worked at Metrocall, Inc., an Alexandria, VA “based wireless communications company. Jennifer began by managing projects for the telecom group , and eventually became the Manager of IS Operations Project Management. Currently Jennifer is the Senior Project Manager for the Publications Division of the American Chemical Society.

Q: What is the best part about IT project management?

A: The best part about IT project management is the challenge. There is a delicate balance between having enough technical expertise to understand the project at all levels, and having the people skills to ensure that no toes are stepped on.

Q: Why do IT project managers dread the thought of working with management?

A: Management holds power: power over budget, staff, and political sway. Management can also be slow to embrace project management processes, and may have difficulty with making documented decisions for which they must then be held accountable. Project managers are often viewed by management as competing for limited resources, rather than partners in the overall success of the business.

Q: What's the best way to form a partnership with management to ensure that a project will succeed?

A: When I first learn about a new project, I begin by identifying the departments and resources that will be involved. I then meet individually with the managers to discuss their goals for the project.

We also discuss which of their resources will be available for the project, and how much time they will be able to devote . One of the best ways to achieve management buy-in is to make sure that they are intimately involved in the early stages of the project. By instilling a sense of project ownership in management, and clearly communicating goals and concerns, you are more likely to create a cooperative atmosphere for the project.

Once I have obtained individual input from the managers, I hold a kickoff meeting. Managers and staff expected to participate in the project are all involved, so that expectations can be set and discussed with all interested parties. The most important way to form successful relationships with management is to keep the lines of communication wide open. Management concerns should be addressed as quickly and decisively as possible. Finally, project managers should ensure that they can be easily approached, and that communications are kept confidential where appropriate.

Q: When you prepare to approach management about a new IT project, what do you do first?

A: First and foremost, I do my homework. I research the project carefully , and do a preliminary assessment including

• Project summary

• Cost estimate

• Time estimate

• Risk analysis

• Resource identification

• Summary of project goals

I put together a presentation, and then schedule a meeting to discuss these items with the appropriate parties.

Q: How important is it to have the complete backing of management when starting a new IT project?

A: It is critical to have management backing for a project. All managers who will be affected should be contacted and interviewed before the project kickoff takes place.

Managers wield a great deal of political power within an organization. Even if managers' resources will not be required to implement the project, and their department will not be directly impacted, they still have the ear of those who can interfere with the success of the project.

Q: How do you manage the relationship between IT, management, and the good of the company?

A: One of the best ways to define this relationship in an enterprise environment is in terms of dollars. In fact, in many cases the good of the company can be primarily defined as minimal cost and maximum profit to the company. If it can be clearly shown that an IT project will bring a significant return on investment, management buy-in is generally a given.

Acting as a liaison between management and IT staff can be challenging. Although most IT staff can clearly see the benefits to implementing new technology, they often have a hard time understanding the motivations of management. It often appears to them that managers change their minds about project scope on a whim, without thought to the ramifications . To a certain extent, I shield IT staff from management where appropriate, and work with managers to make sure that they understand why certain detailed technical decisions were made.

Q: In your experience, what has been the most difficult part of working with management on IT projects?

A: The most difficult part has been a lack of understanding of the capabilities and costs associated with IT projects. It can be quite difficult for managers to understand why something that seems like a simple modification can be very complex in terms of budget and manpower.

Q: What has been the most pleasant thing about working with management on any given project?

A: Management tends to have the big picture view of an organization. Managers are some of the best sources for information on the history of an organization, which often helps give perspective on the current environment. Working with management also gives the project manager the opportunity to gain visibility within an organization.

Q: What can a project manager do when the immediate management of some team members is not as committed to the project as others?

A: Engage those managers who are strong advocates for the project. In clear, nonjudgmental terms, show them where you are running into hurdles on the project path . If you allow them to draw their own conclusions about who is causing problems, they will often take it to the appropriate level for you.

Also, maintain good relationships with the staff of the manager in question. Even if the manager doesn't support the project strongly, the support of her staff can help to compensate for the lack of management backing.

Q: What's a common trap IT project managers fall into when working with management?

A: It's easy to conceptualize a project as your baby, when in fact your role is more akin to that of a midwife. The people who conceived it, have ultimate responsibility for it, and will live with it once it's completed are the management and their staff.

Q: What are characteristics of a successful relationship between a project manager and management?

A: There has to be an underlying foundation of trust. Management needs to be able to trust you to handle the project details properly from inception through evaluation and development, and into implementation. You must be able to trust management to be honest with you about the challenges facing you with the project, and to make decisions in the best interest of the overall organization. There must also be respect. If the management and project manager cultivate respect for their roles and responsibilities, the project process becomes a pleasant experience.