Black Belt Productivity

Project planning is not easy, especially if you do not follow the steps outlined in Getting Things Done®. Michael covered the five steps of project management in yesterday’s entry. However, they bear repeating…

1. Define Purpose and Principles
2. Visualize the Desired Outcome
3. Brainstorming
4. Organizing
5. Identify Next Actions

These steps are key to effectively managing any project.

Today I will share some “lessons learned” from my personal experience.

Bear in mind that all of these key points were learned using one of two methods.

• Observation (watching and learning from others)
• Tough courses in the University of Hard Knocks (a.k.a. “falling on my face”)

That having been said…here we go.

1. “Plan your work, and work your plan”. In our finance director’s office, there is a small sign that hangs on his wall with this quote. You will also find a slightly less extravagant version of it in the office of most of his direct reports. The five steps that David outlines for project planning cover this area. If you do not plan properly, it makes it very difficult to measure your progress against a plan. In turn you will also find difficulty in reporting status to those up the ladder that must be kept in the know as to the progress of a project that is under their watch.
2. When you organize, create a tangible schedule. This is one of the most critical mistakes one makes in doing a project. This can be as simple as a set of tasks in Outlook..or an elaborate schedule laid out in Microsoft Project. Why lay out a firm schedule? First, if you keep it in front of you, you will force yourself to be accountable to it. Second, if there is a team involved where everyone involved has responsibilities, you need to keep it in front of them to hold them accountable.
3. Understand that leadership is more than management. There is a huge difference in being a manager and being a leader. When you are managing a project, you want to be perceived as a leader. Leaders set the example of what is expected by rolling up their sleeves and getting involved. Managers delegate and sometimes have to employ intimidation to motivate. Why is one more successful than the other? As Aretha Franklin used to sing, “R.E.S.P.E.C.T.” You want a smoothly functioning motivated team? Lead, don’t manage. I am fortunate enough to have several people that would go to the ends of the earth for me, not because of any special thing I did, but because they know I respect them, and will have their back in a tight situation. They know that I am not being motivated by what it can do for me professionally. That perception is vital to getting others to play well with you.

I am by no means an expert at managing projects. I am not even a manager. But these are some lessons I have learned from my experience being involved supporting and leading projects over the years.

Are there any lessons you have learned form the “University of Hard Knocks”? Feel free to share them with us.

-Jason