Project Management

PROJECT MANAGEMENT Our Plan for Your Plan July 2006

A Publication of ILTA

Inside This Issue 3 The Enigma Called Project Management by Melissa A. Tanner, PMP of Seyfarth Shaw LLP "Project management" is often misunderstood and avoided. It's a process guiding a project from cradle to grave, and a project manager possesses many skills to bring the project to a successful completion. Change management is key to the success of this process. Our author outlines the phases of a project, and this article is a great primer for anyone wanting to learn more about PM. 4 Project Management Peer Group Survey The results of ILTA’s first-ever project management survey are in! This inaugural survey sets a benchmark from which we will be able to spot future trends. 5 A Communication Plan Is Key to PM by Julia C. Forbes of Brown Rudnick Berlack Israels LLP Good communication is the foundation of good lawyering, and a good communication plan targeted to lawyers is the foundation of a good project in a law firm. Looking at how lawyers communicate, our author provides strategies for crafting a communication plan to ensure a successful project life cycle. 8 Scene One, Take One: SharePoint for PM by Juliet Alters of O’Melveny and Myers LLP SharePoint team sites are a valuable component of the project management toolkit at our author's firm. She likens the art of PM to that of directing a movie, and you get a view of their successes from the director's chair. 10 Exclusion Lists Control Your Projects by Patrick Byron of Sonnenschein Nath & Rosenthal LLP Knowing what will not occur during a project can be as just as important as knowing what will. Defining and maintaining exclusions ultimately gives project managers more time to ensure successful conclusion to a project. Managing the expectations of your stakeholders is part art, part science; and our author raises our skill level in both camps. 11 Starting a PPM Initiative by Brad Robbins and Kiron Bondale of Solution Q Inc. It's the "chicken or egg" conundrum in the PM world — should we plan our processes or our technology first? There are advantages and disadvantages to both approaches, and our authors offer a more balanced view that parallel implementations can serve a firm best. The PMO (Project Management Office) in one firm sought to establish the necessary tools, processes, risk and resource management of IT projects. Their case study is part of this article. 15 “Soft” Skills for Project Managers by Bruce Nicholls of Bryan Cave, LLP A successful project manager recognizes the need for honing his/her soft skills and becoming a more effective listener, communicator and mentor. This article provides a very good overview of the types of training and resources that your PM leaders can utilize, all focused on building strong project teams to ensure successful project completion.

Statement of Purpose: ILTA is the premier peer networking organization providing information resources to members in order to make technology work for the legal profession. 2

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EDITOR’S NOTE Project management is so much more than what is visible at first glance. Using the star above as an example, we see a team, tools and the pieces to complete the project. What we don’t see is the planning, tool selection, communication, mentoring or even the “speed bumps” that got the project this far. Our authors offer their expertise in “star-building” with tips, techniques and wisdom ranging from effectively communicating with the PM team and stakeholders, to balancing processes and technology in a project portfolio management implementation. Our gratitude goes to them. In addition, we’re very excited to offer the results of ILTA’s first-ever project management survey, and we extend our thanks to all who participated. Ken Hansen, Editor

ABOUT ILTA Providing technology solutions to law firms and legal departments gets more complex every day. Connecting with your peers to exchange ideas with those who have “been there done that” has never been more valuable. For nearly three decades, the International Legal Technology Association has led the way in sharing knowledge and experience for those faced with challenges in their firms and legal departments. ILTA members come from firms of all sizes and all areas of practice, all sharing a common need to have access to the latest information about products and support services that impact the legal profession.

by Melissa A. Tanner, PMP of Seyfarth Shaw LLP

The Enigma Called Project Management

Project management (PM) is an enigma to most organizations, with many believing it to be a tool with which projects are managed. Similarly, there is a misconception that a project manager is a task master. Project management is a process guiding a project from cradle to grave, and a project manager possesses many skills to bring the project to a successful completion. All projects start with an idea or a problem that needs to be solved. It’s an art to turn an idea into reality or resolve that problem on time, within budget and using available resources. That art is project management, and the project manager is its curator.

Role of the Project Manager The project manager plays a key role in a project. While one of his/her roles is most certainly managing tasks, a project manager must also be a leader, coach, organizer, motivator, negotiator, planner and conflict resolver, to name a few. A great project manager is an active listener, delegator and one who gives recognition where recognition is due.

Project Management Process The process varies from organization to organization, but most share the following phases: initiating, planning, executing, controlling and closing.1 Without these phases there would be no clear road map for the project team to follow and no way to know if the project is on course. The three key phases, planning, executing and controlling are examined in this article. Planning the Project. This phase is probably the most important. We begin with assumptions that a cost benefit analysis or feasibility study was conducted, and a project charter was defined and approved.

The goals of this phase are to gain everyone’s approval of the deliverables, delivery dates and responsible parties. This phase is where the project team, not just the project manager, will collaborate to: Determine stakeholders and team members. Create a list of all the tasks and work to be performed (using work breakdown structure or other method). Determine milestones. Define the roles and responsibilities. Create a detailed schedule or work plan, including dates, dependencies and resource assignments. Define the budget, including costs for software, hardware and services. Determine risks and the plans to mitigate them. Define the communications plan. It is extremely important that all project team members buy into the plan and believe that they can achieve the goal. If they do not, the project will not be successful. Therefore, once the planning meetings have occurred, all planning information must be documented and reviewed with the project team members in order to gain their approval. The plans should then be reviewed and approved by the project sponsor and other stakeholders. Executing the Project. The primary goal of this phase is to coordinate the resources in order to carry out the plan. Key to this phase is developing the team. Team building is critical to the success of the project and should be an ongoing activity.

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This phase is where: Quotes and proposals will be obtained, if needed Contractor and vendor relationships will be managed Controlling the Project. The goals of this phase are to monitor and control the project by tracking performance, taking corrective actions and keeping the team informed. Monitoring and controlling are not just practical theories; both play an essential part in a leader’s ability to make sound business decisions. Information on the project is periodically gathered, and the plan is updated. This updated information should be utilized to facilitate the decision-making phase, especially if corrective actions are required.

Change management must begin at the top level and filter downward. A status report document, schedule and other project documents should be updated periodically and distributed to the project team, project sponsor, key stakeholders and other executive management. These documents provide information on the accomplishments, goals and any delays associated with the project, and they report next steps.

Change Management Implementing a project management process takes patience and flexibility. There will be resistance to change within the organization. A change management process is needed to execute a plan effectively. Change management must begin at the top level and filter downward. The project managers should be change leaders.

Does Technology Offer Assistance? An organization must understand project management and have the processes in place before implementing a PM tool. The tool (e.g., Gantt charts, resource management, task management, etc.) aids the project team, it does not manage the project. The tool is only as good as the processes behind it; and without a clear understanding of this concept, many projects are doomed to failure.

Plan Your Work, Work Your Plan If your organization is ready to implement a PM practice or if your current practice needs to be reviewed, keep these thoughts in mind: Process is key: No tool will manage projects by itself. Education, education, education: Educate the organization on project management. Change management: Get buy-in and support from upper management. Start small: Focus on important issues. If these four key items are addressed, your organization should be able to turn project management from an enigma into a reality.

Endnote 1

These five phases align with the Project Management Institutes (PMI) project management processes (initiating, planning, executing, monitoring and controlling and closing) as defined in the Project Management Body of Knowledge (PMBOK) 3rd Edition (ANSI/PMI 99-001-2004) page 23.

Recommended Reading from the Author Project Management Body of Knowledge (PMBOK) 3rd Edition (ANSI/PMI 99-001-2004), by Project Management Institutes (PMI) Principles of Project Management, by Project Management Institutes (PMI) Project Management, by Gary R. Heerkens Project Management for Dummies, by Stanley E. Portney, PMP

Project Management Survey Results Project management has been rapidly growing in the legal community, and the number of certified professional project managers has been growing as well. We didn’t know how much or how rapid this growth was until we got the results of ILTA’s first-ever survey on project management. The members of the ILTA Project Management Peer Group Steering Committee were all surprised, pleasantly surprised. 155 entities participated in the survey. This was a terrific response, and thanks to all who participated! This survey has two major values. It offers background on what firms and law departments know about project management (what they are doing and what tools and processes they’re finding most useful and acceptable). The questions can be used as a project management checklist to determine an organization’s maturity level and what steps should be taken. Our thanks to Kathy Boden-Benson and Conrad Ekkens for designing a great tool. To view the results of the survey, go to

www.iltanet.org/pg/pmsurvey.pdf.

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by Julia C. Forbes of Brown Rudnick Berlack Israels LLP

A Communication Plan Is Key to PM

A project manager should prepare a well thought-out, effective and bulletproof communication plan as part of a successful project plan. Good communication is the foundation of good lawyering, and a good communication plan targeted to lawyers is the foundation of a good project in a law firm.

Learning and Applying Communication Skills Two of the primary skills taught in the first year of law school are problem solving and writing. While the “problem solving” part of a project is centered around quality, procurement, cost, scheduling and risk, all the processes together rely upon writing skills and ultimately a communication plan to keep the stakeholders (usually lawyers) informed. It would stand to reason that lawyers would respond quite favorably to a good communication plan. Informed stakeholders make fewer demands on project team members, providing better utilization of time and other resources. With a successful conclusion to a project, budgets for future projects are more likely to be approved. Additionally, lawyers learn to use the FIRAC (Facts/Issues/Rules/ Analysis/Conclusion) approach to practicing law. Therefore, a communication plan should include these five points as much as possible to increase the odds of success. Now consider what is at the core of practicing law. For the transactional legal practice, it is document drafting. For all legal practices, particularly litigation, it is the ability to present or argue using written and oral skills. Lawyers who are collaborating with outside counsel, recruiting new lawyers or bringing in clients, must alter their content and style for their specific audiences. The product lawyers sell is expertise, billed in six-minute increments. The validity and accuracy of all communications is paramount for them, and it would be reasonable that they would expect the same of staff, particularly project managers.

Why Projects Fail Only 28 percent of technology projects are delivered “as planned.”1 The larger the project, the greater the likelihood of failure (think Denver airport baggage handling system). The following studies reveal precisely how important communication is in a project. In 1998, BULL (a French computer manufacturer and systems integrator) requested Spikes Cavell (an independent research company) to conduct a survey in the U.K. to identify the major causes of IT project failure. Poor communications were blamed 40 percent of the time, with more than half of those indicating that a breakdown in communications was the culprit. The breakdowns occurred in all areas and among all groups associated with the project. The KPMG Canada Survey, conducted in 1997 concluded that “poor project planning” and, more specifically, the quality of the “communication plan” was the reason for project failure.2 The CHAOS Report in 1995 identified “incomplete requirements and lack of user involvement” as the top reasons for project failure. Involving users is an essential element of proper communication. The role of an IT or project manager centers around good communication. You’d think we would have a higher project success rate. Study CHAOS Report

Primary Failure

Other Causes No clear statement of Lack of user involvement requirements

Bull Survey

Poor communications Lack of planning between relevant parties

KPMG

Poor project planning

Poor articulation of user requirements

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Constructing the Plan A communication plan is one of the most important elements in a project plan. Techrepublic.com proclaims, “Communication plans are key to project success”3 in an article authored by Rick Freedman. To that end, a project manager is held to a higher standard. When putting a communication plan in place, the process is dynamic and involves all members of a project. The all goal is to understand the expectations from the project sponsors and clients and effectively communicate these expectations to all members of the project team. The team needs to be directed to apply the tools and techniques, skills and knowledge to complete the project work. Feedback on progress from the project team must be then translated for the lawyers. Lawyers generally have expectations surrounding project scope, cost, quality and time. The communication plan must live through the planning, executing, controlling and closing processes of any given project. While communication occurs during the entire project, the communication plan is a “formal, defined communications management process that is performed as part of certain process groups,”4 and includes the frequency and format of communications, information distribution, performance reporting and administrative closure.

Know Your Audience The first part of constructing a communication plan is to ensure the information and communications needs of the lawyers are clearly understood. If possible, request a formal “liaison,” preferably a lawyer who has been an IT advocate in the past, perhaps a third- or forth-year associate to be a go-between. This liaison provides the project manager information about the lawyers’ communications needs and format. This part of the project is a facilitating process of planning and is NOT optional. It occurs often and as needed over the life of a project. The communication plan is written and includes: A method and means for collecting and storing data (project archive) A definition of information allocation and methodologies The format, content and amount of information that align with the firm’s culture (project charter and scope) A schedule of each type of communication to be produced (e.g., when project meetings will be held) Methods for accessing information at any given time (e.g., intranet, public folder, extranet, etc.) Methods for updating and refining the communication plan (done through the project manager)5 The inputs to project communication planning are documenting the communications requirements of the stakeholders, assessing the technology available to deliver the information and determining any constraints and/or assumptions inherent to the project. It is critical to know where lawyers fall in terms of responsibility and interest in the project, what practices and departments are impacted, where the stakeholders reside and any external communications that do (or don’t) exist (i.e., does the firm have a public relations specialist responsible for communication externally, such as the public and/or media). In addition, 6 :: July 2006

there may be some special considerations such as regulatory requirements that must involve the lawyers or elevated account permissions to monitor cost overruns or missed deadlines that may, perhaps, impact a trial or a client need. Communication planning has constraints and assumptions that impact the outcome of the project. For example: Can the type of technology in place realistically work within the project timeline? Should time zones be a consideration for multi-office firms? If a deadline is missed, will there be fines, loss of clients or damage to attorneys’ reputations?

Balancing Frequency and Format The frequency and format of the communications should occur based on the needs of the lawyers and the culture of the firm (most lawyers don’t appreciate a “drive-by” unless the information is completely relevant to their role or stake in the project). The Project Management Book of Knowledge (PMBOK) suggests that those actually working on the project should provide updates on a daily to weekly basis. Stakeholders usually benefit from weekly to monthly communications, largely dependent on the duration of the project. Also, beware of “over-dependence” on electronic communications6 such as phone and e-mail. Because of the dynamic and unique characteristics of law practice, memos and meetings are appropriate for certain types of situations. In fact, lawyers tend to respond to hard copy communications since that is a tool often used in their practice. Those situations should be clearly spelled out in the communication plan. Those members of the project responsible for communicating with the lawyers (usually the PM and possibly the liaison discussed above) may need to step outside of their comfort zone when it comes to this. Reliance on a handheld device is fine for quick, applicable updates, but face-to-face interaction should be used when the information is more immediate, contentious or positive. The information distribution portion of the communication plan should define the requirements for the staff and lawyers in terms of what needs to be communicated, when and in what format. The data that should be contributed and considered are work results including status, quality measures, schedule and cost and any other details the lawyers may have requested. Other information that should be considered include feedback from those working on the project, information received from the technology (reports, databases and PMIS) or vendors being used for the project and, of course, the status. These details can be provided in formats discussed above and available in the communication plan. At this point in the project, communication problems may become apparent. Those problems might include retreating from the lawyers or staff and under-communicating to them, not monitoring what information is being distributed, not placing emphasis on bad news, and keeping everyone on a “need-to-know” basis. Adhering to the communication plan can prevent or mitigate these bad habits. All of the information gathered and distributed can be placed in a knowledge base or archived for future use, and it could be used in the evaluations of the employees who worked on the project.

The Key to Good Reporting The communication plan must also contain the objectives for performance reporting. The PM needs to know the status of the project and how it relates to the baselines of cost, schedule, scope and quality, as well as to the expectations of the lawyers and staff. Depending on the expectations, the process for performance reporting may involve Gantt charts to which lawyers respond quite positively to, as these charts are frequently created and used as exhibits. If the finance/ accounting department is involved, a trend analysis of cost or earned value management system (EVMS) could be used. By measuring and comparing planned value, earned value and actual cost and other measurable factors, the EVMS gives a cut-point view of the project performance in relation to the schedule and cost. Depending on the values of these formulas, different strategic actions can be taken to solve problems and put the project back on schedule, budget or both. Finance departments tend to want to be as fully informed as possible regarding matters of cost, and communicating with them in a language they understand benefits everyone.

performance and/or quality management, nor would he or she invest in a project without similar guarantees. So too, a written document should be created for reference by both the project team and the lawyers regarding the communication plan throughout the life of the project. This document keeps the lawyers informed at a level they understand, while the team focuses their efforts on the project plan. When time is allotted for the communication plan and you’re told it’s unnecessary, remember you’re spending the lawyer’s money on something IT will be held accountable for days, weeks or months to come. Insist on a communication plan for every project involving lawyers.

Endnotes 1

2

Administrative Closure A plan for administrative closure is required in the communication plan. Unfortunately, it is often seen as unnecessary. Frequently, lawyers have moved away from the project, the project has no further priority (or money), and administrative closure is not billable work for a lawyer, and they don’t understand the need for IT to carry it out.

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Standish Group, CHAOS Report 2001, as quoted in the Defense Acquisition University (DAU) Deskbook, http://www.it-cortex.com/stat_failure_cause.htm. The Standish Report began in 1994 and is updated every 3-5 years. A new edition was scheduled for release in Spring 2004. KPMG Canada Survey (1997), and CHAOS Report (1995), all cited at http://www.it-cortex.com/Stat_Failure_Cause.htm#The%20Bull%20Survey %20(1998). http://techrepublic.com.com/5100-6333-1028635.html, by Rick Freedman. PMBOK PMBOK PMBOK

When performing administrative closure, it is best to hand-deliver and acquire a signed document from the managing partner or other high-level stakeholder at the project’s completion. Lawyers use signed documents in their practice all the time and will respect the desire to get their consent or formalize their acceptance of the closure of the project. This may lead to increased credibility and more consideration at budget time when IT endeavors to take on new projects. When obtaining the signed document, the communication plan should detail the process of closure. At this point, postmortem audits can be conducted, experience and lessons learned can be documented to a knowledge base, and a white paper or other type of retrievable archive can be created for future projects.

Get It in Writing In any communication situation, there is a sender and receiver, and the better each is able to understand their respective communication needs (what they need to know, how much and how often) is vital. Since lawyers are trained in problem solving and writing skills and practice those skill throughout their careers, they hold other professional staff to this same standard. Being held to this standard frequently helps hone these skills, and these skills are needed to compose a good communication plan. A successful communication plan involves researching, studying and scripting the plan using information distribution and performance reporting. Getting this in writing at the beginning of the project and adhering to it throughout the project life cycle will give the lawyers the consistency and formality they frequently desire, while keeping the project team members informed. The communication plan facilitates and is central to all other processes of the project and must be mandatory. A lawyer wouldn’t invest in a mutual fund without a written document describing risk, cost,

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by Juliet Alters of O’Melveny and Myers LLP

Scene One, Take One: SharePoint for PM

Being a long-time Southern California resident who is surrounded by icons of the film industry — I drive by Universal Studios on my daily commute — I’m heavily influenced by all this “moviedom.” It’s not a far stretch for me to liken the process of project management to that of directing a movie. A good movie starts with a script that has a compelling and cogent storyline with a beginning, middle and end. It then comes alive when good actors make the story believable and engaging. As a project manager, you are the director of your own movie. You need to craft a cohesive project plan (script) which includes all of the appropriate phases, starting with the initiation process and ending with the closing process. Just like casting a movie, you also must carefully choose the project team members (actors) who can successfully execute the plan, and you must be mindful of the other people who participate in your project, including sponsors, key stakeholders and end users.

Action! Those in the project management field are faced with the challenging and persistent responsibilities of managing tasks, risks, costs and people’s expectations. This is a lot of information that must be shared, and to be successful, good communication is imperative. Much like the directors use bullhorns to communicate with their cast and crew, project managers also need communication tools. Many organizations use e-mail for project information distribution, but this approach may not be the most effective as it can be cumbersome for participants to keep current on the latest versions of key project communications. While I won’t say we have found the Holy Grail of communication tools, I will say using Microsoft SharePoint team sites has made it easier to “direct” our projects.

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Our Storyboards The business analysts who manage our enterprise application implementations leverage SharePoint team sites to facilitate transparency and promote knowledge sharing among project team members. Through the use of the project team sites, we can see projects unfold in real time. When a project starts, the business analyst creates a project team site with a predefined template. As the project progresses through the different phases of the software life cycle, more and more information is posted to the site by project team members. When a project is completed, the team site may be archived. Why did we choose SharePoint? We already had an existing investment in Microsoft technologies, and SharePoint is an existing component of our Enterprise Agreement, so there was no additional cost to use it. Moreover, SharePoint team sites are workspaces that have essential “out-of-the-box” functionality for easy collaboration including: Check-in/check-out of documents, allowing team members to make changes to documents without the possibility of having their changes overwritten Version control of documents that are works in progress (but SharePoint is not a replacement for a robust document management system) List maintenance with different filtering options, a feature that is very helpful for managing progress on action items Quick and easy survey creation, offering a way to reach out to gather and validate user requirements User-defined alerts, allowing teams to subscribe to alerts so they are notified when new content is posted to the team site

Calendars for tracking project milestones, events, vacation schedules of team members, etc. Discussion threads for managing conversations without clogging e-mail inboxes Application of security by owner/administrator of the team site to restrict or expand access to users without IT intervention Each project team site becomes the one-stop shopping place for all major artifacts related to a project. Using a team site eliminates unwieldy e-mail threads that may not have included everyone and maintains one version for the project team to reference. Additionally, having everything located in one repository makes traceability throughout a project’s life cycle much easier to manage. For example, you can access the requirements specification that ties into the application design document, the test strategy and test cases without having to search through multiple e-mail archive folders and/or network drives. Microsoft’s powerful search engine allows for ready access to information. As easy as it is to launch a team site, it is just as easy to archive a project team site when the project is completed. But what happens to the information housed in the archived site that may be a useful reference source? No worries. Any archived site is searchable in the event you need to retrieve precedential materials.

with the appropriate levels of access set by a project team site administrator can navigate to individual project sites for more details. At the project portfolio management site, we plan on supporting dashboard views for sponsors to see their own projects as well as how their projects are doing vis-à-vis other enterprise projects. We will also house here will be overall resource allocation information and indicators of where over/under allocations occurred. We believe these pieces of information will help sponsors make well-informed decisions when prioritizing projects for the firm in the event of resource conflicts. We also use the project portfolio management site to house general project management resources such as the Project Management Institute’s tome, the Project Management Book of Knowledge (PMBOK), as well as our own lighter and more agile version tailored for project management that I affectionately refer to as “PMBOK Lite.” Other resources include our software test methodology and links to our software quality assurance site. Project portfolio management is, unfortunately, not an “out-of-the-box” feature of SharePoint team sites. Currently, we are evaluating several portfolio management software vendors and third-party Web part vendors, as well as keeping a watchful eye on Microsoft Office 2007 implementation of a lighter version of Microsoft Project. These all support (or plan to support) integration with SharePoint so they can fit well into our current and future strategy.

Our All-Star Cast We have been using SharePoint team sites as project artifact repositories and collaboration workspaces for over a year now, and we have over 50 individual project sites to date. At the end of 2005, we realized we needed to bring these discrete team sites into a more focused view, and we have started to build on the concept of a project portfolio management site that is intended to be the “home base” for all project information. The existence of our project portfolio management team site allows us to give a single link to project stakeholders, sponsors and team members to gain access to the projects in which they participate. From this top-level site, any user

Previews of Coming Attractions As we look to the future with Microsoft Office 2007, SharePoint becomes a seamless component of the Office suite and will further facilitate how people work. We recognize that SharePoint is not just an application but a technology platform foundational to Microsoft’s vision of the technology architecture to support knowledge workers. By utilizing its out-of-the box features for collaboration today, we are well-positioned to leverage future improvements. As Microsoft introduces more features, we are committed to exploring their usefulness in our project management toolkit. Watch for the sequel to this movie!

Project Management Peer Group ILTA's Project Management Peer Group connects IT professionals and legal staff in member organizations to facilitate educational opportunities and networking events. The group strives to provide webinars, white papers and networking opportunities for its subscribers; and its listserv facilitates discussion relevant to both the technical and process-related needs of project management members. For more information, please contact Sally Hatchett, Vice President of ILTA’s Project Management Peer Group, at [email protected].

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Exclusion Lists Control Your Projects by Patrick Byron of Sonnenschein Nath & Rosenthal LLP

Project managers are consistently confronted with change requests from various stakeholders or people outside a given project. The stakeholders feel the new ideas and enhancements need to be incorporated and must be delivered. Some of these ideas and enhancements may have already been considered early in the project planning and not included for any number of reasons. Documenting these ideas and the reasons for their rejection during the planning phase in an exclusion list allows the project manager to spend less time on project delays and budget overruns and more time on moving the project forward. Often the exclusion or “out of scope” list is overshadowed by the scope definition. However, these two sections of the project definition each have important purposes and distinct impacts on the project.

The Project Scope The scope definition is created so all stakeholders have the same goals for the project. It should be the result of an agreement between the project team and the stakeholders of what must be completed for the project to succeed and meet the stakeholders’ expectations. The project scope helps the project manager keep everything on track. Typically, however, the project scope does not give the project manager enough influence when facing scope change requests. By definition, the project scope explains what must be done but does not explain what cannot be done, nor does it include what was considered and discarded during the project initiation phase.

Facing the Changes Was an idea or proposed change considered and discarded when the project was originally started? Throughout the project, new ideas and new directions arise and result in requests for scope changes that must be analyzed by the project manager and approved or disapproved by the stakeholders, the customer and possibly the change control board. If the proposed change isn’t feasible, the pressure is on the project manager to prove this because any change may be positively perceived by the stakeholders as new, innovative and with the potential of having great benefits. And while the project manager could attempt to use the information detailed in the scope document to turn down the request, this will usually be insufficient. With the support of an exclusion list, the project manager can show that the change is not an innovative idea and its potential was already measured and proven unnecessary.

The Project Exclusion List The exclusion list is the project manager’s primary ally in challenging a scope change. It tells the change requestor that during the project initiation phase, the project team: Thought about the proposed idea Established reasons why the idea should not be included in the project Agreed the idea would not be implemented

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With a well-defined exclusion list, the project manager has a strong argument to provide the change requestor. It demonstrates that early in the project, the project team had considered the proposed change request and determined it would not work due to specific conditions and valid arguments.

Defining the Exclusion List The project sponsor is the best person to start the exclusion list. The project sponsor has a set of expectations, a timeline in mind for the project completion and a good understanding of what the project must and must not include. After gathering information from the project sponsor, the exclusion list can be developed by working with: The project team: If a team is already assigned to the project, it is to the project manager’s benefit to meet and confirm the project scope and how they understand it. Brainstorming will most likely allow the project manager to develop project scope and items that should be excluded from the project. The technical leads in the organization: They are working on initiatives that may resolve some of the project’s goals. They could also give the project manager technical arguments regarding why certain aspects of the scope may not be realistic. The vendor: The vendor has the expertise. The vendor knows how other clients approached the project and why other projects were delayed or went over budget. The vendor can establish time and cost metrics based on experience that would support an argument for exclusion or inclusion of an item within the project scope. Other project managers: These individuals may have useful insight as they may have worked on similar projects in the past. Once information has been collected from these various sources, the project manager can start building the exclusion list. It is preferable to meet with the project sponsor and the project team to finalize both the scope and the list of exclusions.

Documenting the Exclusion List Although referred to simply as the “exclusion list,” it is critical for the project manager to document not only the exclusions, but also the reasons for the exclusions. The reasons could include a time constraint, a budget constraint, a lack of expertise within the organization, a resource constraint, insufficient ROI, etc. Keeping track of the reason for the exclusion is just as important as the exclusion itself and will bring more credibility to the exclusion list when a request for a change is received. And just as the project schedule and the risk management plan continue to evolve, the exclusion list should be a dynamic list that evolves with the project.

Exclusion List Inclusion Knowing what will not occur during a project can be as just as important as knowing what will. Defining and maintaining exclusions ultimately gives project managers more time to ensure successful conclusion to a project.

by Brad Robbins and Kiron D. Bondale, PMP of Solution Q Inc.

Starting a PPM Initiative Pasroject portfolio management (PPM) has gained popularity in law firms an approach to ensure engagement in the right types of projects and proper management of those projects. Managing a limited pool of resources in the demanding law firm environment is also of utmost importance. And there’s a critical first step in a PPM initiative: It is imperative to determine if the project should begin with establishing processes or implementing technology.

Technology First Firms with little experience in PPM often assume the processes supporting PPM are generic and they can adopt “out-of-the-box” processes as part of their technology solution implementation. It’s an easy assumption. As an example, companies implementing enterprise resource planning (ERP) systems were plagued by a common mistake; they attempted to customize the systems to fit their processes only to learn it was less costly and more effective to adopt processes that were “hard-wired” into the systems. And the assumption can get reinforced during the technology selection process, as most PPM solutions do provide sample roles, business rules and workflows. However, the intent for these “built-in” processes is to be a starting point for customization, not the final state. Implementing a PPM technology solution without adequate supporting processes will rarely provide the expected benefits for the following reasons: PPM processes such as the project intake and portfolio evaluation processes as well as supporting processes such as resource management are built on standards and governance decisions that are very organization-specific. If those decisions are not made in advance of a technology implementation, the implementation will be too generic and have to be significantly modified at a later date. Additionally, this lack of fit with the organization will increase the likelihood of noncompliance with the processes.

PPM initiatives succeed best when changes are introduced gradually. This is due to the significant individual behavior changes required. As the processes built into most technology solutions tend to expect a high degree of PPM maturity, introducing technology first without making adequate process decisions can force your company to “run before you can walk.”

Processes First Process engineering proponents will say that implementing a technology solution only makes a broken process break faster. Companies invest significant effort in working through governance decisions, establishing PPM standards and developing processes. However, once they implement the modified processes, most firms using this approach encounter the following challenges: Significant effort is spent in developing and maintaining homegrown templates, systems and reports. Significant effort has to be spent on training and ongoing quality activities to ensure that the homegrown tools are used as expected. Significant effort is spent by project managers, analysts and executives in gathering, maintaining, reporting and accessing portfolio information. Information tends to be “stale” or obsolete because of the effort and time required to collect and maintain it. It is difficult, if not impossible, to roll information up from different levels of reporting (work package, project, program, portfolio). Data-intensive functions such as time or resource allocation tracking cannot be done without developing relational databasebased systems. One company with an IT staff of just over 100 had a business analyst spending a minimum of five days each month to compile and report on less than 10 metrics for their portfolio. In addition, the quality of these metrics was suspect given the nature of the homegrown tools used to support their PPM processes. Project Management :: 11

The Best of Both Approaches While there are some PPM governance decisions that need to be made before you can benefit from a commercially-available technology solution, there are significant advantages that can be gained by a parallel implementation. The following implementation approach combines the benefits of both the technology and process approaches while addressing their drawbacks: 1. Secure executive commitment and sponsorship for the PPM initiative. 2. Develop and get approval on governance standards (e.g., what will be in the portfolio, what is a project, who will evaluate the portfolio, what key metrics will be captured and reviewed). 3. Develop an initial, simple set of processes for project intake and portfolio evaluation. Depending on whether your firm staffs projects internally or not, you will likely need to develop simple processes for resource management. This process work should include definition of roles, procedures and training materials. 4. Evaluate, procure and install a PPM technology solution and configure it with your defined standards and processes. 5. Roll out the processes, procedures and technology concurrently. Use the technology as a platform to train staff on the procedures. 6. Measure and tune the performance of the processes and technology on an ongoing basis. 7. Once the firm has fully absorbed these changes, define the next set of processes or objectives and repeat steps 3-6, adding the processes to the chosen technology platform.

Implementing a Project Management Office As the preceding section indicates, successfully introducing PPM practices requires solid planning and a commitment of sponsorship and effort. A number of law firms are choosing to establish a project management office (PMO) as one means of focusing this effort. In a survey of 30 law firms with sizes ranging from 130 to 3,000 attorneys, approximately 50 percent had implemented a PMO. As with PPM, there are a number of governance decisions that need to be made when you set up a PMO. Some of these key decisions include: Who is the executive sponsor? What formal authority will the PMO possess? What is the scope of services provided by the PMO? Is it intended to report on project status, be a center of excellence or staff PM resources?

finally, ensure you have BOTH the appropriate processes and tools in place to successfully achieve your objectives.

Charting a Smooth Course By appropriately balancing the implementation of process and technology, and by managing your PPM and PMO initiatives as strategic projects, you will increase your odds for success. However, despite having good processes and technology, many firms still fail to achieve the full benefits of PPM. This is usually due to the most critical constraint on a business — people. Unless management and staff understand and buy-in to the objectives for the initiative, receive appropriate training and are empowered and motivated to perform their roles, benefits realized from a PPM initiative will be marginal. Successfully charting and navigating a PPM implementation provides your firm with a significant opportunity both in terms of project success and value as well as employee satisfaction.

PPM and PMO Implementation Case Study With a firm-approved three-year strategic project plan, Powell Goldstein LLP in Atlanta, Georgia, was faced with the challenge of how to deliver and manage all of the strategic technology project initiatives within the plan. This challenge was further impacted by not having a consistent project management framework, the lack of central project reporting, inefficient resource management and inconsistent project quality methodology. The firm identified a project management office (PMO) as one of the strategic projects of the plan and approved the development and implementation of a PMO. The primary objective of the PMO was to establish the necessary tools, processes, risk and resource management of all information technology projects moving forward. One of the key tools in this success was a project portfolio management (PPM) solution to ensure a centralized project repository. Powell Goldstein achieved the following benefits from their implementation: A centralized project portfolio management framework Project alignment with firm objectives A consistent project management framework Improved project reporting Automated project e-mail notifications, reduced meetings and increased project efficiency E-learning for project managers, staff and vendors

What is the organization structure of the PMO?

Better resource management

Is there a defined career path for roles within it?

Improved project quality

Given the criticality of the PMO, firms should treat the PMO implementation as a strategic project. Apply the same disciplined project management practices to the implementation, and give it the same corporate visibility you would to any other strategic project. And

12 :: July 2006

Challenges The challenges faced by the firm that motivated this initiative included: Inconsistent Project Management Framework: There was no consistent methodology among internal and vendor-led projects.

Without a consistent process and framework, tracking project status was very difficult. Before the addition of the strategic projects approved by the firm’s technology committee, there were already a large number of “in-progress” projects and even more were planned for the next fiscal year. Project Reporting: Projects were essentially silos of information. Since there was not a centralized project repository, managers were unable to get the status of all projects in a single place. This also contributed to the over-allocation of personnel, project cost and resources as project schedules were not shared among projects. Resource Management: Personnel resources had to manage their own tasks across multiple projects. There was no central location in which they could have access to report all of their assigned project tasks. It was evident that managers could greatly improve the efficiency of their resource allocation with a centralized tool. Project Quality: Projects were managed with various methods, milestones and risk management techniques. The inconsistency of application of these techniques had made it difficult to ensure the consistent delivery of quality among all projects.

Approach In mid-2005, the Powell Goldstein information technology services (ITS) department and Technology Committee worked with a strategic information management solution provider to develop a three-year strategic plan which included deployment of a new PMO as one of the firm strategic initiatives. In late 2005, the ITS department partnered with a technology consulting firm to help realize their PMO strategy. Working together, they developed the core PMO structure, processes, tools and training to ensure a smooth implementation and adoption of a world-class project management framework. This framework raised the bar on expectations, quality and project performance across the ITS organization. One of the essential tools required was configuration and deployment of a PPM solution to ensure a centralized project repository. This PMO/PPM framework was essential in assisting the firm to ensure achievement of objectives for cost, quality and scheduling of major technology initiatives.

Benefits Before implementation of a PPM solution, the project management process consisted of vendors and staff using their own methods for managing quality, cost and schedules. Vendor/ Staff

No two projects were managed in quite the same way. However, moving to a single project portfolio management framework, all projects now follow the same set of rules for managing quality, cost and scheduling. Vendor/ Staff

Quality

Cost

Schedule

Method 1

Method 1

Method 1

Vendor 1

Vendor 2

ITS Staff

The benefits achieved of implementing a PMO using a PPM solution include the following: Consistent Project Management Framework: All projects now benefit from a centralized project portfolio management tool as part of the overall new framework. This consistent use of a single project management framework has greatly helped the ITS department in the following ways: Improved process and planning for all new internal projects Improved management of vendor-led projects Understanding of project status by ITS and helpdesk staff not directly involved in specific projects Quick determination of a project’s status as major project milestones are consistent across projects Automated Project E-Mail Notifications: Leveraging automated custom e-mail notifications based on the project portfolio has allowed project teams to spend less time in meetings and stay more up to date with their projects in the following ways: Less time is spent directly accessing the project portfolio software for project tasks. Courtesy e-mail notifications for project tasks target dates that are either past due or due by close of business. Weekly project organizer e-mail notifications are sent to project team members to help them plan their week. Improved Project Reporting: Using a single PPM tool and framework greatly improved project reporting capabilities in the following ways: Resource utilization across projects is more visible.

Quality

Cost

Schedule

Method 1

Method 1

Method 1

Method 2

Method 2

Method 2

Project resources are now able to quickly determine their tasks across all projects in which they are involved.

Method 3

Method 3

Method 3

Project costs incurred to date can be evaluated in real time.

Vendor 1

Vendor 2

Simplified project status and summary information is easily available to ITS management and executive committees from one centralized repository.

ITS Staff

Project Management :: 13

Better Resource Management: ITS resources experienced improved time management and allocation using a single framework and tool by having a single location to obtain a list of all tasks across all projects. Also, ITS management can better allocate resources by eliminating the over-allocation of a single resource across two or more projects. Improved Project Quality: Now, as projects are performed with the same framework and tools, project quality was improved because: Personnel are not as over-allocated and can direct their attention more fully to the current project tasks. A consistent framework across projects ensures important steps and milestones are not overlooked or missed. Consistent risk management assists ITS management to better understand the challenges that all of their projects face.

Lessons Learned During the establishment of the PMO and the implementation of the PPM solution, the following lessons were learned: Support and buy-in from your technology and executive committees are critical to a successful PPM/PMO initiative. Implementing a project management framework is a necessity in preparation for future technology driven projects to ensure consistency. Even with a successful PMO, resource management has to be one of your top priorities moving forward to ensure successful project deployments. You need to know your departmental staff and what roles they will serve on project teams. Make ongoing e-learning available to project managers, staff and vendors to ensure project methodologies and processes are being enforced. Clear communications to vendors before project kickoff ensures that expectations regarding your project management methodology and processes are clearly understood. To achieve early buy-in and support of the PMO from your employees, conduct focus and pilot groups before deployment of your project management framework. This initiative was primarily led by Jamie Usher, CIO and Rod Dreyer, Project Management Office, ITS at Powell Goldstein.

14 :: July 2006

by Bruce Nicholls of Bryan Cave, LLP

“Soft” Skills for Project Managers Soft skills: A set of skills that influence how we interact with each other. It includes such abilities as effective communication, creativity, analytical thinking, diplomacy, flexibility, change-readiness and problem solving, leadership, team building and listening skills. The goal of soft skill training is to give students the opportunity to learn and practice new patterns of behavior and in so doing, to enhance human relations. U.S. Air Force - National Security Personnel System

possess. Good communication was found to be the cornerstone of successful projects, and organizational skills were needed to provide a working structure that could support the various functions of the project. The conclusion from these reports was that to be a successful project manager you need to: Have experience and use a project management methodology effectively Know your business and its objectives

The use of the word “soft” is deceptive. These skills are usually acquired through experience and practice. “Hard” skills are easier to learn and follow, but the greatest payback for a project manager will be in learning and putting into practice the soft skills. A project manager needs to gain the trust of the people influenced by the project, and this trust is achieved through the use of soft skills. Gartner published a research document in 1999 titled What Skills Will Characterize Top Project Managers? The document concluded it was not enough for a project manager to have a good project management methodology and technical expertise. In order to improve project outcomes, the project manager had to have knowledge related to the business and enterprise culture together with leadership and interpersonal skills.

Have good communication and interpersonal skills These skills are highlighted in the Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition in Section 1.5, Areas of Expertise. This section details the need of the project manager and team to have knowledge and skills outside of the specialized tools and techniques used in managing projects. To be an effective team and project manager, you must use and understand the knowledge and skills from at least five areas of expertise: Project management body of knowledge Application area knowledge, standards and regulations Project environment understanding

Project Managers Increase Success

General management knowledge and skills

The skills needed by a successful software project manager have been studied by the Standish Group and documented in their annual CHAOS reports. In the 2001 report, the question was asked: “Does a project manager increase success?” The report concluded that a project manager did increase the chance of success, but there were more skills required than just project management skills. Three of the skills highlighted were good business, organization and communication skills. Business skills were the most important asset a project manager can

Interpersonal skills The guide specifically mentions soft skills relating to team development: “Interpersonal Skills (Section 1.5.5), sometimes known as ‘soft skills,’ are particularly important to team development. By understanding the sentiments of project team members, anticipating their actions, acknowledging their concerns and following up on their issues, the project management team can greatly reduce problems and increase Project Management :: 15

cooperation. Skills such as empathy, influence, creativity and group facilitation are valuable assets when managing the project team.” Throughout the guide, it is assumed that these skills, tools and techniques are used, in PMBOK terminology, “to perform the project.”

people and maps the 16 MBTI personality types into eight carefully-defined team roles. Simplified views of these roles are: Sculptors — Get things done now Curators — Clarify ideas and understanding

A project is rarely performed by a lone project manager. Other members of the organization are usually co-opted/assigned to work on the project. These members must then be managed and built into a team to get maximum benefit. If the project manager has a choice of members, the techniques below can be used as the basis for selection.

Explorers — Look for new ways

Enhancing Team-Building Soft Skills

Coaches — Harmonize people

The project manager must first get to know the team members as individuals. This includes assessing team members for their preferred thinking and personality style.

Crusaders — Evangelize

The formalized HR approach for this is determining their Myers-Briggs Type Indicator usually referred to as MBTI. The purpose of the MBTI personality inventory is to describe and make understandable/useful Jung’s theory of personality types. The MBTI questionnaire must be given by a qualified administrator after which one of 16 major personality types is assigned to the examinee. The 16 major personality types are made out of four separate dichotomies. It is assumed an individual has a preference toward one of each pair of opposites. The four dichotomies are: Extraversion vs. Introversion Sensing vs. Intuition

Innovators — Create new ideas and perspectives Conductors — Organize Scientists — Explain how and why

These psychological techniques give the project manager a framework that can be useful in finding out how best to interact and manage the team. To be able to motivate and understand team members, the project manager needs to know the personal goals of the individual. A team member could be a perfectionist, someone who is purely motivated by money or someone who values family life. A project manager must know what influences the team member to be able to align the goals of the team to the goals of the project. If someone values family life and they are forced to work on the project every weekend for an extended period, this person’s productivity, quality or respect may suffer unless the project manager takes action. There are numerous theories on the link between motivation and performance, and some of the well-known ones include:

Thinking vs. Feeling

Maslow’s Hierarchy of Needs

Judging vs. Perceiving

Douglas McGregor’s Theory X Theory Y

As an example, someone who is classed as an INTP (Introvert, Intuition, Thinking and Perception) is seen as an independent problem solver. They excel at analyzing ideas and situations. They work best alone and can be seen as quiet and reserved. They find it difficult to work on routine tasks, preferring to focus on complex problems. They prize precision in communication and dislike redundancy or stating the obvious. If they are not appreciated they can become cynical and negative critics.

“

The major problems of our work are not so much technological as sociological in nature.

”

Peopleware — Productive Projects and Teams by Tom DeMarco and Timothy Lister A questionnaire that gives similar results to the MBTI is known as the Keirsey Temperament Sorter. This is freely available in a book titled Please Understand Me by David Keirsey and Marilyn Bates. The questionnaire consists of 70 questions with two possible answers and can be completed in less than half an hour. The answers are then analyzed for patterns that match the 16 major personality types. Another questionnaire that can be given is the Management Team Roles Indicator or MTR-i. This is based on an Internet study of over 20,000

16 :: July 2006

Herzberg’s Two Factor Theory of Work Motivation

SWOT (Strengths, Weaknesses, Opportunities, Threats) The next stage is to get to know the goals, strengths and weaknesses of the individual team member. This is achieved through listening (a technique described later), face-to-face and informal meetings, SWOT (strengths, weaknesses, opportunities and threats) analysis and creating a skills matrix/inventory. A SWOT analysis and skills matrix/inventory can be drawn up at the start of a project. The SWOT analysis will give a better understanding of the wider project environment together with the risks. The skills matrix/ inventory provides an insight into which team member would be better suited to a particular role. These analyses also include soft skills as well as technical and managerial skills. If a team member has good written communication or negotiation skills over and above a technical skill, they may be called upon more readily to interact with a supplier than a team member who only has the technical competence. If these skills are lacking internally, then the project manager has the option to develop the team with focused training and mentoring. If this training is not an option, and an outside hire or consultant with the appropriate skills cannot be used, a risk to the project exists. The project manager also needs to evaluate how much handholding or supervision will be required. Some team members need more direction and support than others.

Teams are increasingly becoming multinational. Misunderstandings or misinterpretations can occur if the project manager is not sensitive to the cultural diversity of the team. This is especially true of language and work ethics. Project managers need to harness and exploit the cultural differences if they are to deliver multinational projects successfully. Chapter 9 of the Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition provides an overview of these processes and includes a section on project team development (9.3). The section aims to improve the competency and interaction of team members to enhance the performance of the project. Objectives include: Improve skills of team members in order to increase their ability to complete project activities

Enhancing Your Communication Skills Many of the soft skills utilized by a project manager rely on communication. A project manager must communicate effectively, clearly and without ambiguity in order to influence team members and stakeholders. The language and style of delivery, whether spoken or written, needs to be tailored to the recipient. Once the communication is sent, confirmation of its delivery is required and feedback is requested to ensure it is understood. There are models on communication such as The Johari Window, Shannon and Weaver’s transmission model and a basic model is provided in Chapter 10 of the Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition. The language must be:

Improve feelings of trust and cohesiveness among team members in order to raise productivity through greater teamwork

Clear and simple Reflect the communication style of the recipient, be it auditory (hearing), visual or kinesthetic (feeling)

Four Stages of Team Development During its lifetime, a team may go through four stages of development, each increasing in productivity. A project manager must be aware of the stage at which the team is working as each stage needs a different approach to managing. These four stages were first described in 1965 by Bruce W. Tuckman, a respected educational psychologist. He went on to refine and develop the model with Mary Ann Jensen in 1977.

Understood by the recipient (e.g., business or technical) Culturally sensitive In a format agreed in any contract or required by regulatory agencies The delivery method must be:

The first stage of development is called “forming.” This starts when the team members come together. In this stage, team members work individually trying to gain acceptance within the group. Conflict is avoided, and the team members don’t integrate to any degree as they only look at the tasks to be completed. Impressions on the other team members are also formulated. This stage requires the project manager to direct the team. “Storming” is the second stage. In this stage the team members start to compete, and there is conflict within the team. This stage requires the project manager to coach the team.

Appropriate for the information content Appropriate for the locality and technical capabilities Appropriate for the time scale agreed Cost effective In a format agreed in any contract or required by regulatory agencies The content must be: In a format that can be read (i.e., don’t assume everyone has Visio)

The third stage is “norming.” In this stage, the team members start to work as a cohesive unit without leadership and power issues. Team members start sharing information and ideas, and there is a sense of team spirit. This stage requires the project manager to support the team.

Tailored for the recipient (i.e., low or high detail) Emphasized or highlighted if action is required on important information Legal and noncontentious

The most productive stage is “performing.” In this stage, the team members act as one for the good of the team. The team is flexible, and team members adapt to the needs of the team. Team members have a high commitment and trust each other. They may also be friends. Morale is high, and the team members are loyal and focused on the tasks at hand. This stage requires the project manager to delegate to the team. There is a fifth stage, “adjourning,” when the team is disbanded. Obviously the most advantageous team for a project manager is one that is higher up the productivity ladder. To be able to utilize these team techniques, a project manager must have a good understanding of soft skills that are applicable personally.

Relevant and accurate Worded to request feedback if needed In a format agreed in any contract or required by regulatory agencies

“

We realized project management isn’t about charts, graphs, reports and statistics — it’s about communication. It also isn’t about a project manager sitting up high and broadcasting a project plan. It’s about everyone taking responsibility together to make the project work.

”

Getting Real by 37signals

Project Management :: 17

“Don’t Look at Me in That Tone of Voice!” If the content is to be delivered aurally, several additional soft factors must be taken into consideration. They include: tone of voice, body language, attitude, feedback and environment. The tone of voice used to deliver a message can have more effect on the listener than the message itself. Observations have shown that if the tone of voice conflicts with the message being delivered, the listener will respond to the tone rather than the content. The tone usually needs to be positive. It can be persuasive, upbeat, encouraging, congratulatory, cheerful, convincing or welcoming. The body language of the speaker must match his tone of voice. A project manager needs to understand his/her own body language and how it can be controlled. If a negative emotion is shown via body language when a positive message is being made, conflicting messages are sent to the listener, and the impact of the message is lessened. Positive body language includes smiling, nodding of the head, maintaining eye contact (dependent on culture) and being smartly dressed. During the deliver, the facial expressions and body language of the listeners need to be read for signs of boredom or puzzlement. To be effective at reading body language and avoiding misinterpreation of people’s idiosycrasies, a project manager should get to know people as individuals. There are many books available going into further detail on body language and its multitude of interpretations. A positive and assertive attitude, as apposed to one that is weak or aggressive, must always be maintained when trying to motivate listeners. Frequent eye contact with an open and relaxed posture is best, and above all, practice what you preach by setting a good example. Communication is a two-way process. In order to confirm the message has been understood, a project manager must solicit feedback. The most effective way is to ask open-ended questions (what, why, how) that allow more than a “yes” or “no” response. If control of the discussion time is needed, then directed questions are useful. To be more receptive to a message, the environment needs to be reasonably quiet and free from distractions. Listeners also must feel comfortable and not intimidated by their surroundings. At the end of the message the project manager needs to summarize the important points together with the actions required of the listeners.

Listening Is a Skill Listening skills are part of any coach’s repertoire. At times, a project manager needs to be a coach and switch from being a passive listener to being an active listener. Active listening requires more concentration than passive listening. To actively listen, a project manager must: Concentrate on the speaker and what is being said

Not interrupt Check for conflicting body language signs Be personally receptive and not fatigued A fun test to determine someone’s listening skills is to pose this question to a colleague: “You are the driver of a Greyhound coach going to New York from Du Bois. Twenty passengers get on at the start. On the way, 33 passengers are picked up in Bloomsburg and two get out. Another 12 passengers are picked up at Stroudsburg junction. Twenty get out at Newark and the coach eventually reaches New York at 5:00 p.m. How old is the driver?” The correct answer is the age of the listener.

Stakeholder Management Stakeholders are an important and essential part of a project. A project manager cannot deliver projects without them. “People issues” relating to the project can often be resolved with the influence of a major sponsor. Methods of communication are written in the project communication plan, and soft skills are used in interacting with stakeholders. A project manager who has the trust and support of the major stakeholders has a much easier time. A power/influence matrix can be used to understand the key stakeholders who need to be managed carefully. The matrix maps the power of the stakeholder against his/her interest level: If a stakeholder has low power and interest, minimal effort is needed. If the power is high and interest low, they need to be kept satisfied. If the power is low and interest high, they need to be kept informed. If both power and interest are high, these people are key stakeholders. There are various other soft techniques useful to a project manager. These include time management, running meetings, conflict and stress management, creativity and analytical thinking, problem solving, leadership and managerial skills. These are well-served by books or free reading material on business websites. Behind Closed Doors — Secrets of Great Management by Johanna Rothman and Esther Derby provides a good overview of many of the managerial skills.

Leader, Manager, Facilitator and Mentor A project manager is called upon at various times throughout a project to be a leader, manager, facilitator and mentor. The differences are subtle, but a project manager must know when to use the appropriate technique to move the project forward. A project manager also needs to gain the trust of his team and stakeholders. Truly effective project managers must understand and use a methodology or framework. They must be experienced, have good business acumen and truly understand the business and its objectives. Finally, and most importantly, they should utilize the many soft skills described in this article for communication and interpersonal contact.

Focus on the content and not the style of presentation

Bibliography

Have an open mind (preconceived ideas block active listening)

Herding Chickens by Dan Bradbary & David Garrett People Skills for Project Managers by Steven W. Flannes, PhD and Ginger Levin, DPA

Ask questions or summarize a point if the meaning is not clear

18 :: July 2006

the right connections For nearly three decades, the International Legal Technology Association (ILTA) has connected firms to the information resources and peer networks they need. Join us today and reach for the stars.

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About the Authors Juliet Alters is Enterprise Application Manager at O’Melveny & Myers LLP. Prior to joining O’Melveny in 2001, Juliet spent 20 years in the financial sector managing global software projects and served as internal consultant on process improvement. She has taught customized Six Sigma quality courses to employees and implemented tailored project methodologies in organizations. Juliet can be reached at [email protected].

law firm experience, holding specialist and management positions in IT at other AMLAW 100 law firms. In addition, Julia has done pro bono work as a paralegal and has contributed to books on the subjects of supporting lawyers and paralegals in the Microsoft Office suite of products. She has also spoken at ILTA conferences and has been quoted in magazines such as Legal Management. She can be reached at [email protected].

Kiron D. Bondale, Senior Project Consultant with Solution Q Inc., is a certified Project Management Professional (PMP) with over 15 years of IT experience. He has managed multiple mid- to large-sized application development and systems integration projects and has worked in both internal and professional services project management capacities. Kiron has set up project management offices (PMOs) and has provided project portfolio management and project management consulting services to a number of clients across various industries. He can be reached at [email protected].

Bruce Nicholls is a Senior Analyst with Bryan Cave located in London, with 20 years’ experience in IT service delivery and a special interest in project/program management. He is a fully qualified Prince2 Practitioner and member of the British Computer Society Project Management Specialist Group. He is also the London Volunteer City Representative (VCR) for ILTA. Bruce can be reached at [email protected].

Patrick Byron is Senior Project Manager at Sonnenschein Nath & Rosenthal LLP where he is responsible for roll out and implementation of firm IT initiatives. His projects range from vendor application customization and Web application deployment to server upgrades. He is also responsible for communicating to executive sponsors, project teams, vendors and stakeholders; and he has developed project charters, schedules, risk management plans, communication plans, issue lists, etc., from inception to closure. He can be reached at [email protected]. Julia C. Forbes is the Training and Application Services Manager at Brown Rudnick Berlack Israels LLP. In her role, she manages a staff of support specialists in the firm’s Boston, Hartford and New York offices, and she directs and proposes training strategies and programs for technical training and evaluation of employee skills for the entire firm. Julia has 10 years of

DISCLAIMER This report is designed for use as a general guide and is not intended to serve as a recommendation or to replace the advice of experienced professionals. If expert assistance is desired, the services of a competent professional should be sought. Neither ILTA nor any author or contributor shall have liability for any person’s reliance on the content of or any errors or omissions in this publication.

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Brad Robbins is Vice President, Products and Customer Management at Solution Q Inc. He oversees the implementation of Eclipse Project Portfolio Management software and the delivery of project and portfolio management professional services. Brad has been designing, developing and implementing programs and solutions across various markets, including the legal sector, for over a decade. Brad’s background includes experience as both a project and business professional and as a technology solution architect with extensive real-world project experience. Brad can be reached at [email protected]. Melissa Tanner is a Project Manager in the Project Management Office (PMO) at Seyfarth Shaw LLP where she is responsible for technology, process and business projects. She has 15 years of experience in IT, with eight of those as a project manager. Prior to Seyfarth, she has worked in both large and small companies in a wide range of industries. Additionally, Melissa is an adjunct professor at Keller University. She can be reached at [email protected].

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