Normalize, but not too much

 Its common to have understaffed projects. People get recruited just when the team starts to get behind, but not before in an attempt from administrative staff to save some money. If team members can barely finish their jobs on time, they are not very interested in making advance reports or help you define how much time it will require the next task. They are tired, and they don’t see the point, since their perception is that the job gets done just because they don’t get to see their families. In this scenario is quite difficult to gather information for planning and control.

Still, if you are at the PMO, you are aware that knowing the status of the project is as important as doing the job. That is why it is your job.

How to do it? I found that adapting to the team worked properly, and try to find information in the format that is more natural to the person doing the job. Some people have organized tables where they keep track of everything, some just keep the record in a board with post-its. I just took their particular methodology, analyze it and talk them into including additional information I needed. For example, making the reports with the same periodicity or adding one more field that will allow me to have the statistics I needed for the reports.

I was able to get normalized data from all fronts of the project without having every team member filling specific formats. It just worked for me, and I guess for them, since they never felt my reports to be a burden.

 

Just a new remainder that projects are made by people, and that your need to normalize PM data should never imply you have to normalize the people you work with.

Estimations

I remember the first time I heard about Delphi Estimation*. It was my first undergrad course on software engineering. I couldn't stop laughing for a while, how can you base the whole project plan on some persons guess? It sounded so stupid, I kept making jokes about it for a while.

Many years later I found my self having a great deal of respect for estimations based on experienced persons "guesses". Delphi method just growed on me, without me even noticing.

I can now see at a proposal and just know if the estimates are good or not, by heart, I just know. During the last decade I acummulated experience and I am able to classify requirements by risk, know what can be done fast and where the programmers are being just too optimistic, in mi head in minutes.

But this gut feeling wasn't given to me by the gods as a gift, it was built with hard work. I have records of times of the work I have done, for years. Every day I record how much time I spent in each project or activity. Not histericaly, with seconds, but just a rought count each day. Every month I take an hour to summarice it and check if my estimates were correct when I planned my activities. Some times my estimates where acurate, some times they weren't. I learned from the mistake and managed to improve my estimates for next month.
I then started doing the same thing with other's people's work. I created a way to classify requirements by complexity (a personal simplification of the function points, that latter learned, are called use case points). I used to estimate how much time a team needed to develop a set of classified requirements. Then I measured, and compare my "guess" to reality and learned from the mistake. I made this for years and still do it, every day, even with the smallest simple task (like checking expenses from a trip, or reviewing a report).

I learned this wonderfull trick in the same class where I learned the Delphi method. I was "forced" to used the PSP (Personal Software Process) that includes keeping an engineering journal with notes of your work and time taken by different activities. My journal was then a ridiculously pink Hello Kitty notebook, now I just keep it all in google docs files. I will record in a while that this post took me about 40 minutes to write (including finding the magic eight ball picture), and hope that after the 5 minutes it took you to read it, you are curious enough to check the PSP and keep a journal. Believe me, its worth every second spent on it.


* Sorry about including a Wikipedia link as a reference, couldn't find a better link to explain the Delphi Estimation. If you have a better reference, please let me know, I will gladly replace the link.

Just read the PMBok book! (or not)

I still find strange that Project Management Best Practices are uncommon or not known by companies working with Engineering Projects. 

Being common in the Engineering(or almost any) discipline, projects represent doing something specific, like creating a new product, in a predefined period of time. Since the idea is to do it efficiently, using developed techniques (even templates) would be an easy way, a natural shortcut. Yet, many people still think that Project Management happens magically if you put many people and give them requirements to fulfill. It doesn´t, and after some time, the team ends up frustrated and the requirements, if fulfilled are done with pour quality or triple budget or time.

The Project Management discipline has been around for 30 year or so. There are hundreds or books, blogs, websites on the subject. You can take courses, even post graduate programs, or get certifications that are recognized worldly (like the PMP). Yet, still, in some organizations it’s a completely new and novel approach.

If by fate or choice you end up in such organizations, you might spend much of your time struggling to get your boss to read the damned PMBok. But it might not happen. It they made it so far without it, why will they want to change their approach? According to their experience, projects are messy but somehow get done.

Do you want to give the fight and try to change your organization? If you do, my advice is not to battle but show how project management techniques can solve daily problems efficiently. Take little steps, don´t fight (creating more chaos into the chaos). Remember one of the most important responsibilities of a PM is communicating. Make sure all people have the information they need when they need it, and that issues are properly communicated to the involved before becoming an issue. This talking, is nothing else but coordination. If you are able to do this successfully, you have gained a lot, and made a big step in the right direction.

Then, start using planning techniques to eliminate the sense of  "no control" your team might be experiencing. Start by doing a simple work break down structure, a list of tasks and a Pert diagram. (Try not to call them that, you boss might think you are bringing those hippie PM things). Planning means nothing if a team is not committed to fulfilling it. Try doing that, but just talking to people. A Schedule should not be enforced, but sweet talked into people. If the team is convinced the planning is right and the due dates are required to make it all work, you will then have a very decent planning and will be able to follow it and see significant delays.

Budget will not be hard to include into the plans and follow ups. Next step, will be to plan for quality. Both can be done by slowly including into the plan control activities. If you do all this, probably the project is over and you had a lot of work in it. But you will have interesting data to show your boss and your bosses boss. You can show results of using project management techniques and have arguments to keep on the battle for introducing the best practices you know really work.

Geese and your team productivity

People say that the first job you have as a young professional marks you for life. I agree. When I was a grad student, just after finishing my BA I worked at ACOPI (that is the Colombian Association of Small Industries www.acopi.org.co).

Their most important project at the time was called PRODES: Programa de Desarrollo Empresarial Sectorial. It still exists and its main idea is to group similar small business to potentiate their development. For example, if negotiating raw materials for 10 companies, you could make a better deal than if negotiating individually. You can easily implement quality methodologies if you share the work, etc. It made a lot of sense and it was very successful. I didn't work on the PRODES project, but I was always listening, for I found it quite interesting. Many years later I still run my company having in mind many of the PRODES tips. Working on ACÖPI clearly marked me for life.

A basic principle in PRODES was shared leadership: the group will change the leader periodically. Leading a small company is hard; imagine leading a group of 10 companies on top of that. They used as an example how geese fly. When the goose leading is tired, it gets in the back and the one closer takes the lead immediately. The group always has a leader, but no one gets burned in the process.

Recently I have understood (and am experimenting in) a new dimension for the shared leadership. I now use it to elevate software development team productivity. The concept is simple, keep moving the pressure from one team member to other, never dropping the pressure, but never keeping it on one person for too long.

This is how I suggest you implement it:

Know your project
Functionality will have different levels con complexity: might require knowledge for the business, particular technical skills, prerequisites from other use cases, etc. You need to know as much as the project as you possibly can, keeping a general (managerial) view.
With this knowledge you´ll have what is needed to have estimates for all units of work. We have estimates based on historical averages and a bit of my own personal invention (Delphi technique, so it doesn´t sound so bad).

Know your people
Every person in your team has different skills and abilities. They also have limitations, lack experience or have certain difficulties. Since the PMs job is to make it happen in the time you have with the money you said you would, knowing as much as you can (from a professional perspective) from you team will always help. You will then be able to know what will be a challenge to one person and will kill him/her of boredom.

Know your bias
All PMs have a team member they prefer, just as parents have a kid they prefer (no matter how much they try to hide it). It's inevitable. Bias will make you assign complex use cases to a single person, or silly boring ones to the other. When in doubt, just look at your statics, that might help you remember that the good one is not so good, the bad one is not so bad and that most of the bias is a construction of your mind (we hopefully someday quiet).

Remember it's all about the money
Well, all these know and acknowledge has one single purpose: build the schedule for the development team. Now, define the time period to switch the pressure for one member to the next, and identify your critical tasks. Assign a team member to each task on the critical path, switching responsibility periodically, and shortening the time to do it. Don't use the effort you estimate on critical tasks, use less. Take no more that 10%-15% off; if you go for 50% then your schedule will just be unrealistic. Then, fill the rest of the schedule making sure each member gets a simple task after finishing a critical one. Use the regular estimation on all the tasks that are not in the critical path. Your goal is to use shared leadership in the critical path so the schedule will end with extra time and extra money. Really, it's all about the money.

You still need to monitor closely this schedule, and manage any differences from the planned schedule. But will probably get the best out of your team by using the geese technique.

By the way, PM stands for Project Manager.