The Seven Qualities Most in Demand for Project Members

Every project leader has needs that are not yet satisfied. Every project leader has problems that are not yet solved. Every project represents an opportunity for you to be a successful project team member. In many cases, project leaders will actually create a position for a project member who can help satisfy needs and solve problems.

Every project leader has had a certain amount of experience with both good and bad project members. For this reason every project leader has a pretty good idea of what he or she wants more of. Here are the big seven:

1. The first quality that project leaders look for is intelligence. In every study, it has been found that fully 76 percent of the productivity and contribution of a project member will be determined by his or her level of intelligence. Intelligence in this sense means the ability to plan, to organize, to set priorities, to solve problems, and to get the job done. Intelligence refers to your level of common sense and your practical ability to deal with the day-to-day challenges of the job. The key to demonstrating your intelligence is for you to ask intelligent questions. One of the hallmarks of intelligence that is immediately evident is curiosity. The more you ask good questions and listen to the answers, the smarter you appear.

2. The second quality sought by project leaders is leadership ability. Leadership is the willingness and the desire to accept responsibility for results. It’s the ability to take charge, to volunteer for assignments, and to accept accountability for achieving the required results of those assignments.

The mark of the leader is that he or she does not make excuses. You demonstrate your willingness to be a leader in the organization by offering to take charge of achieving company goals and then committing yourself to performing at high levels.

3. Integrity is the third quality sought by project leaders. It’s probably the most important single quality for success on a project team. Integrity begins by being true to yourself. This means that you are perfectly honest with yourself and in your relationships with others. You are willing to admit your strengths and limitations. You are willing to admit where you have made mistakes in the past. Especially, you demonstrate loyalty. You never say anything negative about a previous employer or a person whom you have worked with or for.

4. The fourth quality that project leaders look for is likability. Project leaders like team members who are warm, friendly, easygoing, and cooperative with others. Project leaders are looking for team members who can join the team and be part of the project family.

Teamwork is the key to project success. Your experience in working as part of a team in the past and your willingness to work as part of a team in the future can be among the most attractive things about you in becoming a successful project team member.

5. Competence is the fifth quality sought by project leaders. Competence is terribly important to your success. It is really the foundation of everything that happens to you on your project and in your career.

In its simplest terms, competence is the ability to get the job done. It is the ability to set priorities, to separate the relevant from the irrelevant tasks, and then to concentrate single-mindedly until the job is complete.

6. Courage is the sixth quality that project leaders look for. This is the willingness to take risks. Courage also means the willingness to accept challenges, the willingness to take on big jobs or even new jobs where there is a high degree of uncertainty and the possibility of failure.

Courage also means the willingness to speak up and say exactly what you think and feel in a difficult situation. Project leaders admire team mates who are not afraid to speak their minds. And you demonstrate this in project meetings when you ask frank and direct questions about the project, your role, and the future that you might have with the project team.

7. The final quality project leaders look for is inner strength. Inner strength means that you have the determination and the ability to persevere in the face of adversity. Inner strength means that you have the quality of persistence when the going gets rough. You demonstrate inner strength when you remain calm, cool, and relaxed during system testing time.

Above all, it is your character, which is the sum total of all your positive qualities, that will have the greatest impact on whether you are successful on the project team. You can continue working on your character by practicing the behaviors of top project leaders.

This blog is adapted from an excerpt from the book Earn What You’re Really Worth: Maximize Your Income at Any Time in Any Market by Brian Tracy.

James L. Haner

PRINCE2® Professional Qualification: Been There, Done That

Now I know the answer to the PRINCE2 practitioner question “What’s next?” Earlier in February I headed across the Atlantic to be a candidate in one of the pilot sessions for this new offering. The PRINCE2 professional qualification is very, very different from sitting an examination.  Working in small teams, I spent two and a half intense days completing a project scenario using both the method as well as my competencies in managing myself and a team of folks. What a kick!

The assessment center started on a Sunday evening with an introductory “meet and greet” from our moderator followed by dinner. Then we got right down to work, kicking off our scenario project and stepping through some of the tasks and deliverables you would expect to find in your project’s controlled start. During this initial session, we were being observed by an evaluator, who was looking for evidence of our ability to apply the method and to work effectively with our peers. Being watched while you are working as a team is an interesting situation to find yourself in!  The good news is that you get used to it quickly since the evaluator is taking notes but not speaking or participating in the work in any way.

During the afternoon on Sunday, I decided to sit in the lounge and read a book for a bit. Much to my surprise, someone came into the room and said my name.  It was Duncan Wade, the lead PRINCE2 trainer from Learning Tree, coming to attend the assessment center.  What a nice surprise!  I wasn’t expecting to see old friends when I was so very far away from home.

The second day was a long one, and it started quite early. Breakfast, lunch and dinner were provided across the second day.  I suppose you could call this the first full day of the assessment center. I was really pleased to have had a session the previous evening, since I felt like I knew what was happening and how to work within the assessment center framework. We had numerous sessions as we worked our way through the project life cycle.  By the end of the day, we were well into the controlled middle of a PRINCE2  project and working like crazy.  I must admit, I was beginning to feel like our scenario project was the real deal, and I was really enjoying digging into the project and getting work done..

The food and coffee breaks throughout the day were very welcome. I know these refreshments, especially the caffeine, helped me to stay on purpose and to work hard all day long. They also offered an opportunity to spend time with and get to know my fellow candidates.  We were quite the international group of 16 candidates, with folks from the Netherlands, Australia, Germany, Scotland, England and America.

The third day (or the second full day) of the assessment center ended a bit earlier, just before 4 pm. It was very much like our previous long day, but there were fewer sessions to complete.  We worked our way through a controlled end to our scenario project and then got back together to wrap up the experience and provide feedback on what took place.  Like me, everyone else had a blast and found the assessment center and the qualification to be of value to PRINCE2 practitioners who wanted an advanced credential showing they knew how to use this method.

One of the best things about these two longer days in the assessment center was the opportunity to work with team members I had not worked with before. Each session had a different group of players, and oftentimes a different evaluator as well. By the end of the assessment experience, I had been evaluated by each evaluator more than once and worked with most of my fellow candidates.

Everyone in this pilot assessment center was well-versed in PRINCE2.  However, this assessment wasn’t about theory, it was about practice. Getting to do things on a scenario project with a group of experts where we were all striving for a tangible and realistic set of deliverables and a successful project outcome was more fun than I could have imagined.  I am happy to report that this assessment center tested everyone’s knowledge and their ability to actually use it. Now when someone asks me if I can use PRINCE2, I can say “yes” and tell them that in addition to the project work I have done in the past, I have a credential to back up my claim.

I am happy to report I heard back from the APMG and I did pass the qualification (whew!). I stayed on for the next pilot session that same week to qualify as an evaluator, which is another story. I hope to also qualify as a moderator and be able to lead sessions both in the US and elsewhere in the world.

Susan Weese

Learning Tree offers a range of PRINCE2 certification courses in the UK for those who are interested. PRINCE2®: Achieving Practitioner Certification is also available in the US and in Canada.

Project Leadership: What You Say and How You Say It

Effective project leaders are effective communicators. Period! Our words, gestures, tone and inflection, and body language all “speak” volumes as to our attitude and intentions. Learning to recognize these verbal and non-verbal cues makes us more effective communicators and more effective project leaders.

Verbal Communication: 7% of the message comes from the words we use. Vocal quality(volume, rate, and pitch) reflects our sincerity, enthusiasm, and knowledge of the subject being discussed.

• Volume is a vocal characteristic that must be tailored to the environment; speak up.
• Rate is the speed at which you speak; nervous speakers speak rapidly. Slow down.
• Pitch is the highness or lowness of your voice

— When you are nervous, your voice has a high pitch

— When you are relaxed, your voice has a low pitch

Non-verbal Communication:  As much as 93% of the message comes from the tone and inflection in our voice (38%) and our body language (55%). Effective communication requires congruence between what you say and how you say it. Match your words with your feelings. Feelings are shown through nonverbal cues, including

• Handshakes: make your handshake firm and make the grasp last for two to four seconds
• Expression and eye contact: smile and look at the listener(s)
• Proximity: closeness depends on culture
• Touch: when in doubt, don’t do it
• Gestures: like punctuation points, use your hands to demonstrate your point
• Posture: stand up straight, plant your feet and make eye contact

Positive/powerful language draws both the speaker and listener into the conversation.

• Presents an all-inclusive attitude: “us” versus “them”
• Includes phrases such as “we can” and “we will”
• Uses clear and direct language, such as

— “I will” versus “I’ll try”

— “I’m unsure about” versus “I think”

— “Remember to” versus “Don’t forget”

Summary

• Determine beforehand your intention for the conversation
• Get your message across clearly by being positive and direct
• Maintain congruency between words, tone and inflection, and body language
• Concentrate on both what you say and how you say it

With practice, you can improve your communication skills and be an even more effective project leader.

For more on this topic check out Learning Tree International’s 3-day course, Communication Skills: Results through Collaboration.

James L. Haner

Using Packing Slips to Tailor PRINCE2®

Tailoring PRINCE2 ensures that planning, control, governance and use of themes/processes are done correctly on a project.  Tailoring is done by the project management team to adapt the method to their specific projects, focusing on adapting the themes through the strategies and controls, incorporating specific terms and language, revising the management product and project role descriptions and adjusting the processes to match the tailoring that was done.

Packing slips are like building a Bill of Materials (BOM) for the PRINCE2 project management documentation and (optionally) the technical or specialist documents and artifacts required for a particular project. A packing slip provides a list of required and optional PRINCE2 management products for each defined project category.  Packing slips may also be used as checklists during the project.  They can easily be designed to indicate where each of the required management products are created, updated, reviewed, approved and closed out by the project manager and the project management team and who is responsible for the action being taken.

I recommend that your packing slips be divided into high-level project life cycle phases: the pre-project activities (SU), the initiation stage activities (IP), the one to many management stages where the actual technical or specialist work of the project is being performed (handled by the CS, SB and MP processes) and the project management activities related to closing a project (CP).

We discussed the PRINCE2 project types in a previous post. My four generic project categories closely align with the PRINCE2 recommendations for tailoring the method.  The PRINCE2 project types are named the same as my example – major, normal, simple and service request projects. You will need to define the ranges for your project criteria. My four generic project categories closely align with the PRINCE2 recommendations for tailoring the method.  The PRINCE2 project types are named the same as my example – major, normal, simple and service request projects.  Let’s take a look now at how we might apply packing sips to each of these categories.

Major Projects

Major projects are significant and complex work efforts for your organization. To me, a major project requires additional augmentation and formality as part of the standard PRINCE2 method given its high levels of risk, visibility and importance in the organization.  These projects require impeccable project management to accompany the specialist or technical work activities.  A major project has considerable strategic importance to the business, and usually has the associated high project costs for development and implementation.  The Business Case and the Benefits Review Plan will be quite important across the project life cycle.      

From a PRINCE2 perspective, a major project is performed in multiple delivery stages over a longer period of time.  There are typically a number of senior-level Team Managers reporting to the Project Manager, and Project Support is done as a separate role.  Since the project can cross internal and external areas of the organization, the Project Board will be more complex with more than one Senior User and Senior Supplier or a committee performing these roles.  There is typically only one full-time, senior level Project Manager found on a major project.

Major projects will require all three levels of plan: project, stage and team.  In addition, all individual management products will be created and used as separate formal documents and spreadsheets.  A number of non-management products will also be required. I recommend that a major project use all required PRINCE2 management products as formal, standalone deliverables.  These deliverables are typically documents or spreadsheets, and are placed under formal change control.  While major projects require more documentation and formal communication, informal communications such as email, short meetings and conversations are also highly recommended.

Normal Projects

Normal projects are less complex and costly than major projects, and carry some significance to the organization and tend to be more straightforward efforts.    In many ways, a normal project is supported by a “typical” PRINCE2 project management method implementation.  PRINCE2 recommends a standard Project Board for normal projects.  The associated project assurance responsibilities may be delegated to others.  Team managers and project support are usually assigned as separate roles, and the project manager should be somewhat experienced. 

From a PRINCE2 perspective, normal projects combine management products for efficiency given the nature of the projects themselves.  The project manager is still full-time, and does not typically perform and specialist work as a team member.  Normal projects contain multiple delivery stages and usually require all three levels of plan: project, stage and team.  In addition, the set of PRINCE2 management products will be created and combined into a number of formal documents and spreadsheets.  A few non-management products will also be required.

The set of management products for a normal project combine some of the required PRINCE2 products together.  The Project Initiation Document (PID) is typically developed as a set of documents, and some management products may be created as email messages, simple documents or spreadsheets.  The contents contained in each of the combined management products are not repeated in the packing slip, although they are present across all phases of the project life cycle.  

Simple Projects

Simple projects require a less-formal approach to project management. They are managed using a smaller set of management products than a standard PRINCE2 project given its low levels of risk, cost, visibility and complexity.  These projects require minimal project management to accompany the specialist or technical work activities.   The total effort for simple projects is estimated in person-weeks and typically involves a moderate investment of capital funds. 

From a PRINCE2 perspective, a simple project is performed in a single delivery stage following a brief initiation stage.  There are no Team Managers or Project Support staff members reporting to the Project Manager, who is responsible for both these roles.  The project is confined to a single organization and a single site, so the Project Board is streamlined with the Executive taking on the role of the Senior User.   There is only one Project Manager found on a simple project, and they may be performing specialist work in addition to their project management duties.

The four management products for a simple project combine all required PRINCE2 products in a condensed format: the PID, a Daily Log, Highlight reports and an End Project Report.  The PID is typically developed as a set of presentation slides, and the other 3 products are managed as email messages, simple documents or spreadsheets. 

Service Requests

Service requests are operations, maintenance and support activities that are managed as though they are projects.  Their costs are usually addressed within the operations budget.  A service request is managed as a project although it does not meet the traditional definition of one.   Service requests are opened for existing production systems that are being supported and maintained by the organization.   Service requests use a subset of PRINCE2 management products that focus on performing specialist or technical work with minimal project management activities.    

From a PRINCE2 perspective, a service request is regarded as maintenance activities needed to “keep the lights on” and uses the technical components of PRINCE2 to help get that work agreed-upon and accomplished.

The packing slip for a service request is a small subset of management products from PRINCE2.  The requirement for addressing all PRINCE2 management products is not met by a service request, as it is not actually a project.  A service request uses Work Packages, Product Descriptions, the Daily Log, and Checkpoint Reports to focus on the quality criteria and status of the specialist work that is taking place.

There are many tailoring options that you can define and use across the 4 PRINCE2 project categories.  Remember to align the focus and intent of your packing slips and required documentation with the 7 themes, the 7 processes and the defined project management team roles and responsibilities.   PRINCE2 works quite nicely when you tailor the method to fit your projects.  Packing slips enable you to create just enough documentation to get the job done right.

Happy packing!

Susan Weese

Managing Project Communication Using PRINCE2® – Part 3 of 3

We discussed communications planning and implementation of a PRINCE2 project’s Communications Management Strategy in my previous two posts.  There is a third key piece to this communications puzzle, though. Effective project managers must be able to receive, distribute and report timely and relevant project information.  There are seven PRINCE2 management products that allow the project manager to do exactly that!  Let’s step through these products in a bit more detail…

1. Communication Management Strategy

The Communication Management Strategy contains a description of the means and frequency of communication to parties both internal and external to the project. It facilitates the engagement with stakeholders through the establishment of a controlled and bi-directional flow of information.  It is typically derived from any corporate communications policies (e.g. rules for disclosure for publicly listed companies) and from any program-level information management strategies, if they exist.  Some of its contents are also built using facilitated workshops and informal discussions with stakeholders as well as the results of project stakeholder analysis.  It can take a number of formats including a stand-alone product or a section of the Project Initiation Document (PID).  It can be a document, spreadsheet or mind map as well as an entry in a project management tool. 

2. Highlight Report

The regularly scheduled Highlight Report from the Project Manager provides the Project Board and other stakeholders with a summary of the stage status at intervals defined by them.  The Project Board uses the report to monitor stage and project progress.  The Project Manager also uses this report to advise the Project Board of any potential problems or areas where the Project Board could be of assistance. The Highlight Report is a time-driven management product in PRINCE2. A Highlight Report can take a number of formats, including a presentation by the Project Manager to the Project Board in a physical meeting or a conference call.  It can be a document or email message issued to the Project Board or simply an entry in a project management tool.

3. Checkpoint Report

The Checkpoint Report is used to report the status of the Work Package, at the frequency defined in that Work Package.  This report is provided from the Team Managers or team members to the Project Manager.  The Checkpoint Report is a time-driven management product in PRINCE2. It  is typically derived from information contained in the Work Package being worked on or just completed, the Team Plan and its actuals and any previous Checkpoint Reports.  A Checkpoint Report can take a number of formats, including an oral report to the Project Manager, a presentation at a progress review, a document or email issued to the Project Manager or simply an entry in a project management tool.

4. End Stage Report

The End Stage Report provides a summary of management stage progress to date, the overall project situation, and sufficient information to ask for a Project Board decision on what to do next in the project. The Project Board uses the information in the End Stage Report in tandem with the next Stage Plan to decide what action to take with the project: for example, authorize the next stage, amend the project scope, or stop the project.  It can take a number of formats, including a presentation to the Project Board in a physical meeting or a conference call.  It can be a document or an email message issued to the Project Board or simply an entry in a project management tool. 

5. End Project Report

The End Project Report is used during project closure to review how the project performed against the version of the Project Initiation Documentation (PID) that was used to authorize it.  It also allows the Project Manager to pass on any lessons learned that can be usefully applied to other projects as well as the details of any unfinished work, ongoing risks or potential product modifications to the group charged with future support of the project’s products in their operational life. It can take a number of formats, including a presentation to the Project Board via a physical meeting or a conference call.  It can be a document or email issued to the Project Board or simply an entry in a project management tool. 

6. Exception Report

An Exception Report is produced when a Stage Plan or Project Plan is forecast to exceed its agreed-upon tolerance levels.  This report is prepared by the Project Manager in order to inform the Project Board of the situation, and to offer options and recommendations for the way to proceed.  It can take a number of formats including an issue raised at a progress review meeting or conference call, a document or email issued to the next-higher level of management or an entry in a project management tool.  For urgent exceptions, it is recommended that the Exception Report be presented orally in the first instance, and then followed up in the agreed documented format so as not to delay advising the next-higher level of management of the exception.

7. Lessons Report

The Lessons Report is used to pass on any lessons that can be usefully applied to other projects.  This allows positive lessons become embedded in the organization’s way of working, and allows the organization to avoid any negative lessons on future projects.  It can be created at any time in a project and should not necessarily wait until the end.  Typically, this report should be included as part of the End Stage Report and End Project Report.   It can take a number of formats including an oral report to the Project Board in person or on the phone, a presentation at a progress review meeting or call, a document or email issued to the Project Board or simply an entry in a project management tool.

These seven management products define and drive effective project communications across the life cycle.  I strongly recommend them!

Remember, a copy of the PRINCE2 method is required reference material in any project manager’s bookshelf!  The method is documented in the OGC publication “Managing Successful Projects with PRINCE2” which is officially published by TSO.  Serious project managers seeking to enhance their knowledge, skills and professional credibility target should consider PRINCE2 certification.  Learning Tree offers two excellent certification courses for folks interested in becoming a Certified Practitioner of PRINCE2 or simply starting with the Foundation Certification.    

Susan Weese