Danielle left the house with just five minutes to spare. It would have been better if she had left ten or fifteen minutes early because she wanted to stop and buy a cup of coffee. She decided that she could probably get in and out of the coffee house within seven minutes and that being just two minutes late to work was perfectly acceptable. Then Danielle drove to the coffee house.
When Danielle arrived at the coffee house the line seemed manageable. But quickly Danielle was able to see that she was going to be late. The line was moving slowly and it seemed to be because there was a new employee working the counter. Danielle became impatient. She became agitated. She really wanted that cup of coffee and she really hated being late to work. She became angry. All kinds of angry thoughts went through her mind. “Why are they training a new employee in the middle of the rush? If it were not for this new person, I would not be late. This is so annoying.”
What do you do?
1) Snap back at them, “I want the proposal information that you owed me thirty minutes ago and I want it right now!” You do this because they are late, they do owe you the information and their bad mood is not YOUR problem. If they can dish it out, so can you. You need them to know that you are not their door mat.
2) Wait a moment, remember that they have been having a tough time lately and then let them know that you are here to collect their information for the customer proposal that is due this morning. You don’t yell or respond in a hostile manner. You speak to them in calm even tones. You come from a place of trying to put yourself in their shoes, remembering that they don’t want to be unhappy and neither do you.
Imagine a man dressed in black sitting next to you in the office. He looks over your shoulder, observing as you type up a report. He takes notes, nods and mumbles quietly to himself. He counts the number of keystrokes you perform per minute. You try to ignore him, but have little luck.
This is an article about the interview process and a recent job seeking experience of mine. I am interested in finding out how often a scenario such as this takes place in today's environment. Is it something that just happens on occasion or does experience, age, communication skill, etc. influence the situation? Your comments are welcome.
Bas de Baar, ProjectSociology.org
Whatever your take is on projects, at the end of the day it is just a bunch of people working together to achieve a certain goal. To laugh, cry, pull pranks, play dirty tricks and show all other kinds of behavior towards each other. If you are lucky they even work to reach the final goal. If you take everything away, and put people in the center of what a “project” is, you will see a group of stakeholders interacting with each other, just like any other group of people would do. As a Project Manager it is your goal to herd the project crowd toward the required end result.
Your project is in trouble. You know it. Your team knows it. But somehow you have been able to keep it from your management. You need a quick fix. But there aren’t any. What can be done to get back on track? Since yesterday's ideas didn't help, here are some suggestions that might point you in the right direction.
One of the first inputs to risk management is the project charter. The charter is needed in risk management planning because it identifies the business need of the project and the overall product description. Risks that can prevent the project from satisfying the business need of the project must be addressed. The product description must also be evaluated to determine what risks may be preventing the project work from obtaining the acceptable product description.