Simple rules to avoid project crisis
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This simple presentation was created on the fly to answer a specific question; what do we need to do avoid crisis in our projects and inside our organisation?
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Simple rules to avoid project crisis
- 1. Daniel Newman International Project Manager The International Project Manager Berlin 2010
- 2. Daniel Newman International Project Manager “When written in Chinese, the word ‘crisis’ is composed of two characters – one represents danger, and the other represents opportunity.” – President John F. Kennedy
- 3. Daniel Newman International Project Manager “Today, lots of projects face some sort of CRISIS. My name is Daniel Newman. I am the opportunity for projects in crisis.” – Presented to ESCP-EAP students, Berlin.
- 4. Daniel Newman International Project Manager 10 crucial management rules Not everyone likes rules but to deliver complex and virtually impossible projects – you need them.
- 5. Daniel Newman International Project Manager 1.Do the math, do the AUDIT “If I have seen further, it is by standing on the shoulders of giants.” - Sir, Isaac Newton.
- 6. Daniel Newman International Project Manager 2.Communicate organisation-wide When hired for a project, communicate with everyone in the organisation – including the cleaner. Every person is important, even those that hate you because of the changes you are bringing. Be professional, do not return the favour.
- 7. Daniel Newman International Project Manager 3.Adapt Expect the unexpected and prepare. The best way to do that is not to conform to the views an organisation may have about you. To manage international projects means going into unchartered territory where some rules do not apply… adapt!
- 8. Daniel Newman International Project Manager 4.Develop Potential Courage, confidence and calm under fire makes you the best person to rescue failing projects, even with little to no management support. Pass this on to your team, invest in them, and ensure that they can see that you can see their potential every day (this also ensure a commitment to quality).
- 9. Daniel Newman International Project Manager 5.Micromanage Top Management If you ever need to micromanage anything, this is the group you micromanage. Why? … Because at least 6 times out of 10 they are not managing things right.
- 10. Daniel Newman International Project Manager 6.Trust your team Project management in general is not about telling the team how to do something. Give them the scope and let them get on with it. Meddle at your own peril.
- 11. Daniel Newman International Project Manager 7.Do the Impossible I have held over 20 jobs working my way across most of the world, and even in Afghanistan I can tell you it was worth the reward. Nothing worth doing is ever as easy as it appears when it is finally done – and yet it can be done.
- 12. Daniel Newman International Project Manager 8.Learn from mistakes Do not be afraid to make them and admit them. Children grow through making mistakes. If they can do it, just imagine what your organisation can grow into if they do it too.
- 13. Daniel Newman International Project Manager 9.Stop the blame game Take responsibility for every area of the project. Stop twisting your necks seeking others to blame for failures belonging to you.
- 14. Daniel Newman International Project Manager 10.Give more Over deliver on expectations. Give stakeholders more than they expected and do it with vigour, with passion and with happiness.
- 15. Daniel Newman International Project Manager “Our current and continued crisis within the organisation is one made out of our own greed and ineptitude to invest in people.” – Daniel Newman, Berlin.
- 16. Daniel Newman International Project Manager Just A Starting Point
- 17. Daniel Newman International Project Manager Thank you fr.linkedin.com/in/danielnewman Email: newman@execs.com Blog: ipm3000.wordpress.com/introduction/
- 18. Daniel Newman International Project Manager Clients include: ABC News Amadeus GSK HMV IBM Interactive1 J Sainsbury Plc Knight Frank LBNL Mobilkom Austria– Vipnet National Westminster Bank PwC The British Council The European Society of Cardiology
Hinweis der Redaktion
- This simple presentation was created on the fly to answer a specific question; what do we need to do avoid crisis in our projects and inside our organisation?
- Fear is a killer! Fear of change, fear to take risks, fear of the unknown, fear. It is a natural human emotion that cannot be avoided – but it can be managed!President Kennedy realised this and managed it.
- If we are trustworthy, loyal and willing to take responsibility for when things go wrong – then we are all opportunities for projects and organisations in crisis.
- You asked me, “what do we need to do avoid crisis in our projects and inside our organisation?” The answer is very simple – we need some rules. These rules need to be SMART and pervasive, not just inside our projects but external of those projects.Some organisational management practices are arriving at the same conclusion – hence the introduction of Corporate and Social Responsibility (CSR).Here are some of the rules I use on all of the projects I deliver.
- You know nothing about the business of an organisation until you have completed the audit. When organisations say “Daniel you know a lot about what we do, and you have only been here a month”, then I know the audit was time and money well spent. Without an audit, you will simple re-invent the proverbial wheel. How much do you think that will cost?By standing on the shoulders of what has worked before and improving it – we all get a much better return on investment.
- If you want to engender trust, openness and honesty then communicate and back up your communication so that it can always be referred to at any time and from any place. I have seen organisations that use bad communication to terrorise and inflict harm, this is a serious cancer for the organisation and most definitely for your project.Talk to everyone in the organisation – no matter who they are.
- Working
- Afghanaid - Pershawar, Kabul - Reuters and ABC News
- It surprises me how mistakes within organisations – especially large organisations – are still covered up. Has nothing been learned from Exxon?
- This is perhaps one of the most insidious experiences inside any project. Whistle blow.
- Customer best value is IMPORTANT.
- We cannot deliver customer best value if we fail to invest in people. Organisations who cut cost in the most short-sighted and unintelligent ways will not exist - in the same capacity as they do now – in a future where choice will expand beyond what it is now. Example; the Internet – multiple online services, purchases, etc
- By no means is this the full whammy of rules for crisis project management or crisis avoidance on the project. This has been the management basics of what every manager should have within their toolkit. With it, they can avoid the temptation to lie, steal, cheat and point blame. Very recently I witnessed the sheer gall of a major international company continuing these bad management practices and much much more – from the top of the ladder, and filtering down.