Developing an understanding of the project terrain and all its complexities can be daunting. This is especially true as a consultant since value needs to be shown for each hour spent. There is a trade-off needed between understanding EVERYTHING, making decisions, and moving on in order to be efficient. What to do? The answer is, “Keep it simple.” So how does one go about doing that?
The way that works for me is determining what principles are at work and trusting they will guide me. So what does that mean? The 9 areas of project management as espoused by PMI® can help. I use them all the time for troubled projects. Just ask, “Is there clarity regarding:
- Human Resources
Simple “yes” or “no” answers suffice. Then ask, “Are these 9 components interlocked in an interdependent way?”
Where you see “no” for either question points to the path that needs to be followed in getting to the crux of the matter. For me, this is where meditation comes into play. By letting go and allowing the two above-mentioned questions dance before my minds eye the fulcrum question in the situation will show itself. This leads to another fulcrum question…and another…and another until a clear picture is generated of what is going on which leads to determining what is needed to improve the situation. By the way, “fulcrum question” refers to pivotal questions that show whether or not principles are at play, if they are the right ones, and if they are interlocked.
For example, whenever talking with a particular senior manager I’d leave his office with an unsettled feeling. (This is where faith comes into play.) I’d have the urge to dissect what he said but when I indulged that urge I only got more confused and frustrated. By letting go and asking, “What principles are relevant to his situation?” and trusting what my gut said the fulcrum question(s) surfaced. Sometimes it would feel like someone else was creating it because it arose from my gut rather than my brain.
It is very much like the old detective series, “Columbo,” in that repeated asking about the 9 areas of project management surfaced the dodginess he was using to manipulate situations.
This practice of having faith in the principles leads to another valuable behavior – becoming aware of whom to talk with next. With the questionable manager it might have been a peer or subordinate or even an outside customer.
The point of all this is to trust the principles you believe are relevant. If you are mistaken it will surface soon enough and a change in the principle set can be made. Practicing this simple faith while not necessarily knowing everything will guide you to the right questions, conclusions and options both as to determining what is going on and possible options for improving the situation.
—Through his firm, Center for Managing Change, Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at firstname.lastname@example.org or through Twitter at @garymonti