Volkswagen, once renowned for “German Engineering,” is in turmoil with the news that it engineered its cars to falsify fuel emission standards.   A disastrous ripple effect is causing a CEO resignation, a 30 percent drop in share price, the loss of corporate reputation and a hit to Germany’s GDP.

This huge, skillfully-engineered effort to deceive consumers and regulatory authorities requires more than just replacing the CEO, considering the size and scope of the deception. There were clearly problems throughout the entire enterprise:

•  Lack of transparency
• Lack of accountability
• Lack of sufficient controls to monitor and prevent malfeasance
• Profound human error and failure of ethical standards.

This should be a wake up call for management everywhere to review their project procedures and new product development systems enterprise wide.  Management, project managers and teams should take the lesson – if you don’t take accountability…..accountability takes you.

Back to School is over so … Happy Holidays!

Some 32 million Americans started their holiday shopping by Labor Day…and are demonstrating that the impact of procrastination on holiday shopping and project implementation is similar.

Last minute shoppers use the back-scheduling approach, working from the latest allowable time for the task. They shop on Christmas Eve; no room for slippage. If the car stalls or snowstorms hinder overnight delivery, recipients get gifts from the nearest 24 hour drugstore – and the distinct impression that the giver couldn’t be bothered.

The early bird shoppers use forward scheduling and select the earliest possible start date.   In our terms, shoppers are shifting the Worry Curve and avoiding procrastination. They save time, aggravation and money by avoiding last minute desperation splurges, just as project teams can find and handle problems because they have room for slippage – no need for crazy overtime and budget overruns.

Smart retailers see the wisdom of an early start – some are already airing holiday ads. Meanwhile, smart project managers can take a tip from those early bird shoppers and learn how to get a jump on their project deadlines…and much more.

Many experts advise that disruptive technologies, especially digital disruptions. will be responsible for the loss of many jobs and the creation of many others.  Where will disruption leave your job? Your company?

The result of relentless technological advancement is that continuous, ongoing learning throughout a career and within any enterprise is a feature, not a bug.

Continued employability will likely rely on a track record of successful projects and a willingness to learn new techniques and methodologies.  No one can afford an “I already know that” mindset or an “I don’t have time to learn something new” attitude.

Wouldn’t it be great if there were a project methodology that was simple to understand, consistently delivered good results, and didn’t require a large investment in time to learn?

And even more important, a methodology that could work with most any existing project management methodologies and most likely, will work with whatever new methodology emerges next?

If that seems too good to be true, we invite you to learn more, and to discover an approach that could change the course of your projects and your career for the better.

That’s the kind of disruption anyone would welcome.

Microsoft’s Windows 10 is generating a storm of coverage about its rollout being hijacked by scammers tricking folks into installing ransomware on their computers.

No doubt Microsoft thought it was making the upgrade foolproof by automatically installing the upgrade.  Sadly, we live in a world where hackers hack, spoofers spoof, people don’t read the instruction manual and drivers don’t ask for directions.

In other words, we may be hardwired for optimism, but project managers should save it for team morale-building: realists make better project planners.   Project plans based on best-case scenarios don’t take into account that fraudsters hack, employees give notice, or competitors preempt a new product launch.  Similarly, plans built using worst-case scenarios, not only result in unrealistic project completion dates, but a loss of credibility.

The Project Success Method can show teams and managers, in a matter of days, how to plan for contingencies, and how to schedule for the unexpected with techniques like the Worry Curve, forward pass scheduling, strategic compression and much more.

It’s the kind of project management approach even a pessimist could love.   It might even turn them into optimists as the project deadline approaches, on time and on budget.

One cause of project failure can be found on desks in offices everywhere:  “Side of the Desk Syndrome.”  This strikes when team members juggle tasks for different projects, especially for projects that are “add ons” to a regular workload.

The result:  The extra projects are shoved to the side of the desk, and tackled in spare moments. The tasks are deprived of the kind of focus that gives good results, or left untouched until “crisis mode.”

Luckily, there are some remedies:

-A simple, repeatable and proven methodology that can be learned in two or three days.

-A scheduling system that frees teams to tackle tasks on a schedule based on their own time estimates and with their full commitment.

-A proven cure for procrastination that empowers team members without micromanagement.

“Side of the Desk Syndrome,” while not life-threatening, is part of a serious business problem.  One 2012 study reported that the average large IT project runs 45 percent over budget and 7 percent over time, but delivers 56 percent less value than predicted. Cumulatively the study estimated that cost overruns for large IT projects ran to about $66 billion – enough to fund about 91 more missions to Pluto.

Who owns your project? Is it the customer? The stakeholders? The project manager? The project sponsor? The one who signs the checks?

Despite semantics about distinctions between “responsibility”, “authority” or “accountability”, the key is performance.  The project team and their performance drives the outcome, and a powerful way to enhance performance is by fostering ownership of the project – not necessarily by profit sharing or company stock – but with psychological ownership.

So effective is psychological ownership, one study shows, that it can boost motivation and productivity even among unmotivated employees with a bad attitude.

PSI’s training encourages ownership from the very start of the project and throughout:

• Teams are actively engaged in planning and scheduling.
• Teams control their schedules provided they meet the deadlines they agreed to.
• Face to face meetings every two weeks encourage dialog and team unity.
• Encouraging communication so that everyone feels they’ve been heard.

Employee ownership is not bestowed or assigned, but developed over time.  With a skilled project manager, even diverse teams can “own” their projects and find professional satisfaction…and a bit of personal satisfaction as well.

That’s what I call The Joy of Ownership.

There’s an interesting message hidden in the offerings at the recent Project Management Institute’s World Congress.  Classes in Technical Skills comprised only 18 of the 65 classes listed by “content aim;” the largest individual class category was not about Agile, or Change Management – it was “Leadership Skills for Project Managers, Program Managers and Portfolio Managers.”

It affirms our conviction, backed by a survey quoted by PMI, that people skills are a major factor in a project manager’ career.

Trends in leadership theories abound; Googling “Business Management Leadership Theories” yields nearly two million hits.  It’s easy to get tangled up in Theory Overload –

Management By Walking Around, Emotional Intelligence, and others flourish.  Whatever the theory, though, our years of experience confirm that the best project managers:

•  Recognize that the most important element in a project is time
• Earn and maintain the trust of the project teams
• Inspire the team members commitment to the project with mutual support and individual accountability.

Those three points work together and will work with just about any theory, yielding successful projects and successful careers.

There’s no consensus on the economic cost of job burnout (sustained, chronic stress), but some estimates top $300 billion. Burnout’s toll on individual projects, or project portfolios, can be equally dire – missed deadlines, reduced project quality, budget overruns and diminished career prospects.

Every project manager probably knows some of the signs of burnout in themselves and their teams…but how many know some of the signs that burnout is about to happen?

• A deadline that get pushed ahead to make a sale, land a contract, beat a competitor, or launch at a trade show, without project team input.

• Pre-planning and charter development without the active input of all stakeholders and team members on risks, potential problems and timeframes.

• Inadequate consideration by managers and team members of the impact of their other professional and personal commitments to the project schedule.

Projects succeed when team members feel a real stake in the process, in the project, in their role and in the team itself. The Project Success Method energizes teams and keeps them energized from the beginning of the project to the end…ahead of time, and on budget.

Google’s announcement that self-driving cars will hit the road this summer is heating up the “people vs. software” debate.  Is this the start of safer roads and drivers?  Or will it, as some experts fear, begin a slow takeover by our AI overloads?

No matter how complex the program, it’s unlikely any software will ever completely account for the X Factor in driving. (A lighting strike? Tornados? Flooding?)…not to mention the X Factor combined with the human element, such as modifications of the software by the adventurous or curious…or the malicious.

In the project management world, however, the debate seems settled in many quarters.  Time and again, PSI trainers have encountered inexplicable – and sometimes undeserving – reverence for project management software.

PSI views software as the servant, not the master. We’ve developed an add-in for Microsoft Project that puts users in control of their schedules.  It produces a more stable schedule because task duration, resource assignments and status do not change without the user’s input.

After all, if Google adds steering wheels to its self-driving cars, shouldn’t project managers be able to take the wheel in their management software, too?

Happy summer. Your project is about to get disrupted.

Summer brings vacations, kids free from school, office summer hours, and weddings.  It disrupts the flow of business (up to 20 percent decrease in productivity and a 13 percent increase in project turnaround times).  Global projects are particularly vulnerable to The Summer Syndrome, since many workers abroad often vacation at the same time, in August.

In the U.S. not everyone will vacation at the same time…but that’s a mixed blessing. A string of vacations taken throughout summertime creates a ripple effect as the project progresses. Decision makers, team members, vendors, consultants, shippers, payment processors – every function and business segment is affected.

That’s a compelling argument for the Project Success Method’s duration based project planning.  Our seven-step duration estimating process helps team members devise real-world timeframes (in which people go on vacations, for instance), while our add-in for Microsoft Project give managers more control of the schedule.

Of course project managers must still monitor for schedule slippage to prevent the Summer Syndrome.  However, the right tools and realistic scheduling can help make projects and teams have it “made in the shade” clear through to project completion.