Taking the Best Parts of Agile: Part 4 – Continual Learning

In the first three parts of this series, we started with sharing the secret sauce of Agile is understanding that Agile is a framework built on strong principles you adjust to fit your organization. The goal is to make the right adjustments while not losing the underlying strengths that Agile brings.

The four key Agile principles we have identified are:

  • Breaking projects into smaller bites

  • Connecting with customers

  • Leveraging the power of teams

  • Building in continual learning

If you haven’t had a chance to review our previous blogs on the first three principles, check it them out here: Breaking projects into smaller bites, Connecting with Customers, and the Power of Teams

Continual Learning

It’s cliché that the world is moving quickly. A key element of this change is companies, many whom are your competitors, continually looking for better ways to serve customers. Just ask Sears, Kmart, or Toys R Us and they’ll tell you – If you’re not finding a better way, someone will.

The problem is our current structures are not built for learning – they are built for control. Hierarchies are built to increase efficiency and stability in the organization, not leverage great ideas. We need to change this. We need to build companies of entrepreneurs, where experimentation and innovation are an integral part of what we do. We want good ideas to get the same attention, no matter where they originate.

How to do we foster continual learning into our organizations

Before you even start, one of the first things to consider is understanding what is the clear goal of what you want when you are finished. Do you want more efficiency, do you want more customer value, do you want more sales, do you want more revenue, more profits? As we discussed in Part 3 – Teams are amazing idea engines – set them loose on a problem and they will come up with incredible results, but you have to start with pointing them towards the right problem. As a leadership team – it’s your responsibility to understand where you want innovation in your organization and what is going to make a difference, so your teams can focus on how to get you there.

The next thing you need is the right environment. Looking back again at Part 3 the Power of Teams, we mentioned psychological safety is important. But, that isn’t just safety within the team. Ironically, for the team to succeed they also need to be able to fail. With innovation, people need to feel safe in the organization as a whole, knowing that ideas may not work every time, but when they do, it will be worth it.

You also need an idea meritocracy. Often when you start a new team, members come in wanting to know what their tasks are and when they are due. They know they are usually asked to leave their brain at the door and just do the tasks as asked. What a waste of good people! Teams need to know that great ideas can come from anywhere or anyone. It shouldn’t matter if you are in accounting, you might have a great idea for operations. Operations might have a great idea for sales. You may see great ideas come from facilities, customer service, or accounting. We need to be able to judge ideas on merit, not rank or role.

This next part is a little more controversial since it has to do with money. To entice entrepreneurs, you need to be able to share rewards for great ideas. To find the best way to serve customers, you need to measure the value the team is delivering to them. Taking that one step further – as teams deliver great value, there should be some direct rewards, sharing the value of those ideas that made it possible.

It’s rewarding to see the value customers are getting but if organizations don’t share a portion of the benefits, team members may end up feeling cynical that they’re doing a great job, but the owners are the only ones seeing rewards. Nucor Steal pays employees 75% of market wages, but with bonuses they can make 125%.  At Google, employees can make as much as 300% more than someone in the same role, based on the value of their contributions.  Haier, a Chinese appliance company, has broken departments into small mini companies where employees are encouraged to think of new revenue streams and there can be significant rewards when those ideas payoff.

Continual Learning

Beyond the right environment, the last element is room to process and digest thoughts. Agile is the only methodology I’ve seen that does continual improvement effectively. The reason is that there is time built into every iteration to take a step back, discuss where to improve, and build those tasks into the next iteration.  We all know that improvement is important, but we’re not scheduling time to do it.

In one of the departments I managed, I thought I was doing a great job delegating and communicating with my team till we had our first retro. I was surprised to learn that wasn’t the case. Over the course of a year, we were able to eliminate, automate, and delegate my administrative overhead from 20 hours a week to 4. It left me a lot more time to focus on strategic value and the team was much happier with the growth they were seeing. You have opportunities, but you won’t know where those opportunities to grow are, or what is possible, until you take time to ask.

Benefits of Continual Learning

People talk about an Agile transformation like it is a destination that you get to.  However, Agile is a journey. It’s about building an organization that is continually changing and adapting to better fit the world around it. Continual learning is really one of the key principles to Agile because it builds a truly flexible organization.  That means:

As an organization – you don’t have to worry about driving results. A key job today for leadership is to drive the organization to be more effective. Agile puts in a structure where everyone is focused on being more effective. That means leadership has more time to focus on strategic direction.

As a customer – the company is always growing and adjusting to better fit your needs. Every iteration, they are asking how they can serve you better.

As a team – you get growth. Too many times we think people aren’t satisfied because of money or benefits. But a key reason employees leave a job is because they don’t have an opportunity to grow. Continual learning gives you the opportunity to not just do more, but to be more, increasing the value you add. If you’re with a good company, it also means you get to take the results of some of those ideas home as a well-deserved thank you.

The idea of continual improvement isn’t new. Toyota started quality circles after WWII leading to its popularity in the 1950’s. But, 70 years later, it seems we’re still not doing it well. Most teams meet regularly to discuss status. It’s not hard to add some reflection time to those meetings. You can google fun retrospectives to get some ideas of how to get people thinking more creatively. Whether you borrow the approach from Lean or Agile, building continual improvement will help your company grow.

As we have gone through the four key Agile principles, you’re probably thinking they aren’t new. You’re right, they’re not. Agile is really just a collection of good business practices, and rather than a detailed practice, it’s a combination of good principles that companies should leverage to improve what they do.

As you look at Agile, rather than thinking that’s not for me, or that would never work here, do what Agile did —  Take a bunch of great ideas and make them your own.

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Taking the Best Parts of Agile: Part 3 – The Power of Teams

In the first two parts of this series, we described the secret sauce of Agile is understanding that Agile is a framework built on strong principles you adjust to fit your organization. The goal is to make the right adjustments while not losing the underlying strengths that Agile brings.

The four key Agile principles we have identified are:

  • Breaking projects into smaller bites

  • Connecting with customers

  • Leveraging the power of teams

  • Building in continual learning

If you haven’t had a chance to review our previous blogs on the first two principles, check it them out here: Breaking projects into smaller bites and Connecting with Customers

The Power of Teams

As kids, I think everyone of us wanted to be superheroes. Teams give us that ability – they turn ordinary people into top performers. In his book Scrum Twice the Work in Half the Time – Sutherland explains the difference between your best and worst individual performers is 10 times. That means the best performers get 10 times more done than the worst. That sounds impressive, until you hear the difference between the worst and best teams is 2,000 times (2,000 times better starts to sound and feel a lot like a superhero).

Part of the difference might be in existing team structure. Most of the time, we think about teams as individuals working on similar items with a manager directing traffic. That’s not a team. And, it won’t provide the advantage of leveraging the intelligence of the group. In his book Turn the Ship Around, Marquette talks about how, traditionally in a submarine, you have one captain thinking for the 140 crew. Marquette discusses how he got each individual to think for themselves. By doing that, he outperformed every other submarine in the US fleet. It was easy for him to see that no other captain, however smart they may be, is going to be as smart as 140 people.

How to harness the Power of Teams

 Best Parts of Agile

For those who have worked in a solid team, it’s a great experience.  However, teams need the right elements to be successful. An example I like to share is a research project called Aristotle looking at successful teams that Google conducted. They started with an assumption that great teams would be made of great individuals, but couldn’t find any correlation. What they did find were five key elements that did correlate with team performance:

  • Psychological Safety

    Can we take risks without feeling insecure or embarrassed?

  • Dependability

    Can we count on each other to do high quality work and meet commitments?

  • Structure and Clarity

    Are the goals, roles, and plans on the team clear?

  • Work Meaning

    Does our work provide us with an individual sense of purpose?

  • Work Impact

    Do we believe the work we’re doing matters?

If you’re looking for structure, Scrum, the most popular Agile framework, provides teams a simple approach on how to plan, touch base regularly, review work against plans, and implement regular retrospectives to identify and make needed adjustments.

Benefits of Teams

There are so many benefits to high functioning teams, but one of the most valuable is innovation. New ideas often come from leveraging existing ideas in a new way. When you present a problem to a group, each person comes with a different perspective, a lifetime of different experiences, and the more diverse your team is, the more diverse those experiences will be. Great ideas come from one person seeing the problem in a different way, and then others in the group building on those ideas till at the end you have a completely new solution.  This means:

As an organization – innovation is the lifeblood of any good company. It is the ultimate source of competitive advantage. It is why companies like Google and Amazon are so hard to compete with.

As a customer – it gives you the best product at the best price. Customers are so tired of hearing the word “or.” Would you like quality or would you like a price you can afford?  Innovation gives you the ability to give customers “and.” Toyota did this in the 50’s, providing the quality of a Mercedes for the cost of a Ford, gaining a decade of competitive advantage.

As a team – we talked about a key part of successful teams is meaning and impact. There is a joy of going home (or logging off our computer in our home office) at the end of the day knowing that, as a team, you did the impossible and the world is better because of it. Innovation makes the impossible possible, and it’s fun getting to do it.

You don’t have to be Agile to improve what your teams are doing today.  Look at the Google Aristotle aspects of a team and think about how you make groups more like teams.  Wherever you are today, leveraging the genius of the entire organization will help you be far more effective, with a side effect of much happier employees.

In the last part of our Agile Series, we’ll take a look at Continual Learning.

 

 

Taking the Best Parts of Agile: Part 2 – Connecting with Customers

Last post, we reviewed – the secret sauce of Agile and shared this important idea: Agile is a framework built on strong principles you adjust to fit your organization. The goal is to make the right adjustments while not losing the underlying strengths that Agile brings.

The four key Agile principles we have identified are:

  • Breaking projects into smaller bites

  • Connecting with customers

  • Leveraging the power of teams

  • Building in continual learning

If you haven’t had a chance to review our post on the first principle, check it out here: Breaking projects into smaller bites

Connecting with Customers

I had this epiphany when I came to Agile. As a solution architect I had been spending a lot of time getting sign-offs from customers to make sure we had the right solution before we started the project.

The problem is solutions are like art. Often customers don’t know what they want till they see it. Further, they may not even know what the underlying problem is. What they do know, is what is they don’t like what they have today.

While customers are not experts at understanding how to take a problem apart and find an answer, your solution team is, but, your solution team may not know what is most important to the customer. Worse, they often think they know and move forward to test that theory by delivering a finished product – that’s an expensive experiment!

The epiphany I had was: Take the customers who understand where their pain points are and know a good solution when they see it; put them together with teams who are experts at root cause analysis and developing innovative ideas and you create the perfect environment for innovative solutions that meet customer needs.

How to Connect with Customers

Whether you are developing software solutions, creating marketing campaigns, developing education curriculums, or changing a business process, chances are you are trying to think of the right solution for your customers. However, if you have ever delivered a finished project and the customer says “Oh, now I know what I want,” – this is the strong an indication that there’s an opportunity to improve.

Here are some steps to make this actionable:

  • Move from documents to conversations.

    Most of what we say is nuanced in inflection and body language. Get a conversation going between teams and customers to better explain what is needed, why, and allow time for questions. It’s even better if teams can watch how people are working today.

  • Break up the time

    Instead of trying to get all the answers at the beginning, provide space to let customers provide an explanation, teams to create a prototype, and customers to provide feedback (made possible by breaking projects into smaller pieces as mentioned in our previous blog ).

  • Test ideas with real customers

    Agile teams often create something new and then don’t take the time to get feedback. They’re missing a huge part of the value. The best feedback will come from real customers and you won’t get much value from the opinion of a higher-up – you need to know if the solution makes sense to those who will actually use it in their day-to-day work.

Value of Connecting with Customers

Connecting with Customers

The biggest benefit to getting customers and teams connected is it allows teams to focus on the right problems and quickly test solutions. That means:

As an organization – teams that understand customer needs and spend more time developing customer value. They also waste less time creating low value items, which also means a cleaner product that is easier to support.

As a customer – you get the right solution, the first time, without having to wait for the mythical Phase II. When teams and customers work together, they often provide solutions customers didn’t realize were possible.

As a team – it’s a lot simpler to have a conversation with a customer than to try and guess on a document. It’s also satisfying to see when you hit the mark and have a chance to change it when you miss.

As a project team, it’s your responsibility to figure out where to focus your time. There are elements to any product that customers don’t see that make the end result possible. You don’t need customer feedback on those, but for anything that is customer facing, it’s better idea get feedback from the people who are using it. You may be surprised at what you find.

Next post, we’ll cover Part 3: The Power of Teams.

 

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If You Are Not Doing Hybrid Projects Yet, Chances Are You Will Be Soon

Traditional project management has been around for a while. Taylor’s scientific management, which provided a way to define, analyze and improve workflows, was published in 1911 and Henry Gantt created the Gantt chart in 1917 (in case you ever wondered why it’s called a Gantt chart).

But despite the long history, we still have a ways to go before a project methodology hits the mark. PMI’s pulse of the profession shows 69% of projects meet the original goals, 57% are on budget, and 52% are on time. As if 48% of projects coming in late isn’t bad enough, 15% completely fail. That’s a lot of lost time, money, and effort. Every one of those failed projects started with a vision that just didn’t turn out the way they planned.

Before we get too hung up on failure, remember that just like the Starship Enterprise – each of those projects aimed to go where no one had gone before. In normal business operations, process improvement specialists have the advantage of taking a repeatable process and improving it, but with projects, we are working with something different every time. That’s not an easy job.

Traditional project management

In his book Accelerate – Kotter suggests that every company started out as a network; a few individuals finding a way to get everything done. As the company grows, it needs more repeatable, controlled structure, so it adds a hierarchy. Often, the hierarchy takes over. Kotter suggests the most effective companies figure out how to run both at the same time — a network to quickly react to strategic changes, and a hierarchy to maintain the control and predictability for operations. I would argue that project management is the same. The best project managers understand what tools are available and choose the right one for the right job.

Maslow is credited with saying, “when all you have is a hammer, everything starts to look like a nail.” With all of the management innovations in the last hundred years, we have far more than a hammer today. So, let’s talk about the right tool for the job and discuss Traditional vs Agile Methodologies and where we might meet in the middle with Hybrid.

Traditional Strengths

Before you throw traditional project management out the window, look at some of the accomplishments it’s given us, such as:

These traditional projects are marvels at human ingenuity and each involved:

  • A clear design to understand what the end product would look like.
  • Planning to understand the materials, people, costs, and timeline, as well as how everything would fit together.
  • Strict controls during the delivery process to ensure needed tasks were completed and the project remained on time and on budget.
  • Quality assurance to ensure the project was delivering to original needed design requirements.

This works where:

Traditional project management

  • We know what the end project should look like. Construction is a great example.
  • We’ve done it before, so we know what’s needed.

The key here is efficiency. Since we know what the end will look like, and can figure out how to do it –finding the best way to integrate all of the different people to get the job done within in the shortest time/budget can be possible.

Agile Strengths

Since the Agile manifesto was drafted in 2001 and the concepts have been in place since the 1990’s, I don’t know that we can still call Agile new, but it’s much younger than the traditional approach. Where traditional project management focuses on the most efficient way to solve a known problem, Agile focuses on creating a solution when we may not completely understand the problem or what the end product will look like. Because of the unknowns in these projects, they are often funded in stages. For example you may approach the solution as – let’s see how much progress can be made in 3 months and then reevaluate from there.

 

These Agile projects involve:

  • Starting with a problem, an idea for a solution, and a set time and budget. Instead of scope being fixed like it is in a traditional project, we’ll see what the team can get done in the allotted time.
  • Creating a prototype quickly that will let everyone see and feel the ideas to speed the learning process.
  • Adjusting the prototype along the way, adding depth to the parts that work and letting go of the parts that don’t.
  • Evaluating progress at the end and deciding the next steps, i.e. it may be good enough or it is worth continuing to invest.

This works where:

  • We’re building something new – so we are not sure what the end solution will look like. This often applies to products like software, new reports, marketing, or training materials.
  • Innovation is important in finding the best way, and in building a solid architecture, to make it easier to support the product in the future.
  • The solution can be built in small increments. If you think about an analytics project – there are a lot of different pieces, but any insights found along the way could be used and add value now.
  • Instead of efficiency, the key is learning. There is no point in being on time and on budget if you’re building the wrong solution.

 

Combining the Two – A Hybrid Approach

This all sounds great on paper, right? Well as we know, most projects are not purely Agile or purely traditional. Rather than getting religious about which one to choose, good project managers can grab the right principles from either to apply to their projects.

In addition to the two approaches discussed here, there are other methodologies, such as Design Thinking, Lean Product Management, and Servant Leadership, that also have great concepts but we won’t get into the details of those this round. Join me on an upcoming blog for those.

Scrum, one of the Agile methodologies, breaks projects into 1-4 week Sprints. Each Sprint starts with a planning meeting where the team commits to what they will accomplish and then ends with a review where they show customers or stakeholders what was accomplished. Lastly, there is a retrospective, where the team reviews and makes recommendations on improving their overall process.

Similarly, every traditional project I’ve seen (and even most business units) have a weekly meeting to discuss progress and plan the next week. It’s a simple change to formalize these meetings to “Sprints” and commit to what will be done during the week, review last week’s commitments, and then take some time to think about how the process is working to build in continual improvement.

From a traditional perspective, it makes sense to incorporate at least some kind of a plan for an Agile component in the project by defining what will be done during the project (but understating it could adjust). Combining some of the traditional project skills, for example thinking about what resources will be needed outside of the team, risk management, or procurement, along with the required order of tasks are great skills to leverage for managing a project.

Whichever methodology you use, the key isn’t what you call it. It’s thinking about the results you want and what way will be best to deliver them.

Reporting

One of the hard questions PMOs have to answer is how we keep leadership up to date. Whether projects lean more traditional or more Agile, leadership still needs to know:

  • What’s the problem, what’s the proposed solution, and how does it link to our overall strategy?
  • How much will it cost, how long will it take, and what overall resources will be needed?
  • How are projects progressing, where are we at, and are we on track?
  • Are we getting the results or value we originally planned for?

Since we’ve been reporting on traditional projects for quite some time, most teams already have that figured out and you can leverage many of the same components for Agile projects:

  • Just like a traditional project, Agile projects should have a clear problem, solution, and tie directly to strategy. Both should have a measure of expected value before they start.
  • As mentioned with traditional projects – scope is set, cost and duration are variable. With Agile the opposite is true. Cost and duration are fixed. Teams should talk about how much the expected investment is before the project starts and that should be baselined. At the end of the allotted time, teams should have a conversation with leadership about where they’re at and next steps.
  • You can use many of the same measurements with both projects (money invested, expected finish date). Where traditional projects will have weekly written updates, Agile projects should add value delivered each week (or Sprint for Scrum) and invite stakeholders to come see the value in reviews.
  • Both projects should be measuring value delivered. In Agile projects, that value should be delivered sooner, and then measured as the project goes (instead of having to wait till the end). Tying progress to value will align the Agile team with customer goals.

Conclusion

Between Agile and Traditional project management approaches, it’s easy to feel like the world is far more complicated. It is. Having to choose between a wrench, a screwdriver, or a hammer is more complicated, but it’s also far more efficient. As a project manager, a department manager, or a leadership team, understanding what tools are available gives you more flexibility to evaluate and decide the most effective methodology for each situation and how to create the right mix of tools for your organization. It may not be as simple as we would like, but when you learn how to use the right tools, you’re apt to be far happier with the end result. Learn more about our Agile Transformation support!

We are here to help! Schedule time with Kim Essendrup, for a Free, 15-minute consultancy to discuss your agile transformation needs and best steps forward

OKRs: What are they?

What Superpowers Do They Give My Organization?

A while back I had a conversation with my father, who is in his seventies and has been retired for over 10 years. For the last 20 years of this career he worked as an HR manager for a global company. Now that he is retired, he reads a lot of newspapers and recently has taken an interest in the phenomenon where younger people seem to be prone to burn outs and other stress-related illnesses.

And in talking with him made me realize that the amount of information that the current generation of ‘younger people’ are exposed to during their careers – especially compared with my dad’s generation, is much higher. In this blog article you will learn what OKRs mean and how they better your business.

We live in a world that is moving much faster than we can. More information than we could ever consume is accessible on demand 24/7, and the opportunities for us are endless.

As much as this applies to people, it also applies to organizations: information is flowing around 24/7, you have on-demand access and an endless choice of business opportunities. It can seem like the harder decision isn’t what can you do – but what can’t you do?

And with so many opportunities available, how do you choose what to focus on? Each opportunity is better than the previous, and you can easily find yourself accomplishing none of them if you try to do it all!

For business, but also for individuals, OKRs are a method that can help you create a framework around your goals that nurture focus, alignment, accountability and transparency. OKRs can help your organization, its teams and the individual members reach the stars.

What Are OKRs?

OKR stands for Objectives & Key Results and is a management methodology for setting goals within an organization, although you can also use I for setting personal goals. It is different from other goal setting methodologies, as OKRs are much better equipped to implement changes at a higher pace and in iterative cycles. OKRs help you focus on the most important business priorities, in shorter time frames and are openly shared, communicated and measured within the entire organization. This increases transparency and cross-team alignment & accountability of the objectives & key results.

OKRs, like Agile, have been around for a while but are gradually gaining more territory, as there is an increasing need for flexible and adaptable frameworks & methodologies to stay in line with the continues change that is required.

The 4 Superpowers

OKRs distinguishes itself from other goal-setting methodologies because they possess 4 superpowers:

Superpower 1 – Focus & Commit to Priorities

OKRs help you choose what matters most to the organization. Choosing what matters most will help you concentrate on the core objectives that  make the absolute difference. These are the objectives that are a leverage to the next level, compared to other objectives that are still important but do not provide that extra leverage to make the difference.

Superpower 2 – Align & Connect for Teamwork

Transparent OKRs nourish collaboration between teams. When OKRs are out there in the open, for everyone to see and to give feedback, critique or corrections on, this creates 2 very important aspects:

  1. It creates a team of team’s approach to solving problems. When team A is working on something that can be beneficial to the goal of team B, they can reach out to team B and work together on their goal;
  2. Because all is out in the open it is impossible to be secretive about goals. Secrecy is driven by fear & shame and nourishes business toxins that are dangerous for the growth of your business.

Superpower 3 – Track for Accountability

The OKR lifecycle is a living organism. Teams or employees track, score, revise and adapt OKRs in iterative cycles. In that process they gain key insights into the progression that they are making, and they continuously assess whether the objectives are still worth pursuing. Being in that process and experiencing their own progression helps tremendously in growing motivation and keeping the team/employee engaged in their work. Motivation and engagement are the best sources for growing accountability within teams and/or employees.

Superpower 4 – Stretch for Amazing

Stretching your OKRs will help create maximum value. An OKR should push against (not over!) boundaries of the impossible, as this will help teams/employees discover they can reach levels of amazing. Pushing for amazing (and in the process experiencing that amazing is within reach) fuels a team’s innovation and empowerment. These 2 ingredients are key to the survival of an organization these days and OKRs can help you drive that.

Approach in a Nutshell

Primarily, OKRs are based on asking yourself 2 questions:

  1. Where do I want to go?
    • THE OBJECTIVE = The What
    • These should be aspirational and motivational objectives that are clear enough to be easily understood and ambitious enough to inspire.
  2. How will I monitor and measure if I am getting there?
    • THE KEY RESULT(S) = The How
    • These should be concrete, specific measurements of progress toward achieving the Objective.

Creating OKRs for your organization is about converting the why into the what and the how. Therefore, a good starting point for you to start working with OKRs is:

  • The WHY – What is the business value of introducing OKRs into your organization? Define the most important reason for wanting to adopt OKRs and prepare to be able to explain how OKRs will help improve the organization.
  • The WHAT – Ask yourself what you are trying to achieve/where do you want to go? This will result into formulating the objective.
  • The HOW – Then ask yourself how will you know that you have reached your goal? This will result into formulating the Key Result(s) for each objective.

OKRs: What Are They?Since the added value of OKRs is the short and iterative time frame, it is important to predefine a time frame for your OKRs. Ideally this is 3 months, but it is up to each organization to make this shorter or longer if required. Especially when you are just starting with OKRs I would advise to work in 8-week sprints, to get into the flow of the OKR process. Because the time frame is so important, I would like to add:

  • The When – Ask yourself in what time frame you would like to achieve your goals?

Finally, there is one last step that I would also include and that is:

  • The Initiative – What can I, as an employee of the organization, do to help reach the objective(s)? Obviously, it is not up to management to decide what each individual employee can do, but I believe it is a good initiative to get your employees involved into the adoption process and challenge them to actively participate and think of how they can contribute to the objective(s).

How does this look in daily practice and how can I start?

Great, we are ready to adopt OKRs! Now what…?

  1. First, Define your Why
  2. Before defining the objectives and key result please note the difference:
    • 2a – Objectives are always significant, concrete, action oriented and preferably inspirational
    • 2b – Key results are always specific & time-bound, aggressive yet realistic and measurable & verifiable
  3. Create a list of maximum 5 objectives, based on the organizational strategy, mission and vision. Keep in mind the criteria mentioned in 2a, I highly suggest taking in mind if the objective is considered inspirational, as these are the priorities that make the difference (Superpower 1)
  4. For each objective, define a list of maximum 5 key results. Keep in mind the criteria mentioned in 2b, and make them measurable (by include a number), set a time frame and make sure they push against the boundaries (Superpower 4)
  5. Communicate the OKR’s within the entire organization (Superpower 2)
  6. During the lifecycle of the Key Results continuously track and rate the progress of each key result
  7. At the end of the cycle grade each Key Result to address how it performed (based on your performance tracking rates) and assess what you would do differently a next time.
    • 7a – For example, a score of 7 or up is delivered, between 4-6 is progress made but no completion and 3 and below is failed
    • 7b – Any low scoring Key results (under 7) help you reassess the objective, and if still valuable make changes for the next cycle

How does that look in practice?

Why: You have always struggled to be a healthy person – you just are very fond of food and alcoholic beverages and sports is not your favorite to do. Now it starts to affect your health in a bad way, therefore you realize it has to change and have set an OKR for the coming 3 months.

  Definition Explanation
Objective I want to get healthy This objective is:

Significant -> it means a lot to you to become healthy, as your health is currently not so good

Concrete -> this is something that just needs to happen, it has a lot of priority

Action oriented -> It require you to take action to improve your health

Inspirational -> You would be so proud of yourself if you would achieve this goal

Key Results Loose 10 lbs specific & time-bound -> loose 10 lbs in 3 months

aggressive yet realistic -> that is a lot of weight loss, but I know I can do it

measurable & verifiable: I can measure at the end if I have lost the 10 lbs

  Eat 9 ounces of fresh vegetables each day of the week specific & time-bound: you need to eat 9 ounces every single day of a week

aggressive yet realistic: it is a lot of vegetable, which you do not really like, but if you cut down on other food sources it is doable

measurable & verifiable: each day you need to measure your vegetables until you have reached 9 ounces

  I want to run 3 miles, 3 times a week specific & time-bound: 3 days out of the 7 in a week I run for 3 miles

aggressive yet realistic: for a beginner 3 miles running is tough, but I have enough days in between to give my body some rest

measurable & verifiable: I can measure progression by marking the run-days in my agenda

Fair warning; keep in mind the Success Criteria!

Like with any framework and/or methodology, it is only as good as the execution. Good intentions can still pave the way to hell, therefore when adopting OKRs within your organization keep in mind the following success criteria’s:

  1. Before you start, start with WHY (do I want to adopt OKRs);
  2. OKR provides for fast paced business environments and quick changes, but that does not mean you can do a quick implementation. Reserve enough time for OKR crafting, as it will make the difference between a success or a failure. Especially when you are just starting!
  3. Less is more, do not work with more than 5 objectives. I would even recommend 1-2 for the first attempt.
  4. There is no right or wrong, just keep in mind:
    • Objectives are significant, concrete, action oriented and inspirational
    • Key results are specific 7 time-bound, aggressive yet realistic, and measurable & verifiable
  5. Every month review the progress of your key results. Key results are either achieved or not. Therefore, to make the necessary adjustments in time you need to know how they are progressing through the process.
  6. Last but certainly not least: Get support and buy in from your coworkers by involving them into the adoption process and challenge them to think about what they can do to help achieve the OKRs. You can even add this to their development plan, although OKRs on this level should not be included in any compensation plan as it paves the way for setting an easy to reach OKR to ensure the compensation.

In case you would like to read more about OKRs, I can recommend the book ‘Measure What Matters’, written by the OKR godfather John Doerr. 20 years ago, he introduced the methodology to the management of a small company named Google. In his book you can read more about that story and other organizations that have successfully implemented and are using OKRs to drive their business.

John Doerr also did a TedTalk on ‘why the secret to success is getting the right goals’ – watch here.

What’s Next?

At Kolme Group we care and want to help you get the best out of implementing OKRs in your business and help your team focus on the main business priorities.  My colleagues and I see great value in using the OKR methodology to make your business and team thrive for the best!

To find out more about our services and how we can help you, please Contact Us Here.

Be sure to follow us on Twitter, LinkedIn and YouTube and use #KolmeGroup on shared posts!

Resource Management Skills: Crawling to Walking

This is the third part in our series, “Getting started with Resource management.” If you haven’t caught the first two parts, be sure to check outResource Management: Learning to Crawl + Resource Management: Foraging and Collecting Data.

Congratulations! By this point in your resource management journey you have analyzed if an established resource management process can truly address your team’s pain points, identified the platform you will use to house all of your data sets, and foraged for and collected all of your raw data. You may find yourself asking… So, now what?  

Now, grasshopper, we move from crawling in your resource management journey to walking. And by walking, I mean establishing the data-based framework of the resource management analysis process. By the end of this session you will have the base structure required for your resource management process providing visibility into your resources, their unique skill sets, and a current snapshot of your team’s demand and capacity.  

So Much Data!  

The framework of any resource management process is organized, relatable data; Making your data make sense.

So far, you have a collection of resources (hopefully not the physical bodies piled up in the corner of your office, but rather a list of names), an idea of their soft and hard skills, current project assignments, a list of pipeline initiatives, activity estimated effort, and the typical ebb and flow pattern of each project.

That is a lot of information! Adding more to that heaping pile of data, you have also explored your project roles, technical skills, and your skill proficiency scale. Any more added and that pile will surely topple right over!  

Let’s get organized.  

There are four main components, or databases, to organizing your data:  

  1. Resource Profile 
  2. Skills Inventory 
  3. Current Capacity / Team Roster 
  4. Demand Forecast 

Below we will walk through each component to give you some organizational guidelines that will send you well on your way to having a functional resource management framework. 

Resource Profile 

Your resource profile database should be completely people centric. This should tell you all about your resources including HR related data as well as working characteristics.

This database should include direct employees, frequently borrowed interdepartmental employees, and contractors – particularly if these contractors are hired for long-term engagements or are frequently rotated into your resource pool. We will discuss the merits and strategy of how to use contractors as part of your sourcing options in a separate article. For now, we will focus on who is actively engaged with your team. 

HR Data 

HR related data is the base of your resource profile database and should contain static information about your resources that should not require frequent monitoring or updates. HR related data should, at minimum, include the following details:  

  • Name 
  • City, State and/or Region 
  • Employee or Contractor 
  • Job Title 
  • Manager 
  • Department 
  • Contract End Date 

This data set should be validated and updated at least once a year but should also be reviewed opportunistically such as with departmental restructuring or during annual reviews.

When constructing this part of your database, keep your information objective. You are not attempting to duplicate your company’s human resource dossier. In fact, doing so could result in you, inadvertently, violating an employee’s privacy. You only want to maintain pertinent information that will impact whom you may select for a resource assignment.  

Example: Having an employee’s full address, salary or hire date could result in a violation of privacy should your database be shared or viewed by an unauthorized employee. Protect your team’s privacy by maintaining only generic details. 

Work Characteristics 

Work characteristics is the second part of your resource profile database. This data set is a collection of attributes that provide key filters for your resource pool. As mentioned before, be careful what information you store. Remember, your job is to collect as much pertinent data as necessary to appropriately staff your projects. More, in this case, is often too much. 

Common work characteristics used for resource assignment include, but may not be limited to: 

  • Primary Role (Note: This is not their HR Job Title. Please see Role Dictionary below.) 
  • Travel Ability 
  • Willingness to Relocate 
  • Cost & Billing Rate 
  • Target Utilization 
  • Other: 
    • Certifications 
    • Compliance Requirements 
    • Government Clearances 
    • Foreign Languages Spoken 
    • Soft Skills 

Work characteristics are slightly more dynamic than HR data but can be updated with the same cadence of the HR data information.   

An example of a resource profile database is included below.  

Skills Inventory  

A skills inventory provides a common language when discussing skill sets that are desired for each role within a project. There are four steps to constructing a skills inventory: organize your role dictionary, define the skills, structure the proficiency scale, and stand up the skills module.  

Role Dictionary 

A role dictionary is a way to normalize project roles and define their responsibilities across all projects. Roles should not be identified as, or even aligned to, HR job titles. A team member may have a formal job title of Technical Consultant but fills the primary role of an Architect for most of his or her projects. This would be his or her primary role. 

The Role Dictionary should be structured as a narrative inventory or library. The definitions should be specific enough to identify the key responsibilities and actions a resource will be responsible for but not so specific to include individual skills or requirements. 

Example:  

  • Project Manager: The Project Manager is responsible for planning, organizing, and orchestrating the activities of a project to deliver an initiative on schedule, within budget, and within scope. The primary responsibilities include definition and scope planning, work structure planning and sequencing, cost budget and actual management, meeting coordination and maintaining project documentation.  
  • Architect: The Architect defines a solution or product to meet a specific set of requirements. The Architect is responsible for considering all components of a proposed solution to ensure that they work together to develop a cohesive result.   

When considering roles, outline your roles with the concept that there should be only one primary role per resource. This is not to say that a single resource cannot fill various roles across multiple projects, but it is best practice to have one resource fill a single role within a single project.   

Define the Skills 

There are several key points to consider when defining skills:   

  1. A skills inventory should include all skills that are needed for each project role but should not be limited to resources that fill that role. Therefore, a full skills list will include skills for both project management and program development. However, resources should be able to select any skill that applies to them regardless of their primary role.  
  2. Only go to the lowest skill level required to appropriately define the need. If your company uses a single programming language within your environment, then “Software Programming” may be sufficient as a skill. However, if multiple languages are used, you may want to break this down further such as JavaScriptPython, or C++. Likewise, project management is technically a role (that of the Project Manager) and would be too broad of a skill set. This should be separated into management requirements such as Risk, Change, Project Plan, and Financial Management skills. 
  3. Do not add proficiency levels to the skills list.  

Example: When considering risk management, the skill should be Risk Management rather than Risk Management Level 1, Risk Management Level 2, and so on.   Separating the skill from the proficiency allows you to maximize your resources. You want to see ALL resources that have Risk Management experience. You can always narrow resources down with a proficiency level but if you only look for resources that have a level 4 proficiency in Risk Management, you may miss the better resource that has all other desired skills, availability, and a level 2 proficiency in Risk Management. 

Proficiency Scale 

Your proficiency scale should be inclusive for all levels of expertise, should include a numeric ranka definition for that rank, should be easy to decipher, and should be applicable to all skills. This is your ranking or scoring system that you will assign to all skills for a specific resource. There is always a 1:1 relationship between a skill and the proficiency level. Two proficiency levels should never be assigned to the same skill.   Below is an example of a standard proficiency scale:  

0 – No Experience 

1 – Has Been Trained. Has a working knowledge of the subject but has limited or no experience. 

2 – Capable. Can complete the work but will likely need to consult a more experienced resource for guidance. 

3 – Skilled. Can complete the work with little to no guidance. 

4 – Expert. Has deep knowledge and experience. 

Stand Up your Skills Model 

Now that you have your roles, skills, and proficiency scale captured, you can stand up your skills model. I recommend that this be a relational database that is linked directly to the resource profile. For each resource, the primary role is identified, a list of skills should be assigned, and the proficiency levels identified. A few best practices for maintaining your skills model include:  

  • The skills model should be updated annually or semi-annually depending on how fast your environment changes. Your Resource Manager(s) or Resource Management Office (RMO) owns this database and the responsibility of its maintenance.  
  • Resources should self-assign their skills and proficiency levels. Resources know their own capabilities. Allow them to provide you with the base skills assessment. Skills should be assigned at time of hire (for new resources) and regularly updated, such as with their annual performance reviews. You may also identify other, opportunistic times that skills may need to be updated such as department or organizational changes or after completing a project where the resource learned a new skill or advanced in proficiency of an existing skill 
  • All assigned skills should be reviewed and updated/approved by managers for accuracy.  

An example of a skills model is shown below.

Notice that Sandra Dee, whose primary role is that of a Developer, has several project management skills in her skills inventory along with architectural and software engineering skills.  

Current Capacity 

Now that we know who our resources are and their unique capabilities, let’s take a look at their current capacity. Your current capacity view should answer the who, what, when, and where for each team member. This is the base of many reports that you will use within your resource management process.  

When first structuring your current capacity report it may be as simple as a team roster. At minimum, this report should include a list of resources, their assignment details, and base project information. 

Resource Management: Data Based

Keep in mind that the % of Allocation is the FTE (Full-Time Equivalent) required to fill the project role. Additionally, notice that the start and due dates of the assignment may not align with the start and due dates of the project. Roles should only be held in a project for as long as they have an active work assignment. As projects move through stages, roles will naturally roll off and change.  

At this stage in our discovery, be careful not to get too detailed. We aren’t looking for resource assignment for each task on each day. Keep it high level – like at the overall project level – and think in terms of estimate percentage FTE.  

As you gather a bit more experience, your team roster will evolve to show allocation and availability for each assignment as shown in the example below.  

Demand Forecasting 

Resource management demand forecasting brings together several exercises and best practices that we can explore, in depth, in a separate article. For now, for this exercise, let’s focus on what is within your immediate pipeline and no further out than a start date within the next 30 days. This report should be similar to your team roster. However, this report will show requested roles for projects along with specific resources, should call out the assignment status (assigned, soft book, open), should show the requested FTE per assignment, and should include the % of probability for each project. Anything with a probability less than 60%, do not include in this report.  

Resource Management: Data Based

You’ve Come So Far! Do Not Cheat This Step. 

Once again, this is a big assignment for you. I understand the work that must go into this but I’m here to tell you, it is all worth it! Take as much time as you need to organize your data. If you find you are lacking in certain sections, go back and do some additional research. Once you ready, check in for our next article in our Resource Management series to learn how to connect your data together, defining your team’s resource management process. 

Also, check out our webinar – How do resource management practices affect project and PMO performance? Watch on-demand.

Next Steps

Contact Kolme Group to find out more about our Resource Management Services and we’ll be happy to support you with a free 15 minute Q&A with a resource management expert, please email us at PPManswers@KolmeGroup.com.

Be sure to follow us on TwitterLinkedIn and YouTube  and use #KolmeGroup on shared posts!

       

 

Do I Need A PMO?

To PMO Or Not To PMO? 

Of the many questions our team gets around portfolio management, PPM tools, and PMOs, probably the most important one of all is, “Do I need a PMO?”

The reason it is so important is that if you don’t have a good answer at the ready, then your portfolio, potential PMO, and future projects are all at risk.

At Kolme Group, my partners and I all started off as project managers and then worked our way into building, managing, assessing, and fixing PMOs. We work with PMOs across many industries every day to help them run more efficiently and provide more value to their organizations.

So when we hear the question, “Do I need a PMO?” we have a ready answer.

The Wrong Way To Think About PMO 

The “old school” way to think about PMOs is that they are simply a team of project managers that enforce process and governance to make sure projects are done “right.” Do I Need A PMO?

This perception comes from project managers’ natural tendency toward organization, structure, and processes. This often expresses itself in PMOs that focus more on adherence to process than on delivering value.

Such organizations become more “Project Management Obstruction” PMOs rather than organizational enablers.

The New Reality Of Execution 

Not only is it more important to focus on value than process, but the very concept of a common delivery process across an organization is becoming obsolete.

At least 71%, and maybe as many as 97% of organizations have implemented some form of Agile, an approach which champions team-level self-organization and, as the name implies, a propensity for flexibility.

This often means devising unique ways of working for each team. While there is ample evidence that self-organized Agile teams are more productive at the team level, this can lead to chaos when trying to execute initiatives that span multiple teams, each working in their own way.

This is the new reality of project execution – each team may have its own methodology, or no methodology, and the PMO needs to coordinate across these teams in order to deliver enterprise-wide initiatives.

So, the modern PMO’s mission is more about finding ways to orchestrate execution in a heterogeneous environment than trying to impose some kind of artificial homogeneous process across the organization.

The Right Way To Think About PMO 

The purpose of a PMO should be defined the same way we define the purpose of an individual project. A project’s purpose is to deliver value to its stakeholders. And a PMO should strive to deliver value to the organization.

The value provided by a PMO can take different forms depending on the organization’s needs, and it will evolve and change as the organization changes.

To do this, the PMO should always strive to be entrepreneurial in its leadership and engagement with the organization.

In fact, one of our partners hosted an informative podcast with a popular speaker on this very topic, which you can find here: Entrepreneurial Project Management with Rolondo Talbott

PMO value categories 

When it comes to the specific value provided by a PMO, we find that it falls into three general categories: Accountability, Transparency, and Alignment.

PMOs typically provide value across some mix of these categories. When thinking of your existing or potential PMO, it can be a useful exercise to work with your stakeholders to “put a pin” in the diagram below where you need the most help.

Do I Need A PMO?

 Accountability 

PMOs oriented toward Accountability often serve as a point of responsibility to the executive suite for execution. Focus areas for Accountability oriented PMOs may include:

  • Responsibility for executing key strategic initiatives
  • Financial accountability and reporting for the portfolio
  • For Professional Services organizations, engagement profitability and customer satisfaction
  • Regulatory compliance

When we talk with executives that need an Accountability-focused PMO, we listen for key phrases like, “I need someone I can trust / count-on to get our initiatives done,” or, “How do I make sure I get the value I expected from my CapEx budget,” or, “How do we enforce regulatory compliance?”

Transparency 

PMO’s oriented toward Transparency focus on communication and information flow for projects and initiatives.

The goal is most often to help minimize the surprises that come from project risks and issues, and to enable the organization to be more proactive it its management of risk and change. Focus areas of transparency typically include:

  • Risk and issue reporting and change management
  • Resource management and planning
  • Common reporting across the portfolio to identify projects that are at risk or in trouble

When we talk with executives in organizations that need a Transparency-focused PMO, we often hear key phrases like, “I know my people are busy, but I don’t know what they are doing,” or, “We are tired of all the surprises and firefighting.”

Alignment 

PMOs that focus on alignment help ensure the organization’s strategic initiatives are prioritized within the portfolio and among all the other organizational activities.

It is important to note that when a PMO takes this role, it does not absolve individual teams from accountability for delivering on their team-specific initiatives. However, the most transformative and valuable changes are typically those that must span different parts of an organization, so a PMO that can manage alignment across different teams is key to success.

Focus areas for Alignment-oriented PMOs typically include:

  • Mapping and tracking projects to strategic organizational goals and objectives
  • Project intake, prioritization, and selection
  • Stage-gate controls and release management

When we talk with executives in organizations that need an Alignment-focused PMO, the most frequent comments we hear are, “We spend all this money, time, and effort on projects, but our strategic initiatives never seem to get done,” or, “We find ourselves struggling to complete projects that we should have just terminated long ago.”

Transformation, too! 

There is a special ‘superclass’ of PMOs we often see that encompass all three of the above value types  the Transformation PMO. These organizations can be temporary in nature and are implemented to drive a specific and often radical organizational transformation. Typical transformations that use this kind of PMO include:

  • Mergers and Acquisitions
  • Agile transformations
  • Creating a new line of business

 

Think In Terms Of The Value Transaction 

When thinking about the value a PMO can provide to your organization, it can be helpful to map it out using a value transaction or spider diagram. This is a great tool to identify not just the value the PMO provides to different parts of the organization, but the level of commitment the PMO needs in return to deliver that value.

This diagram can be a great collaborative brainstorming tool to use with your PMO stakeholders. It’s also a helpful communication tool to use with your executive team.

The example below is a very high level one – you will likely have more than the four teams shown in the example, and many, many more items in your value transaction tables.

 Do I Need A PMO?

Figure 1 – Example of a highly simplified Value Transaction (spider) diagram 

 

When A PMO Is Not The Right Way To Go

Put simply, if you cannot define the value a PMO would give to your organization, then don’t create one. This doesn’t mean that a PMO cannot give you value, but if your team cannot identify how it would do that, then it won’t succeed in the face of any resistance.

Another contraindication for a PMO occurs when the value you do identify isn’t strong enough to get vested interest and sponsorship from your leadership team.

If they’re not buying what you’re selling, your PMO won’t survive for long.

 

What If We Go “Agile” – Why Would We Need A PMO? 

PMOs are easy targets to catch blame for project delivery issues. That blame then often extends to the whole discipline of Project Management, which can then make organizations think, “I’ll just go Agile and everything will be better.”  

The reality is that standing up a dedicated team to drive project delivery (i.e. a PMO) is a LOT easier than completely transforming an entire organization to an Agile framework. And if you cannot successfully create and operate a PMO, then you will likely fare worse when restructuring the entire organization.

Keep in mind that organizational agility isn’t just about doing “Agile.” 94% of highly agile organizations report having a PMO or similar project governance team.

And if you are going to start an Agile journey, organizing a Transformation PMO to drive that change can be a lot more cost effective than bringing in a busload of “Big 3” consultants to do it for you.       

How Do We Start? 

If you think a PMO is for you, our recommendation is to start by having conversations within your leadership team about the potential value you might get from a PMO.

Map out your value transactions using a visual aid such as the spider diagram above –  DOWNLOAD YOUR FREE WORKSHEET TEMPLATE – complete the quick form below! 

Once you have organizational alignment on the value transactions for your proposed PMO, the next step is to start planning what the PMO should look like from an org structure, reporting, and measurement perspective.

To help you with this process or for support assessing the value a PMO can give to your organization, please Contact Us and we’ll reach out to you shortly. 

 

Coaching Through Change

Coaching Through Change

What You Need To Know To Better Support Your Teams In Times Of Change  

The world is experiencing the biggest change process that anyone has ever seen – Lockdowns, social distancing, being unable to do ordinary activities... Everything we always considered ‘normal’ is suddenly not so common anymore. Coaching through change is not always the easiest to navigate in rough water but after reading this blog you’ll feel more confident and walk away with some real tactical support to bring back to your team.

We know that change is inevitable in the world, and the same applies to business. As Kelly Smith, one of our Kolme OCM experts, explained in a recent Change Management blog Managing Change: Absent Processes Hurting Your Projects Future! Organizational Change Management (OCM) has been around for decades, but only recently began gaining global recognition. Due to this accelerated global interest, the ones who are managing change processes are experiencing a steep learning curve on what is required to make the change successful. 

tool that is of great benefit to the successful implementation of change management is coaching.  

 

Why Should I Consider Coaching In The First Place?

Coaching is a very simple and practical method that provides you with your desired outcomes in a short timeframe.  

Its worth investing your time and effort into coaching, it focuses on solving problems with quick and clear results. Coaching provides a human touch to Coaching Through Changeyour organizational change process by offering a 1:1 support system for the people involved and affected by the change. This strengthens the perception that they are not alone in this change, they have room to express their concerns and share their thoughtsand it helps to both build focus and motivate them to make the change successful for themselves 

Since coaching is spread out over a specific time-framerather than a single occurrence, it is basically an individual’s change process within a change process. Therefore, the effect of the change within the individual will be permanent as well. 

 

How Does Coaching Fit In With OCM?  

Founder of PROSCI® and OCM visionary, Jeffrey Hiatt, shares Coaching Through Changethat successful change is rooted in something very simple: how to facilitate change with one person. Being able to change that one person is your key to successful change. Read more about his ideas in his book ADKAR, A model for Change in Business, Government and our Community. 

Coaching complements this methodology, because it focuses on the change process of an individual. It supports each individual’s adoption process around the change that is happening.  Sound like a match made in heaven…  

Coaching serves as the ultimate support tool in transforming your OCM process into an even more people-oriented process.

After all, organizations do not make the decisions to change… people do!

It’s the people in an organization that add the heartbeat and make it a living structure. They need to be valued and supported in their change journey and that’s exactly what coaching is here for as it turns the focus on them, individually. 

 

Suitable Areas For Coaching Within Your Change Management Process

At Kolme Group, we support the ADKAR® methodology for Organizational  Change ManagementADKAR stands for the five objectives that must be achieved for any change to be successful.

Within each objective there is a way to incorporate coaching and further support the chances of successful implementation and sustained adoption of the change. 

Coaching Through Change

Awareness – of the need for change

Coaching people right from the start of the ADKAR process will help you gain awareness of how your teams view the current state and respond to the change the moment it is communicated. 

Taking the time to listen to your team’s views and asking questions to discover why they respond the way they do is important. This will help to kickstart the ongoing conversation on their acceptance process of the awareness messages of why the change is happening and what the consequences are if the change does not happen.  

Desire – to support and participate in the change 

The desire to change depends on a person’s personal situation, amongst other factors. Concerns in this area which threatens the success of the change, can be coached in an early stage.

Looking at what is causing the resistance and discovering the underlying feelings can help to change a person’s view on how desirable the change actually is for them.

This also applies when the ‘What’s in it for me’ (WIIFM) is unclear or missing; coaching can help get a better focus on the personal gain of the change for each individual. 

Knowledge – of how to change 

Building knowledge depends on a person’s capacity and capabilities. Individuals that have the tendency to assume they do not have the capacity or capability to be educated on the knowledge involving the change, can be coached on this topic

Helping them identify the capabilities required and helping them understand in which previous situations they already showcased these capabilities, creates a positive outlook on their learning required for the current change. It helps them focus and increase motivation to get it done.  

Ability – to implement the required skills and behaviors 

When it comes to putting the gained knowledge and behaviors in practice, coaching is very beneficial for those that have difficulties making that happen.

Coaching can help them focus on making a step-by-step approach of how they can implement the knowledge/behaviors required. Coaching focuses on small steps, one at a time, instead of taking a giant leap which is what people usually try to do.   

Reinforcement – to sustain the change 

Coaching, in itself, is already reinforcement. Especially if you use the solution oriented coaching method, reinforcement is a part that you apply throughout your coaching conversations.

Whenever you are using coaching in the last objective of the ADKAR methodology you reinforce the accomplishments achieved in the coaching throughout the previous four objectives.

Praise, recognition and celebrations are the most powerful ones to be used, as they focus on the positive side of change 

 

How To Coach your Team in Change 

Now that you know Coaching Through Changehow coaching can contribute to OCM and in what parts of its lifecycle you can apply it, let’s focus on what is important to know when you are coaching a team member. 

Listen, Listen, Listen!  

Did I mention, listening is key? Whatever you are doing during coaching session, it all starts with good listening skills.

Its called the art of listening for a reason, and that’s because good listening skills do not come easy and you will have to practice in order to master the skill. 

Here are some recommended starting points: 

  • Ask open-ended questions – questions that cannot be answered with yes or no
  • Prevent asking for the ‘why’ as much as you can – rather use ‘How’ or ‘How come’? This is because ‘why is calling for an explanation. Human feelings and experiences cannot always be explained, therefore, asking for the why can quickly push a person in a defensive mode. As a coach you do not want to go there!
  • Summarize what you have heard – this demonstrates to the other person that you have been listening actively AND it is a way to check if you have understood correctly. Each individual has a different view of the world, and those can cause unintentional miscommunication between you and that other. Try this, “If I summarize what you have been telling correctly…
  • Make sure you have sufficient time available to provide the coaching session. You want to be in a place where you can devote your attention and give you both the time needed for communication without distraction.  

Driving The Conversation Without Taking The Lead 

  • It is in the human nature to focus on the negative: failures, fears, what is NOT there, what CANNOT be accomplished.
    • Let them get it off their chest (listen!), show empathy and start to focus on the positive – their previous accomplishments, current skills & talents
    • What IS already there and what they could gain from the changeYour guidance here will be important when your coachee keeps going back to the negative, which will happen.
    • Do not get frustrated, it is the way we were created and luckily, we can change….  
  • It helps to ask about previous (or similar) situations that did end well. How did your coachee accomplish that, what skills did they used, how did that make them feel? 
    • Take them back in time and relive the experience, highlight those accomplishments, reinforce by praise, then make a bridge to the current situation and guide them on to see how that approach worked once, therefore they can make it work again. 

Use The Golden Triangle: Think, Do & Feel Questions 

People tend to have a favorite way of expressing themselves. There are people that think (intellect)there are people that feel (emotion) and there are people that take immediate actionDo not focus on their favorite aspect (the one that comes very naturally) but challenge theby asking for the 2 less favorite aspects. 

For example:

You know that type of person that always tells you I Think…’ or ‘I was thinking about that topic and…’

Ask that person how it feels: let them describe that feeling and ask where in the body they feel it. Or ask them to literally describe an experience in detail: how did the environment looked likeWhat were you seeing/hearing at that exact moment

Take the opportunity to help them re-live their experience in all 3 ways (what were they thinking, feeling and doing) to help them better understand their underlying emotions and actions that are involved with the change they are going through.

This provides room to explore more about what needs to happen in order to approach the change successfully 

 

Next Steps In Your Approach

As discussed, using coaching in your change management process is a great complement to help individuals overcoming change. Design your coaching plans with a clear hierarchy of roles – who is coaching who. 

For example: 
  • Change Management consultant coaches the Sponsor 
  • Sponsor coaches the Direct Managers 
  • Each Direct Manager coaches the Team Leads 
  • Each Team Lead coaches their Team Members 

Friendly reminderBe sure that your ratio of coaches is small enough that each team member receives the required time and attention for a successful adoption of the change. 

 

We’re Here to Help You Coach Better

At Kolme Group we care and want to help you get the best out of coaching your teams in times of change. We offer a free, 30-minute consultancy around basic coaching skills to the first 5 applicants. If you are interested, please register below. 

Want to learn more on the fundamentals of Organizational Change Management, check out our webinar here

Kolme Group has helped our clients with free Change Management assessments and high-level planning so they can focus the value of Change Management for their organization. Our experienced consultants see great value in using all the tools in our toolbox to make your projects thrive! To find out more about our Project and Change Management Services, please email us at PPManswers@kolmegroup.com 

Be sure to follow us on Twitter, LinkedIn and YouTube and use #KolmeGroup on shared posts! 

Change Management: Fundamentals

Recently, Kolme Group aired our second chapter of the EmPOWer your PMO Series titled – “Change Management Powers, ACTIVATE.” In this webinar we discussed the interesting fundamentals of Organizational Change Management.

Kim Essendrup, Kolme Group Co-founder and our PMO Superhero, teamed-up with Kelly Smith, one of our Change Management Subject Matter Experts (SME) to bring back some of our favorite characters for a new adventure. Read on to see what our superheroes are up to this time, or check out the replay on our Kolme Group YouTube channel and download our Change Management Cheat Sheet!

The Mission: Creating a Standardized Project Intake Process

I have to hand it to Kelly and Kim, they picked a pretty great example for demonstrating the power of Change Management: Fundamentals. They went with Standardizing the Project Intake Process since that’s a big pain-point many PMOs struggle to gain organizational alignment on. Although it can seem like a daunting undertaking, it’s a vital investment; put simply, the intake process is used to assess which projects are important enough to a) be approved and funded, and b) prioritized among the other new and/or in-flight projects.

This type of data-driven decision making is at the heart of what we do here at Kolme Group, so it makes me excited when we can relate our mission back to highly relevant, real-world project management examples.

Change Management: Fundamentals

As the opening credits rolled, our presenters set the scene by describing the obstacles our heroine,  PMO Powerhouse, is likely to face when initiating the new intake process. Some of these include common murmurings like: “We’ve tried that before…” or “We don’t like ABC department’s intake form, it has completely different requirements…” and maybe even “I’m not sharing my budget for DEF team to use GHI process unless they use their JKL Cost-Center…”

Oh, PMO Powerhouse, we’ve all been there! Sounds like we need to do a little tag-teaming ourselves and bring in a Change Management SME.

Cue…

The Magnificent OCM!

Change Management: Fundamentals

Our newest character, the Magnificent OCM, understands that organizational changes happens first at the individual level, then compounds to ensure the success of a larger organizational change. Lucky for PMO Powerhouse, the Magnificent OCM has mastered Change Management methodology, tools & techniques, and follows the Change Management industry leader and certification authority, Prosci® for her best practices.

Here is The Magnificent OCM’s most important advice for PMO Powerhouse:

  • Sponsors play a vital role in Organizational Change, so we need to assess and prioritize where we should offer them guidance by evaluating their areas for improvement on communicating, networking, and bandwidth for visibility.
  • Prosci®’s ADKAR® model helps assess the barrier point for the change and guides us on where to focus the efforts of the Sponsor and/or the Direct manager.
  • In alignment with Project Management, we should define Organizational Change Management plans to help step leaders through their OCM responsibilities such as preparing for resistance, training their teams, communicating effectively to build change awareness and momentum, and, of course, being a stronger, more visible change leader.

Rising Star: Our Sponsor

Change Management: FundamentalsAs our adventure unfolds, we learn that the Magnificent OCM and PMO Powerhouse are paired up with their project’s sponsor, Rising Star, to lead the Project Intake Process change initiative. Rising Star has some great strengths; he is a powerful speaker and can be available to lead various State-of-the-Organization or Department-All-Hands meetings to help drive the “Why?” of the change. But Rising Star is new to the C-Suite role and is still building his networking muscle, so the Magnificent OCM set her sights on helping him build a sponsorship coalition in order to gain cross-functional, top-down alignment. While doing this, she introduces PMO Powerhouse to one of our favorite plans, the Sponsorship Roadmap.

In addition to touting the importance of the Intake Process Change to the organization, Rising Star and his sponsor coalition of senior- and mid-level managers also need to listen. Feedback and a Feedback Loop is key. This is because resistance can and will happen, and as good Change Practitioners we need to be ready with a plan to address it. As Kim describes, sponsors and managers must understand that change is not just something we do once and then walk away from. We need to empower leaders to be an ongoing part of the change, and give them the tools to make them successful. You can do this by communicating that “a Change is coming – Let’s talk about how we prepare YOU to help manage the change for YOUR team.” Magnificent OCM has got Kim’s back: She builds a custom Coaching Plan specifically for Rising Star to set him on the right path to further develop his and his team’s leadership skills.

Change Management: Fundamentals

With the plan in place, Rising Star now needs the tools to help his organization learn the new Intake Process. The Magnificent OCM collaborates with Rising Star and PMO Powerhouse to create a Training Plan that will ensure their teams are armed with both the knowledge and the ability to successfully adopt the new Intake Process. As the project manager, PMO Powerhouse will make a plan of action for each department to be trained on the new process, including: identifying a pilot group, finding key champions to help train-the-trainers, and reinforcing the learning with friendly competitions and quizzes.

Sounds like we can call this Change Mission a success!

Next Time On…

We are continuing on our journey with PMO Powerhouse as she navigates the challenges of leading PMO initiatives. We’re excited for Chapter Three of the series, “I’m Ready to PowerUP! How To Select a PPM Tool”… Capes, Spandex, and All.

We’re Here To Help

Contact Kolme Group to find out more about our Project and Change Management Services or email us at PPManswers@KolmeGroup.com.  

Be sure to follow us on TwitterLinkedIn and YouTube  and use #KolmeGroup on shared posts!  

Project Management: C-Suite Conversations

Kolme Group aired our first episode of the EmPOWer your PMO Series titled – “Crushing Conversations with your C-Suite.” This webinar focuses on tough C-Suite conversations Project Managers often have to have and how to best prepare for them. 

If you’ve finished binge-watching the Netflix show Tiger King during social distancing (vendetta against who??), you can catch Chapter 1 on our Kolme YouTube channel now. Be sure to download our Crushing Conversations Cheat Sheet or read on for a quick recap.

PMO PowerHouse (Our PMO Leader)

During the webinar, Kim Essendrup – our real-life project management superhero, led us through a PM packed adventure where our PMO Lead Character, PMO Powerhouse, discovers some important lessons to level-up her projects. For instance:

Project Management: C-Suite Conversations

  • The sponsor support you get (or lack thereof) can make or break the project – so we need to Crush these conversations!
  • Your PPM (project portfolio management) utility-belt is your secret weapon – it can provide data insights which help your C-Suite make well-informed business decisions.

And something we all need to hear:

  • The superpowers that got us to where we are today, are not necessarily the ones that will continue to fuel our career trajectory – there is an opportunity to level up! 

League of Leaders (C-Suite)

Project Management: C-Suite ConversationsAs PMs and PMO leaders, we often need to communicate with various leaders within the organization to gain important decisions and move our initiatives forward. As PMs, sometimes we tend to get lost in the details of our project – RAG (Red Amber Green) indicators, issue & risk logs, status reports, etc. But as Kim mentions during the webinar, it is important to take a step back and think of the information the Executive wants to hear. This includes reliable and meaningful information that will help keep them informed to drive action and awareness from their strategic perspective.

In addition to what information you deliver, it is also important to understand how to deliver it. By recognizing the strengths and weaknesses of how each leadership personality will process the information, you can craft the message in a way that helps them consume the information more efficiently and effectively. This helps your leadership team make better decisions, faster. Now that’s a superpower!

During the webinar, Kim introduced us to an exciting cast of leadership characters that spanned the full spectrum of personality types inhabiting the C-Suite. These included Mr. Factual, Gut Check, Rising Star, and the 5-Headed Beast… (I know we are all picturing a previous leader who fits at least one of those descriptions).

Each member of the League of Leaders has their Modus Operandi (their MO), for how they make decisions. For example, Mr. Factual is very direct and wants the bottom-line up front; he doesn’t have time for big reports or fancy tools, but he still craves facts and data. Playing counterpoint to Mr. Factual, Gut Check relies more on intuition and experience; she needs the data to resonate for her to make a decision.

The journey continues as PMO Powerhouse goes into each new Boss-Battle! Kim describes how to prepare for these skirmishes and which tools to choose from your PPM Utility Belt so you can Crush your conversations and best deliver the data to the C-Suite elite.

Knowing how to support and prepare them for decision-making, whether by teaching the narrative or helping them “Say No” to themselves, can set you on a greater, and quicker path for decision success. You might not only be the superhero they deserve, you’re also the one they need!

Next Time On…

We bring you the next chapter of our “EmPOWer your PMO Series titled – “Change Management Powers – Activate!” Join Kim and Kelly as they discuss how Change Management skills can be another great resource to have in your Utility Tool Belt. Who knows, we may even meet a new character. 😉

We’re Here To Help

Contact Kolme Group to find out more about our Project and Change Management Services or email us at PPManswers@KolmeGroup.com.  

Be sure to follow us on TwitterLinkedIn and YouTube  and use #KolmeGroup on shared posts!