I used to go into job interviews with the phrase “I’ll do Whatever It Takes to Get It Done” emblazoned on my forehead.
I used to write documents nobody would ever read, create status reports nobody cared about, and schedule so many meetings that people didn’t even bother to respond to the invites anymore (this was sometimes remedied by the promise of homemade cookies, which in and of itself warrants its own blog post, but the gains were only temporary. I promise.)
Even worse, I expected my project teams to work on and deliver “project artifacts” that were redundant, or clearly unnecessary, because someone else asked for them.
In summary, I did (and expected others to do) “Whatever It Takes”, which translated into doing everything and anything requested, without questioning the logic behind the requests.
The result: Frustrated teams, wasted time (and money!), and managers that still wanted more.
Gradually, I evolved from doing “Whatever It Takes” to doing (and expecting) “ONLY What It Takes” to get something done.
By doing “ONLY What It Takes”, we get rid of the unnecessary, the redundant, and the useless.
By doing “ONLY What It Takes”, we deliver only what will allow us to move forward, instead of satisfying multiple requests for the same information, in slightly different formats.
I.e., doing “ONLY What It Takes” removes ego from the equation.
Do you do “Whatever It Takes”? Do you find that you may be doing too much? What can you do to streamline and do only what it takes to get the work done, with the same level of excellence and quality?
Examples:
Can you avoid writing 3 documents that repeat the same information, and centralize the information into one key document?
Can you combine two reports that you send to two different stakeholders and send one report instead?
Can you graciously decline some requests while making a clear case for why the request may be a waste of time, money, and morale?
Share! If you’ve figured out a way to streamline and cut the excess from what you do, I’d love to hear about it.
Hi Hala,
I’m new to your blog, and enjoyed reading this interesting post.
I quite agree that for optimum cost-effectiveness, what should be done is the bare minimum to achieve the project deliverables to the specified quality – anything more is either “gold-plating” or “delighting the customer” (depending on who you speak to!).
The difficulty comes with saying “no” to requests for additional work. This is summed up quite nicely in this article from Chaco Canyon, which outlines the challenges faced by no-sayers.
I guess it is a hallmark of professional maturity on the part of the Project Manager if they are able to make the case (with conviction and sound business reasoning) for why additional work should not be done, but if they succeed it will both benefit the project and enhance their credibility.
The PMO can help here by identifying duplicated requests for information, and by streamlining the processes to eliminate the duplication, or by re-using information provided where possible.
Ken Burrell recently posted..What has the PMO ever done for us?
My experience is that it is not difficult to find procedures which are not optimal, which may be imporved etc. BUT it is another ball game to really optimize or improve these procedures.
If I need to produce different reports with the same imformation I just do it. If you are well organized it is a piece of cake to do.
In case I feel a task is really not needed or not efficient I will only mention it when I can contribute in solving the issue.
I don’t want to be part of the problem (= the person reporting problems). I want to be part of the solution.
Erwin – that’s definitely a great attitude, especially the part about wanting to be part of the solution! However, I don’t see reporting inefficiencies and trying to find ways to improve processes as being a part of the problem! I believe that whether individually or for an organization, there is always room for improvement!
Doing ONLY what is necessary is the optimal way to compete a project. In that statement are two operatives, ONLY, and necessary.
Only in the context of the discussions so far has focused on the myriad of documents, meetngs, reports, PMs need to create, staff, etc. Often these things are NECESSARY because they are part of how an organization does business.
What I have found is that there is often a culture factor that is involved. Most companies have a document, a manual, or even a training course that detail the documents required for a project, the methodology that will be used to manage projects, the structure of the teams that prosecute projects, etc. The ‘company methodologies’ come out of experience over time, repeated calls for documentation, successes in previous projects, etc. For the most part there is a very sound reason to have the artifacts and to follow the methodologies. For example, two reports may be called for, differing formats, differing top line addressees, but with only a few different data elements between them. Here is space for change and improvement.
As Ben Ferris stated, on needs to compromise. My experience tells me one has to comply, otherwise you won’t have any new projects and soon won’t have a job.
What we need to do is to be active within the culture of the organizations we are work to change the culture to one resembling Agile software processes without loosing the essence of the origins for the redundant documents, etc. Returning to the example I pose above, as project managers and as members of the larger company we can make a difference. All of us should know ISO 20000 and be well atune to quality processes. We have to account for project quality so in the same way we can start quality initiatives to improve the company PM methods, document equirements, etc. to eliminate the unnecessary. If we can streamline the culture within the company, shave a way the redundant, combine the necessary, we can not only improve our ability to practice PM, but also improve how the entire organization functions.
Hello Bob -
Beautiful. Thank you for taking the time to write your thoughts on this topic.
I agree with a lot of your approach, and also recognize that we need to be realistic in any approach we take towards doing “ONLY what it takes”. In the comments, I did mention that we also need to realize that we don’t always have the luxury of choosing what we work on (or what reports may be NEEDED for an organization, for that matter), and I understand that.
By virtue of having worked with the organizations/companies I’ve worked with, I have a full appreciation for the need to follow certain procedures to achieve things like SOX compliance, certain regulatory constraints, etc. I do not in any way encourage skirting around those responsibilities and obligations.
However, I still stand by the idea that in some cases, we are doing something that we might be able to get rid of, add some efficiencies to, or streamline. I think the most important point is to be willing to turn a critical eye to our own work and pose the question – be willing to explore!
You state “What we need to do is to be active within the culture of the organizations we are work to change the culture to one resembling Agile software processes without loosing the essence of the origins..” – I agree! We need to believe in our ability to impact an organization by being willing to take a chance, introduce elements of a new framework into our own, and still maintain, as you say, the essence of the origins of things that are NEEDED.
Thank you so much for your contribution, these conversations are the best part of writing on this site for me! :)
Pingback: Mindshift: 4 Reasons to Celebrate the Devil's Advocate | Hala Saleh | Project Excellence Passionista | Agile Enthusiast
Folks, This topic would have been perfect in my previous life and I totally concur with the contributors. I would like to also add that the “multiple requests for the same information” syndrome exists in large, virtual team structures. This can be mitigated by
1) ensuring the requestors are informed of these “similar”requests and questioned (politely) for justification.
2) Allowing the team members who generate these deliverables a “free hand” to recommend best approach. (ie dont micro-manage the team)
Hi Ganesan -
I take it you used to be a Project Manager? Are you not one now?
I completely agree that virtual team structures can easily fall prey to multiple requests for the same information, and agree with your approach! Team members should feel empowered to speak up when something doesn’t make sense.
Thanks for your contribution and great insight.
Hello Hala,
I am generally reading your articles since last few post and also sharing with others. All are generally great in terms of learning. The current article really tells us lot of things we are doing and we shouldn’t. It force us to rethink .
As per me even if we learn only 40% from your articles i think it’s worth and will definately live a great professional life, will be role model for others in which self satisfaction comes free. :) .
Hi Gaurav –
Thank you for your kind words! If you feel you are gaining even the slightest benefit from my posts, that definitely means I’ve achieved my goal of being a resource and help to people. Please let me know if there are any topics or questions you would like me to expand on.
Thanks!
Hi Hala,
Indeed in many cases, you are also to choose between quality and quantity. Too often, I have had the impression that the quality of the delivered work did not matter, just the finalising it was important, because it is as you say, just to cover a requirement and documents won’t be read nor even opened. I am also convinced (as you both say) that a better time organisation and conciliation (exactly!) would produce a better work, because everyone would be obliged to prioritise, reconsider, take more accurate and ethical decisions. In the long run, it would generate a higher level of satisfaction with everyone’s work and a higher level of efficiency for any company.
Hi Valerie!
Thanks for visiting and commenting. I’m so glad that the message of this post resonated with you – as you say, in the long run it really affects everyone in the organization when we work on the things that matter!
Keep being awesome, come back soon!
I’m with you on this one, Hala -
“… doing everything and anything requested, without questioning the logic behind the requests.”
I’m still quite young and new to the Project Management scene but I’m lucky enough to work directly with the President of a company as well as the top executives and when I would receive a project directive from them, I would think, “who am I to question their experience?”
One thing I’ve realized is that although others may have more “experience” it’s truly the Project Manager who knows what’s best for a deliverable. It’s sort of why I’ve developed a certain dislike for Board of Directors because although they mean well to protect their investment, they often end up making decisions which they don’t truly understand.
So when I receive directives to centralize documents a certain way or produce a certain report using a certain template, I will usually complete the request but for ME, I have my OWN methods that I keep updated. As long as I have a certain sense of control over a project, I take requests in strides as to not worry about them and take the time to put at ease the blood pressure of others involved.
Anyways, thanks for the post!
All the best,
Alan
Hi Alan –
Thank you so much for visiting and commenting! I like to think that the best way for us to learn is from each other’s successes and experiences.
Believe and know this: Your age and level of experience do not invalidate your intuition regarding what feels like extra work and what is actually productive and useful! Trust your gut, and be willing to question, but also be willing to listen to other people’s reasoning. There may well be a good reason for something to be done (such as legal or regulatory compliance considerations), but you won’t know if you don’t ask!
Keep doing what you’re doing, learning, and growing. You will be awesome, I have no doubt. And feel free to connect if you ever have any questions or would like to discuss something in particular.
Thanks Alan
This topic made me reflect on all of the status reports, documents and other tasks on projects throughout my career that were being done just because it was the norm or asked for by the client — although in reality they had little or no value. Sometimes I feel guilty for so many wasted hours and effort, although it is easy to fall into the trap of just doing it and accepting it because you are getting paid anyways.
Once you take control of the things that you choose to work on it is actually quite liberating isn’t it? I think the same concept applies to haphazardly taking any job or project that comes your way versus actually having self-chosen goals and making decisions based on whether the job or project is actually moving you towards them.
Ben Ferris recently posted..What to Do When Project Risks Become Realities
Thanks for visiting and commenting, Ben! So glad to have you here on my site. :)
I agree, it’s so powerful once you make the shift to actually having a say in the things you choose to work on, and the environments you choose to work in! What a different way of viewing the world.
We don’t always have the luxury of choosing what we work on in terms of a specific assignment, but I believe in the long run, when we make conscious choices to live by what we believe in, we will attract the types of opportunities that fit our values.
Here’s to being mindful about our paths in life! :)
Thank YOU for bringing up such a great topic.
I thought more about my comment above and should mention that often you have to make compromises, of course, to make sure you actually have a job so you can get a paycheck to cover the mortgage and bills. :-)
Also, I just wanted to share this article I just read on a related topic called If You Don’t Prioritize Your Life, Someone Else Will. It talks about making sure you know how and when to say no and is a great read.
Ben Ferris recently posted..Top 5 Reasons Projects Fail
Hi Ben – thanks so much for sharing that link. It REALLY hammers home some important points I’ve been thinking about, such as getting to a point where I’m LIVING my values and beliefs. It’s a big leap from saying that work-life balance is essential, to actually taking the steps to achieve that balance!
Again, thanks for sharing :)