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The (New) Hierarchy of Needs – Part V

Nov 15, ’10 8:22 PM

[This is the final segment of a five-part series on project management that is based upon Abraham Maslow’s “Hierarchy of Needs”]

Problem Solving

The next level starts to go into the core of the project – problem solving.  This is essentially what all projects are about.

What is a problem?  A problem is an obstacle which makes it difficult to achieved a desired goal or objective.  Problem solving can be fun as it helps to build a certain skill set regardless of the topic.  In the project management space, problem solving is the name of the game.  While many problems may be obvious, there are many that will not be as obvious and may remain hidden.  It’s the job of the project manager to uncover these hidden problems and take steps to address them.

To ensure understanding, hidden problems are those that are known by the project team but aren’t being surfaced to project leadership.  Team members are more likely to hide problems if they don’t have confidence these problems will be addressed.  Problems can also remain hidden if there isn’t a clear understanding of who can solve them.

Your role as project manager is first and foremost your relationship with the team – if team members have a clear understanding of the objective and team organization, and have confidence in your ability to lead, problems will be raised much more rapidly and the team will be able to make greater traction in the long-run.

Thus, your ability to lead, instill “order” and “structure” and tackle the tough problems are all very important in this “layer”.

Momentum

At the top of the pyramid is momentum – that’s what ultimately keeps the project going!  Initial momentum naturally follows the layers just described, but it ultimately requires a core belief that the project will be successful.

As shared earlier, the ultimate goal of this new hierarchy is to have every team member reach their full potential.  While this is a lofty goal, if you want to deliver a quality product / service in a short period of time, this is what you need to shoot for.

As with any moving object, ensuring that you maintain positive momentum is ultimately dependent upon the source of “power.”  In a project, that source of power is the team and the hierarchy tiers that fall just below this one.  The more organized and refined the underlying layers, the less “friction” and the longer you can maintain positive momentum over the long-term.

References:

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The (New) Hierarchy of Needs – Part III

Oct 25, ’10 7:40 AM

[This is part three of a series on project management that is based upon Abraham Maslow’s “Hierarchy of Needs”]

Constraints

The next level “encapsulates” mission and objectives within the triple constraint: time – scope – budget.

When the topic of project management comes up, one of the fundamental concepts is the triple constraint.  Needless to say, truly understanding the triple constraint and having a subsequent dialogue about each constraint is key to the success of the effort.  Interestingly enough, many assumptions are made during this dialogue that can introduce problems down the road.

For example, instead of asking which constraint is “variable”, it’s sometimes best to ask the question – if we don’t do X, what is the impact?

  • Time – if we can’t finish this by X, what happens?
  • Scope – If we cannot deliver X1, what happens?  What if we deliver X1-Y instead?
  • Budget – If we go over budget, what happens?

It’s recommended that the PM challenge the constraints as much as possible.

The customer may say that the effort must be delivered by date X, but if we fast forward to date X and the project isn’t delivered, what is the course of action?  If there isn’t a defined course of action, then that really isn’t a hard and fast constraint.  If there is flexibility, then it’s best to make it apparent.  Use the constraints to your and the team’s benefit.

Another aspect of this discussion is to think about the triple constraint when things aren’t going well.  If it takes an additional 10 resources to finish the project by time X, will the business still benefit in the long-run?  Scenarios like this should be discussed and planned for in advance so that you have some boundaries that you can work within.

Storytelling

The next level focuses on “storytelling” – describing the project lifecycle and the end-goal in such a way that is easily comprehensible by all involved.

Requirements are typically seen as the central “core” around which all work is driven from.  Regardless of the analysis methodology employed, leveraging “static” requirements as the basis for all work is not ideal.  The reason for this is that people do not think linearly – and traditional requirements gathering is just that.  Since this is materially different from how people think, gaps are likely to arise which can cause downstream problems.  Instead, a recommendation is to employ different “storytelling” methods to describe what the end functionality should look like.

These “stories” can take multiple forms:

  • writing out in paragraph form what the end functionality looks like.
  • creating individual “stories” that align with each objective.
  • describing the objectives using a mind-map.
  • describing how the project progresses over a period of time.

Creating a story isn’t necessarily mutually exclusive from creating requirements – but the story can ultimately build a better framework from where the requirements can exist.  Remember, you aren’t here to create “shelf-ware” – you’re here to create documentation that is going to drive action.

Ultimately, true comprehension comes from natural prose, not bullet points – tell the story first.

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The (New) Hierarchy of Needs – Part II

Oct 19, ’10 8:10 AM

[This is part two of a series on project management that is based upon Abraham Maslow’s “Hierarchy of Needs”]

Having managed projects of various sizes and complexity over the past several years, I was puzzled with the absence of “interpersonal” elements in project management literature given that the team is ultimately at the core of any successful project.  To this end, I formulated a hierarchy of needs that incorporates pure project management concepts along with core interpersonal elements.

This hierarchy looks like the following:

  • Momentum
  • Problem-Solving
  • Accountability
  • Storytelling
  • Constraints
  • Foundation

The key behind this structure is that it has a very close relationship to Maslow’s original hierarchy of needs.

This is important to understand because the “real” goal of any project is to have a team where each individual is striving to be the best.  If each team member can work within an environment or “operating structure” (the layers listed above) such that they are able to realize their full potential (i.e. she/he is involved and engaged) and reach a state of “flow” (self-actualization), the collective team will ultimately build enough positive momentum to virtually guarantee project success.

Thus, you can see why this hierarchy of needs and the concept (and primary goal) of “self-actualization” is extremely important: if team members are happy, the chances for project success are that much greater.

Let’s explore this hierarchy in more depth.

Foundation

At the bottom of the hierarchy is a fundamental understanding of what the project hopes to accomplish.

To this end, going through a formal exercise of defining an explicit mission statement and underlying objectives can be extremely beneficial in the long-term.  This may seem unnecessary or even foreign.  But first, what exactly is a mission statement?

“A mission statement is a brief written statement of the purpose of a company or organization. Ideally, a mission statement guides the actions of the organization, spells out its overall goal, provides a sense of direction, and guides decision-making for all levels of management.” – Wikipedia

In the project management arena, the mission statement is ultimately there to guide the project team and to serve as a “beacon” when things start to become cloudy – “Why are we doing this again?” or “Why is this important to the company / LOB?”  In some circumstances, the explicit definition of a mission statement can start to raise questions across the board where assumptions will start to be challenged.  “Oh, I didn’t know that we are really doing this for LOB A …. if that’s the case, then we need to do X, Y and Z …”

Once there is agreement on the project mission, it’s only then where you can start to identify core objectives.

There really shouldn’t be many – three or four.  If you find that you’re heading beyond that, you may start considering ways to break up the project.  Be careful that the customer is not automatically jumping to the requirements definition “phase”.  This is not a requirements gathering exercise – it’s asking “What are you fundamentally trying to accomplish?”  If you’re struggling at this stage, it’s recommended that you remain at this “level” until you and your customer are certain what you’re collectively going to do.

In some situations where there are multiple organizations involved, it is also valuable to define what each organization/department hopes to gain from their participation.  While this may not directly change things, this level of understanding is helpful when challenges arise – “I see why team A is pushing back on X, because they are really focused on Y …”.  It’s better to know what’s driving behavior now than struggle with it later on.

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The (New) Hierarchy of Needs – Part I

Oct 15, ’10 8:36 PM

“The real goal of any project is to have a team where each individual is striving to be the best.  If each team member can work within an environment or “operating structure”  such that they are able to realize their full potential (i.e. she/he is involved and engaged) and reach a state of “flow” (self-actualization), the collective team will ultimately build enough positive momentum to virtually guarantee project success.” – Adrian Daniels

A little over a year ago, I wrote an article that discussed how Abraham Maslow’s Hierarchy of Needs could be employed in other paradigms other than pure survival.  One such paradigm is the use of this hierarchy in project management.

Project management is a discipline that is more complex than a process or project plan.  Remember, people = complexity.  Understanding what motivates individuals to go “above and beyond”  and mastering team dynamics is what differentiates truly successful projects from average ones.

The concept that I’ll cover in the next several posts is intended to help project managers and participants really understand the interpersonal aspect to project management.  If you envision project management as a scale, the process and core “plan” are ultimately balanced by the interpersonal / psychological concepts described here.

As you take a closer look at this project management hierarchy, think about how this structure can be employed in your project(s) (or in ones that you participate in).  Can you employ the entire hierarchy or just elements contained within?  If you were to alter the ordering, what would it look like and why?

The benefits of using this hierarchy are limitless.  By taking advantage of this paradigm, I am confident that you, your team members and your project will  benefit.

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Contrast Ratio.

Nov 1, ’09 3:30 PM

While the year is not yet over, 2009 has ultimately been a lesson in contrast.  In 2006 I went into a relationship with unique optimism, hope and love (marriage) to end up with feelings of terminal loss, distrust and despair (death).  Fortunately this experience has served as a catalyst to help me advance to a new level of consciousness and awareness.

While the phrase “experience” leaves considerable room for any sort of time measurement, for reasons of simplicity let’s assume there is a measurable start and end to the experience at hand.  For those who go into a situation that turns out similar to their original expectations, one can leave the experience with a sense of increased confidence in her/his ability to predict an outcome.  If these experiences repeat themselves – i.e. one is able to repeatedly predict an outcome – their confidence can grow.  In essence, these “positive” experiences begin to build a self-fulfilling prophecy where predictability and success go hand in hand.  After all, if I can look into the future, by default I have greater “control” over that future and my own destiny.

If, however, the experiences in which I partake have a different outcome than originally foreseen, then I may find myself taking part in an alternative self-fulfilling prophecy where “failure” and “unpredictability” are the norm.  In essence, I am losing the ability to predict the future and thus my feeling of “control” over my own destiny can and will likely erode.

Of course, what I am describing here are macro views and do not address the numerous nuances that can affect either scenario.  For example, one “bad” (or “good”) outcome does not necessarily mean that all subsequent outcomes will share a similar fate.  In addition, my ability to learn and adjust after each situation can significantly affect future experiences and their eventual outcomes.  While a continuous string of failures will eventually have a negative impact on one’s self-confidence, failure of any frequency or magnitude can be a powerful catalyst for action and innovation.

The ultimate goal is to find a balance between predictability and unpredictability, the latter of which resulting in some form of “lesson” that maintains this equilibrium.

So, what does an experience entail and how does one build the skills to achieve positive and more predictable outcomes?

An experience has a beginning, a “core” and an end.  A determination of whether the experience is going as originally planned or is deviating “off course” can occur in any of the three phases.  At a fundamental level, the basis of an experience is time.

While one can argue that there isn’t a “right” or “wrong” path for a given experience, at a basic level you have a sense of where you want that experience to go.  For example, if a relationship is showing signs of erosion, not doing anything may eventually lead to its failure.  Thus, making corrections to the experience “course” to enable its long-term success may be right thing to do.

Whether to begin a new experience depends a lot upon your values and your goals.  While this decision is usually subconscious, if you don’t have a clear sense of either, your experience will be somewhat random. However, if your goal is to experience things with purpose, then your ability to choose experiences that provide a foundation for the “predictability/unpredictability balance” will become that much greater.

Let’s assume that you have chosen an experience with purpose – you are now operating within the experience “core”.  Your next logical goal is to participate in the most meaningful and positive way that you can – i.e. striving to reach a “self-actualization” phase of consciousness and operation.  In order to achieve this state of being, you need to pay close attention to the “hierarchy of needs” structure – not only in its original definition but one that is applicable to the experience at hand.

Focusing on the concept of self-actualization – and the supporting hierarchy – are both important because they can determine the quality and duration of the experience.

For example, in attempting to reach self-actualization, the mind becomes overly concerned with reaching that pinnacle, and virtually ignores everything else.  When layers of the hierarchy become eroded, and you no longer have the direction that your goals were providing, your reality crashes to the ground.  It’s similar to climbing a mountain, reaching the apex, and then realizing that you are out of oxygen (i.e. your support structure).  How are you going to get down?

The aspect that is central to avoiding this dilemma is time.  Time is the only thing that is constant through your journey across the hierarchy.  It’s the measurement that you need to be focused on to ensure your long-term “survival”.  What is happening in the “core” of the experience?  Is the hierarchy “intact”?  If it is not, what are you doing to ensure its overall stability?

If you are able to identify with these questions and answer them objectively, the quality of the experience for not only you, but others that may be involved in that experience, will be that much greater.  At a basic level, it’s synonymous with an individual vs. team mindset – focusing on the former is appropriate, but not focusing on the latter is not.

It’s worth noting that simply because you believe an experience is worth the investment doesn’t mean that the operating environment will work in your favor.  Forces can work with or against you in all phases of the experience.  Being able to clearly recognize these forces and how they impact your experience (and your hierarchy of needs) is another valuable skill.

Making a decision whether the experience needs to “end” depends a lot on the experience itself.  Taking inventory of whether the experience is obligatory or optional, and/or if it continues to align with your values and goals are both excellent barometers to appropriately close or abruptly terminate the experience.  Delaying a decision to bring closure to an experience can ultimately erode aspects of the hierarchy of needs without it being obvious that you are doing so.

What’s the lesson here?  In order to benefit from any experience, you need to have a clear understanding of what you value, what you want to achieve and what you desire.  Once you have this level of understanding, your ability to benefit from and self-actualize within the experience is dependent upon your awareness of the experience itself.  It is this level of awareness and the resulting decisions which will pave the way towards experiences that ultimately build self-confidence through a unique balance of predictable and unpredictable outcomes.

While you don’t have control over the future, you do have some level of control over your own destiny.

(While I’ve used my career and relationship as a basis for the “experience” definition, it’s important to recognize that the use of this phrase is applicable for all experiences regardless of classification.)

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The Hierarchy of Needs.

Jun 27, ’09 2:40 PM

In one of my earlier posts, I discussed the concept of “Flow” and how the key to achieving flow – and ultimately happiness – is being able to live a life filled with involvement and enthusiasm in all areas.

In retrospect, is this reasonable given that one’s life circumstances aren’t necessarily such where “happiness” or “flow” is the primary focus?  For example, if my house recently burned down, my primary focus will be on finding immediate shelter – not on being “enthusiastic” or “engaged”.  My focus in this situation is survival.

As you can imagine, there is an ordering of needs that needs to be understood.  Such an ordering – the Hierarchy of Needs – was devised by psychologist Abraham Maslow in his 1943 paper “A Theory of Motivation”.

“Maslow’s hierarchy of needs is predetermined in order of importance.  It is often depicted as a pyramid consisting of five levels: the lowest level is associated with physiological needs, while the uppermost level is associated with self-actualization needs, particularly those related to identity and purpose.  Deficiency needs must be met first. Once these are met, seeking to satisfy growth needs drives personal growth. The higher needs in this hierarchy only come into focus when the lower needs in the pyramid are met. Once an individual has moved upwards to the next level, needs in the lower level will no longer be prioritized. If a lower set of needs is no longer being met, the individual will temporarily re-prioritize those needs by focusing attention on the unfulfilled needs, but will not permanently regress to the lower level.” – Wikipedia

The hierarchy – represented in the form of a pyramid – has the following structure:

– Self-actualization
– Esteem
– Love/Belonging
– Safety
– Physiological

As just mentioned, in this hierarchy the higher needs come into focus only when the lower needs are met.  Thus, the house example presented earlier makes sense given the ordering shown here – i.e. I need to be safe before I can really focus on my long-term goals, etc.  The key is to ultimately address “core” needs such that one can realize her/his fullest potential through a “self-actualization” phase.

This “hierarchy of needs” concept is applicable in other disciplines as well.

For example, in the book “Universal Principles of Design“, the “Hierarchy of Needs” is one of the 210 design principles described.  The specific use of this hierarchy shows how a given design “…must serve the low-level needs (e.g. it must function), before the higher-level needs, such as creativity, can begin to be addressed”.

This particular implementation of the hierarchy of needs looks as follows:

– Creativity
– Proficiency
– Usability
– Reliability
– Functionality

Having some experience with the design lifecycle, this makes complete sense.  An iPod that looks nice but breaks after the first two months clearly isn’t a good design.  The authors recommend using this hierarchy as a “report card” of sorts to determine where modifications should be made to existing designs to further improve them.

Another discipline where this concept is useful is in the project management arena.  Having considerable experience in this space, I was puzzled with the absence of “interpersonal” elements in project management literature given that the team is ultimately the core of any successful project.  To this end, I formulated a hierarchy of needs that incorporates pure project management concepts along with core interpersonal elements.

This hierarchy looks like the following:

– Momentum
– Problem-Solving
– Constraints
– Storytelling
– Constraints
– Foundation

The key behind this structure is that it has a very close relationship to Maslow’s original hierarchy of needs.

The “real” goal of any project is to have a team where each individual is striving to be the best.  If each team member can work within an environment or “operating structure” (the layers listed above) such that they are able to realize their full potential (i.e. she/he is involved and engaged) and reach a state of “flow” (self-actualization), the collective team will ultimately build enough positive momentum to virtually guarantee project success.

Full details about each of these layers will be published in early July 2009.

The thing to remember is that this hierarchy concept can be employed in many other disciplines – not just the three described here.  Think about how a “hierarchy of needs” can work within your particular discipline.  What is the “ultimate” objective / goal?  How can you use this hierarchy to measure not only your performance but others that also rely upon this structure?

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