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The Project Survival Kit

Jul 10, ’10 9:55 AM

If you were deserted on a stranded island, what three things would you take with you?  While there is no official answer to this question, you could answer this question by identifying the core fundamentals of survival – essentially, food, water and shelter.  If your three things address these needs, you have a good chance of survival.

A similar stance can be said for project management.  All too often, managing a project introduces specific processes, tools, documentation and applications all of which are designed to streamline the act of project management, but may do the complete opposite in enabling true productivity.

I believe that there are three things one needs to have at her/his disposal to accomplish a specific task with a discrete number of resources.  These three things can be thought of as the “project survival kit” – their collective use allows one to “get the job done.

1. Description of the end-state – This 1-2 page document is an expansion of a traditional “scope” statement.  It provides a full picture of the project including artifact creation, team dynamics, communication plans and final deliverables.  The intent is to describe the “ideal” project in sufficient detail before you start working.  Think of it as your “map” to your destination.

2. Team Strengths and Personality Inventory – You have resources at your disposal, but how do you utilize their talents in the best possible way?  Know the strengths and personalities of your team members!  When the relationship is strong, anything is possible.

3. Organizational Chart – If you don’t know how project participants are “linked” to one another, your effectiveness as a project leader will be limited.  In addition, you run the risk of “crosstalk” (redundant and inefficient communication) between project participants which can impede progress.  Also, if there is more than one leader identified on the chart, you have a problem.

So, what am I leaving behind?

You’ll notice that I don’t have a timeline or project plan listed.  While I think a timeline is useful, I don’t think it’s one of the top three.  If you know what you are looking to accomplish, have a good sense of how the team will be organized to deliver this end-state, and their strengths, the project will move forward at it’s most efficient pace; a timeline isn’t going to matter.

I also don’t have risks identified.  Remember, anything can happen.  Even if you list all of the risks you know about, there are plenty of things that you likely don’t.  Spend your time on what’s happening now. If an issue exists, take action.

To be clear, I am not suggesting that you completely eliminate the use of supporting documents or forgo the use of a project plan if it provides a real benefit.

However, by looking at projects with a forward-thinking mindset, I think you’ll be less concerned about timelines, documentation, “CYA” strategies and risks / issues inventories.  Instead, you’ll be utilizing resources whose activities are all designed to achieve the end-state in the most efficient and enjoyable manner possible.

It’s about focusing your attention on the activities that truly matter, and isn’t that what getting things done is all about?

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BIONIC: Control Training.

Feb 11, ’09 10:11 PM

To effectively measure performance improvement over time, one needs to establish a baseline from which to work.  This baseline is captured through “control tests”.  In the Suunto Training Guidebook, it describes three such “control tests”.

The first test is called Submaximal Control Training.  From the manual:

“Submaximal control training allows you to measure changes in your performance without having to exert yourself to the limit.”

The basic strategy is to 1) warm up for 5 to 10 minutes, 2) run a set distance (e.g. 1-2 miles) at your target heart rate (for submaximal control training), and then 3) cool down for 5 to 10 minutes.  As one’s fitness improves, it will take less time to complete the distance while keeping one’s heart rate constant.

According to the training guide, the submaximal HR range for my age group and “level” is between 142 and 165.  To help me, I set the T6c to generate audible alarms when my heart rate went below 142.  The key is to run the same distance but keep the heart rate and EPOC (Excess Post-Oxygen Consumption) values constant.

Here is what I did for my test: (Heart Rate Range: 145-149)

  1. Warm-up: 5 minutes
  2. Run: 1 mile (6:40 – est. 7 min.)
  3. Cool-down: 0.15 miles (unknown time)

The second test is called Maximal Control Training.  This provides more accurate information than the previous test, and allows you to determine your maximum heart rate.  In this test, you perform the Submaximal plan (using the same distance), rest for 0-2 minutes, and then repeat the Submaximal test but at maximum speed.

My first maximal control test ended prematurely around 3 minutes – my pace was too fast.  I was able to run 0.8 miles in that time period with an average heart rate of 160-165.  The next test needs to be slower so that I can reach the 1 mile mark.

The third test is called the Cooper Test.  The purpose of the test is to run as long a distance possible in 12 minutes.  This test measures endurance.  For this test, I was able to complete 1.82 miles – or 2929.006 meters – in the 12-minute duration.  Based upon the “Fitness Classification” chart found in the training guide, anything over 2700m for my age group is considered “Excellent” so this is good news.

Fortunately, I am now able to calculate two other metrics using the results from the Cooper Test – MET and VO2MAX.

MET stands for Metabolic equivalent, the oxygen consumption caused by basic metabolism.  At a basic level, 1 MET is equal to the amount of energy required at rest.  This metric is also used to measure the energy consumption of exercise.  The MET equation presented in the training guide is:

MET = 0.005 x Result of Cooper Test (meters)

My MET value is 14.64503.  At a basic level, this means that this test was 14x my MET value at rest (1 MET = 3.5 ml / kg).  From what little I know about this metric, I would imagine that this metric should decrease as my fitness level improves – i.e. my energy consumption should become more efficient over time.

The second metric is VO2MAX, which stands for Maximum oxygen intake capacity – i.e. the amount of oxygen that a person’s body can take into use from breathed air during maximum performance.  Since VO2MAX is also based upon oxygen consumption, its measuring unit is ml / kg or MET.  The VO2MAX equation presented in the guide is:

VO2MAX = 0.0175 x Result of Cooper Test (meters)

My VO2MAX value is 51.257605.  According to “Aerobic fitness norms for men” in the PDF, this value is just below “Excellent” at a 6 out of 7.

Moving forward, I need to maintain my oxygen intake (VO2) as close to this maximum value as I can during a given training session to improve performance.  In addition, I will conduct these control tests every three weeks or so to determine the level of improvement.

The concept of a “control test” is essential for measuring physical performance over time.  What are some other “control tests” that you can apply to other aspects of your life?  How do you know that you improving?

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BIONIC: Advancing Physically.

Jan 18, ’09 8:24 PM

Over the past several weeks, I’ve been working on the development of the third generation of PLANESCAPE – “Regen”.   While I will go into the details of this next generation in a separate post, I would like to call out a “subsystem” of that new framework – something that I call “Bionic“.

Bionic is a PLANSCAPE advancement “subsystem” that focuses on improving the physical component (i.e. my physical self).  Bionic aligns with my third value – “Health and Wellness”.  More specifically, Bionic is a new mindset and strategy that will take me into the next dimension of physical performance.  I have been building a foundation of strength for the past several years, but it is only now that I can move to this next level of performance.

For example, instead of simply participating in a race, I will now strive to be more competitive.  Instead of cycling for 30 minutes, I will train with more structure – e.g. pre and post-exercise analysis.

By believing there is no physical limitations to one’s own performance and physical strength, the potential for true physical growth is limitless.

For full details of this new concept, please check out the related page located on the right.  I will periodically contribute new posts that share my training progress and the related concepts that I’ve learned in this journey.

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The Cafeteria.

Dec 6, ’08 10:07 PM

Many years ago, a teacher shared a powerful concept with the class that has real-world meaning even today.

The story goes like this: In a high-school cafeteria, you will almost always see teachers or assistants responsible for “monitoring” student activity (behavior, actions, etc.).  Students are well aware of this, and at a subconscious level they assume they “need” this level of supervision because (apparently) they are not mature enough to “monitor” themselves.  In turn, behavioral problems are almost certain to occur in this environment.

If you remove the monitors from the cafeteria (or playground, etc.), the students’ maturity level automatically rises and they start to “police” themselves and those around them.  The number of behavior-related problems is less.

I believe this story has applicability to the workplace.

How much trust you place in reports and co-workers can make a world of difference in the working relationship and the end deliverable / result.  If you start off by placing little trust in the relationship and subsequently give them little responsibility (or freedom to self-direct), they in turn will rely more heavily upon your direction and their overall performance will be limited.

In contrast, by placing complete trust in the individual and his/her abilities, the working relationship will grow considerably in a very short period of time.  The individual will have greater confidence from the experience and this confidence will build upon itself, resulting in a self-fulfilling prophecy of “success” for all involved.

Of course, there are exceptions to both the classroom and the workplace.  Some students are simply not mature enough to “police” themselves, and some workers do not have the knowledge or experience to operate independently.

However, as a general guideline I believe it’s beneficial to keep this general principle in mind not only in the workplace, but in personal relationships as well.

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Why total “professional transparency” doesn’t work – yet.

Nov 24, ’08 8:23 PM

“Being transparent” is a phrase most commonly discussed in interpersonal relationships. Let me share an excerpt from a book entitled “Getting Real” which describes this concept:

“Self-disclosure, synonymous with being transparent, is the ability to reveal to another person what you have done or what you are sensing, feeling, thinking, or saying to yourself at the moment. When you share your thoughts, sensations, feelings, even your judgments “in the interest of transparency,” you are less apt to get caught up in the illusion of control. […] Letting yourself be seen by others is also an important aid to seeing yourself more honestly. It is harder to fool yourself when you are going public about who you are.”

The theory behind total professional transparency is essentially to share information about one’s professional life to allow them to grow even faster.

One major goal of being professionally transparent is to allow colleagues and future colleagues access to information they wouldn’t normally have. For example, performance reviews are not shared with large audiences because of their confidential nature. If I was allowed to share this information, however, colleagues can gain a glimpse into my professional work experience, how my performance was summarized for each time period, and how my performance changes over time.

In theory, my relationship with my colleagues can improve through a common understanding of my professional history, strengths and development opportunities. In addition, future employers can benefit from having greater insight into my past experience. In either case, my professional development can increase that much more rapidly through this common understanding. This is the ultimate goal in sharing this information and being completely professionally transparent.

One major problem with being completely transparent in one’s professional life is that there is a risk that people will misinterpret what is being shared.

This, of course, is understandable and grounded in reality. Having enough context to understand another person’s professional life and experience is extremely difficult. Because of this, the reader is left to form their own opinions about what is being conveyed. Depending upon the objectivity of the reader, feedback can be interpreted as negative or positive.

Perceptions aside, companies are torn between sharing confidential information and allowing associates to be professionally transparent.

For better or worse, companies are forced to protect themselves when it comes to managing their labor pool. That being said, more and more companies are working to expand their transparency efforts by encouraging open dialogue and communication among associates and management, particularly with a goal of improving associate performance. However, they are indeed torn between providing unrestricted sharing of information and protecting their own interests.

In addition, not all companies are equipped to provide useful and grounded feedback for employees.

Each company is different, and many do not follow a formal review process. I am fortunate in that my experiences over the past several years have offered me the opportunity to be involved with such a process.

Having complete transparency in one’s professional life, therefore, may not be realistic at this stage. But, one can still employ useful constructs to become closer to this goal.

Being transparent means that one does not have to worry about presenting a front that masks their development opportunities. Masking / hiding development opportunities can work for a period of time, but they will ultimately surface. By not sharing this information in advance, time that could have been spent further improving is unfortunately wasted.

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Why values are a key component for success.

Nov 23, ’08 2:20 PM

Earlier this year, I came to a realization that I didn’t have a clear sense of where I was heading – both on a professional and perhaps personal level. After much research and thought, I realized that I did not have a solid understanding of my values, and because of this, my ability to make clear decisions about my future was limited.

While I do not recall the exact source, I found the following excerpt to be very enlightening:

“Research shows that high performance and high productivity are frequently linked to people who work in concert with their values. Some people find that the older they become the harder it is to work or to live when they are out of harmony with their values. Choosing organizations and positions in sync with your values assures both productivity and happiness. Being out of sync can result in sickness, depression, anger, and a sense of disappointment or discontentedness.”

Knowing your values makes it easier to formulate career and development choices. It also facilitates decision-making outside the workplace.

Because there are numerous values from which to choose (here’s a good starting list: http://www.gurusoftware.com/GuruNet/Personal/Topics/Values.htm), it’s important that one take considerable time to narrow down this list into a reasonable “top ten” (or five). One suggestion is that you list all available values and then continuously refine the list by removing ones you don’t feel are “core” to your being.

Once you have the list at a reasonable number, you can then ask yourself – if I could only choose one value, would this be it? By using this type of comparison scheme, you can finalize your “core” values.

If you take the time to pay attention to your values and what’s ultimately important to you, you will find that success is inevitable and you will gain greater enjoyment on the journey.

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