Pop Culture Project Management Wisdom Kerry R Wills

Pop Culture Project Management Wisdom Kerry R. Wills

Context Project Management wisdom is all around us, we just need to look for it… • Sometimes it comes in songs • Sometimes it comes from celebrity sayings • Sometimes it comes from popular games Planning Genius PM Savant Leadership Expert Risk Tool Issue Resolvers Change Manager 2

Planning 3

Planning: Mike Tyson “Everyone has a plan until they get punched in the face” • Although a plan may exist it doesn't always come to fruition exactly how it was expected to • How best to react to these unplanned items – Diligent management and transparency - better planning means more transparency into upcoming risks (see the punch coming earlier) – Risk management - look to avoid or mitigate the risk (block, duck or "take" the punch) – Contingency plan - assuming a risk will happen a plan should be documented (buy insurance for a broken nose ) • You may not want to get the tribal tattoo, but it would make meetings interesting 4

Preparation 5

Preparation: Radar O’Reilly • On “MASH” he was given the nickname "Radar" because of his ability to predict helicopters arriving with patients • We need to have similar foresight as "Radar" in our ability to predict issues, risks, activities, and requests • Requires diligence in the tracking/managing of project information (financials, schedule milestones, etc) which allows us to see trends and get ahead of them • Having this radar ability allows us to get ahead of issues and asks before they happen which allows us time to prepare for them accordingly 6

Managing Work 7

Managing Work: Santa Making a List Checking It Twice Find Out if Naughty or Nice • Document key activities and names • Ensure completeness and accuracy • Naughty: risks, issues and challenges • A plan • Provides insights and transparency • Nice: On track and making progres 8

Change Management 9

Change Management: Meghan Trainor • Song called “No" where she keeps saying this to fend off the advances of men • Take a similar approach to fend off the likes of change controls, additional scope and other distractions which impact the ability to complete work • We try to be good stewards and take on additional work to please our customers but the result is missed dates or increased cost • At the end of the program these same people do not remember the kindness of the team in bringing on more work and will just look at the results • So we should respond the way Meghan would. . . – The scope is “No" – The change is “No" – The late requirement is “No“ – You need to let it go • This sounds like taking a hard line, but it will allow the team to stay focused and deliver on existing commitments instead of taking too much and delivering nothing 10

Change Management 11

Change Management: Gremlins • Gremlins were small creatures that, if they ever got wet, would spawn off other creatures and multiply • We have similar gremlins on programs which also seem to multiply SCOPE COST COMPELXITY RESOURCES • The key is to control the gremlins so they don't get wet and multiply. – Setting up the right levels of diligence and transparency to track and manage when they are starting to trend out of control – This can include detailed financial tracking and reporting, schedule tracking and resource management • So, while the gremlins may seem cute at first, we must make sure we follow the rules so they don't spawn out of control 12

Issue Management 13

Issue Management: The Walking Dead • Every project has issues that just keep coming up and won't die -> 'zombies‘ • You think they have been resolved, but keep coming back from the dead. – Decisions made that keep getting questioned or revisited – Errors or defects which re-appear several times – Issues or actions which have not really been closed • Key is to make sure that they are actually dead and not just wounded • Everyone knows that unless you hit their brains they keep moving and coming at us • We can't just build up walls and hope that the zombies don't come in, • We must attack them “head on” and make sure that we close them out otherwise we will fail 14

Issue Management 15

Issue Management: Devo “When a Problem Comes Along, You Must Whip It” • Working in Project Management means dealing with issues; they go hand-in-hand • When there is an issue it requires a greater sense of urgency and diligence and therefore I usually do the following items. . . – Identify the key actions/next steps with owners and dates – Get the resources required (person, vendor, etc) focused on solving the problem – Set up daily stand-up meetings to discuss progress towards those actions and any findings to close the issue – Send daily messages with status. Helps to let everyone know status as well as reminder who owns next steps • When projects don't follow a level of diligence, there is churn including lack of clarity on ownership, spinning, and not having focusing on solving the problem • Turning up the diligence will allow everyone to be clear on the steps and who is doing what so we can be a well oiled machine focusing on solving the problem 16

Risk Management 17

Risk Management: Pokémon Go • There are Pokemon everywhere and you need to capture and secure them • We can think of Pokemon as items that pop up all around the program and it is our responsibility to gather them all up and track them RISKS ISSUES ACTIONS DECISIONS • If we do not contain these items there will be consequences which could mean lost time, missed commitments, additional cost or impacts to quality • So it is in our best interest to perfect our approach of looking for them, identifying them and capturing them so that they do not cause us more problems • And make sure to look up so you dont walk into the street or fall off of a cliff! 18

Action Items 19

Action Items: Elvis Presley “A Little Less Conversation and a Little More Action, Please” • Dialogue and conversation are an important aspect to projects • Can only have so much conversation regarding risks, issues and actions • Need to think through options and implications but should have a propensity towards taking action • Drive towards specific actions with names and dates • Document them with owners and targets • Follow up as needed 20

Communications 21

Communications: 50 Shades of Yellow • There are multiple shades of yellow. . . while maybe not 50 there are many shades • Generally, yellow means a project is at risk but there can be multiple "shades" Orange Moderate Yellow Significant risk and requires management action Significant risks which have mitigations and requires management awareness Yellowish Some noted risks but tracking to milestones Yellow-Green A few 'watch items' but nothing major • We need to be clear in our communications when there is a yellow status and manage expectations around what that means and what action is needed • So I am sorry if you thought, from the title of this section, that the page would be more 'stimulating' but this is Project Management • If it makes you feel better, consider that I wrote this while blindfolded and handcuffed to my office chair 22

Communications 23

Communications: Where’s Waldo • Look in a picture to find the guy in the stripped shirt with glasses hiding among other distractions • Not fun at work – get extremely long e-mails with paragraphs of text where you have to read through all of it to find the important content (Waldo) • So, when writing messages I would suggest a few things. . – Keep the messages succinct – Use formatting to call out key points (bold, underline, color) – If you have to use a lot of text then put a summary or key points first so the reader can see that and then chose to get the details – Have a conversation instead of an e-mail • Can’t play "Where's Waldo" with the 200 -300 messages that we get per day 24

Communications 25

Communications: I Love Lucy • On the classic television show “I Love Lucy” Ricky is known for a famous line where he told Lucy that she had some ‘splainin to do. • Project managers always have some ‘splanin to do • This means that they are accountable for the entire project and therefore must be able to articulate (“splain”) the many aspects of their project – – The status of work Key risks and milestones Financial progress and risks Any schedule slippage • Project managers need to understand all of the moving parts and manage with diligence and transparency in a way that allows them to be able to articulate where things are and what the risks are • If we can’t ‘splain what is happening, then our show (project) may get cancelled just like “I Love Lucy” 26

Teamwork 27

Teamwork: Vanilla Ice 1. Stop 2. Collaborate 3. Listen • Take a pause to see the bigger picture of the project, risks and issues • Working on projects means working with people • As project managers, it is critical to listen to our team members • Reflect on the priorities, people and milestones where the appropriate time should be spent • Collaboration is critical to success • Understand how work is progressing and where the risks are • Working in teams and with people from other organizations and companies to achieve a common goal Great advice. Will it ever stop? I don’t know 28

Leadership 29

Leadership: Judge Judy • Looks at small claim cases in the New York area and been around for 18 seasons • She tells it like it is - she doesn't worry about politics or spin but rather speaks her mind • She focuses on the facts - as a judge she needs to weigh facts to make the best decisions • She uses levity and charisma - she has a natural charisma that makes people like to watch her and follow her • She tells people when they are idiots - ok, probably not the best approach in a professional environment but may be appropriate at times • We should also consider using this style of leadership in our jobs with a focus on honesty, facts and charisma • This doesn't guarantee that we will all get our own television show. . . 30

Leadership and Teamwork 31

Leadership and Teamwork: Lord of the Rings • The plot involves different people from Middle Earth coming together for a common goal • They created the Fellowship of the Ring - Human/Ranger, Elf, Hobbit, Dwarf • Think about these different people as other organizations or roles • Building diverse coalitions is critical for project and organizational success • Each member of the coalition has specific skills or resources which could be beneficial for the journey • You will have to work together as a team leveraging strengths to complete your goals 32

Attitude 33

Attitude: Harry Potter and the Dementors are among the foulest creatures that walk this earth. They infest the darkest, filthiest places, they glory in decay and despair, they drain peace, hope, and happiness out of the air around them… Get too near a Dementor and every good feeling, every happy memory will be sucked out of you. If it can, the Dementor will feed on you long enough to reduce you to something like itself — soul-less and evil. You’ll be left with nothing but the worst experiences of your life • At work these are highly negative people or bullies • Attempt to suck the happiness out of everyone inside of the room • Patronus charm – Optimism – Facts – Coalitions 34

Attitude 35

Attitude: Bobby Mc. Ferrin As project managers we do spend a lot of time worrying which is a good thing for our projects but we should figure out a way to both worry AND be happy Sales Improved 37% Productivity Improved 31% 40% More Likely to Be Promoted 10 X More Engaged at Work Live Longer Better Grades *Shawn Achor: The Happiness Advantage Health Symptoms are Less Acute 36