Last week my new book Strategic Project Management Made Simple: Practical Tools for Leaders and Teams, hits the bookstores! Published by John Wiley and Sons, I'm proud as a pup with a new collar because this book is my best work ever and it's getting rave reviews because the ideas work.
I've taught these "strategic management power tools" to clients of all types in 34 countries. They have found these tools are ideal for turning your good ideas into spectacular results – so will you.
Get your copy wherever books are sold.. And if you think it's great, I'd love for you to post a glowing review on Amazon or Barnes & Noble.
I'm happy to autograph your book. After you purchase a copy, I'll send you a special personalized "bookplate" that pastes into the front. (And if we have met in person, remind me when and where). The best way to contact me is through the contact form easily found on our website www.ManagementPro.com.
LEVERAGE YOUR LEARNING AT UCLA
If you need a career boost and skills/knowledge upgrade, join me and a dozen other outstanding faculty members for a week long learning program March 22-27 at UCLA Extension's esteemed Technical Management Program. You get to choose four courses from an offering of over twenty, taught by thought leaders in a variety of management, technical, and communications topics. They've offered the program 77 different times; I've taught my two courses (Strategic Thinking, and Strategic Project Management) over 40 times. Here's the info, hope to see you there.
Reader reaction to last month's inspirational video was so positive that this month I'll share another amazing and inspiring testimony to the human spirit. After watching this, my reaction was that if a guy like this can be so buoyant and content, how can I justify thinking small and griping about my minor problems? http://www.maniacworld.com/are-you-going-to-finish-strong.html
The planning approach featured in my book Strategic Project Management Made Simple is ideal for selling an idea or proposing a new project because it makes strategy clear and sells both substance and sizzle.
In fact, I used the Logical Framework tool to help sell my new book to John Wiley and Sons. Here is the actual LogFrame I submitted as part of our negotiation process.
"Shifting Your Level of Communications for Optimum Results"
Being able to communicate the right information at the right time in the right manner is the master skill for success. But masterful communication involves much more than meets the ear.
In different settings—ranging from informal to formal, personal to professional—you have multiple choices about behaviors and modes of communication. Optimum communications begins with being clear about your intended outcomes in any situation. Is it about… What are your outcomes—to resolve an interpersonal pinch? Give positive criticism? Discuss a problem? Build understanding? Set expectations? Or what?
Understanding various communication levels and being alert to when and how to shift levels can increase your leadership effectiveness. Your style may shift among any number of approaches and levels—depending on who you are speaking with, the nature of your relationship, and the purpose of your communication. Be aware of your multiple choices and strategy.
When master communicators interact, they recognize and choose appropriately within each of the four core levels of communication. Master communicators listen well and respond to a variety of topics that may become part of the creative interplay in developing new solutions and opportunities.
Level 1 - Niceties: "How are you?" "How's it going?"
Some relationships which last years never get beyond this surface-level communication. Such social
pleasantries are harmless but do not communicate significant information, nor contribute to building
or maintaining relationships.
Level 2 - Factual Information: "Wow, the Democrats control Congress now." Discussion of facts and data is more matter of fact, you could say, than opinion. Communication at this level has the possibility of enriching understanding, but it's easy to get stuck here and avoid communicating on a richer level.
Level 3 - Thoughts, Opinions, Ideas, and Beliefs: "I think our governor is crooked." Our minds are an ongoing swirl of thoughts and ideas from concrete to abstract. Some people are invigorated by exchanging ideas, while others get fearful.
This level of communication has the potential to generate emotional reactions in others, which can lead to strengthening or repelling relationships.
Feelings of Vulnerability may also occur as conflicting underlying beliefs and values become apparent.
Thoughts opinions and beliefs can generate stronger emotional reactions than factual information because sometimes opinions are stated as fact and generate unintended consequences in the other, such as feelings of vulnerability.
Level 4 - Feelings: "I was deeply hurt by what he said." This level is where people feel most vulnerable. It's not easy to discuss hopes, fears, disappointments, and wants without lots of trust. While communicating at this level, there are unwritten rules that determine the degree of vulnerability one or both sides allows to be expressed. This level has the greatest potential for building and sustaining, as well as rupturing relationships. Feelings are the most important factor in a situation, but are frequently masked because most people are not comfortable addressing them.
At each level, remember that not all communication is verbal—even when one of you is speaking. Communication is layered with multiple dimensions of meaning demonstrated through body language, tonality, word choice and on and on.
Choosing the right level of communication depends upon multiple factors, including awareness about the current setting, who else is around, etc. Some of these decisions get made on an intuitive level because they have become internalized, second-nature responses—particularly with regard to power dynamics. For example, if you meet a colleague in a professional setting such as a networking event, your communication style may differ than if you meet him or her for lunch or cross paths at the gym. Different dynamics play out in other settings as well. In the next issue, I'll provide specific strategies for shifting and choosing among levels. For now, monitor and be aware of which levels are at play in any conversation.
No surprise here - Strategic Project Management Made Simple: Practical Tool for Leaders and Teams (Wiley, ©2009) is the book of the month (or, perhaps "decade"). After a decade of writing, learning from clients, and teaching this process, I am thrilled to finally complete the book. So, rather than just talk about it, here is my totally objective book review, followed by a table of contents.
Strategic Project Management Made Simple: Practical Tool for Leaders and Teams
By Terry Schmidt
The tools and step-by-step process described here are the result of over three decades of the author's experience as a management consultant, educator, and strategy coach in assisting corporations, governments, and research institutions in 34 countries. These ideas can simplify even the most complicated projects by providing the upfront thinking and planning process that aligns project planning and execution and strategic intent.
This field-tested approach provides knowledge workers of all types with essential tools for project success. The book builds upon The Four Critical Strategic Questions that — when asked and answered — flesh out a sound strategy in an interactive matrix which builds a strong foundation for execution. These questions are...
- What are we trying to accomplish and why?
- How will we measure success?
- What other conditions must exist?
- How do we get there?
In the rush to get going, most teams prematurely jump to Question #4, putting their focus on tasks, budget and schedule without first giving sufficient prior attention to goals, measures, and risks.
The beginning of the book asks, "Are you strategic?" During what follows, Schmidt equips you with truly useful knowledge, examples, tools and application strategies. After introductory chapters cover core concepts like If-then thinking, chunking, and linked hypotheses, the author devotes four chapters to delving into these critical questions.
Schmidt makes complex concepts come alive with humor and fascinating examples, ranging from Field of Dreams to his experience helping the Sultan of Oman develop a strategy "to win the peace."
The book guides readers in fleshing out their own projects in a systematic way with plenty of checklists and practical tips.
It also tackles the soft factors in managing people dynamics, often missed by traditional methodologies. These upfront planning strategies help you be in tune with key stakeholders so that you and your team can harmonize your efforts from the get-go.
The appendix features seven real-live client case studies based on his work with broad and diverse experience. With subject examples including IT, process improvement, marketing, human resources, and strategic planning, you'll get specific examples of how these tools apply to any project in both personal and professional arenas.
These four steps prevents the myopic "input focus" of typical project management methods by forcing a top-down strategic thinking process that starts with the big picture focus.
If your responsibilities involve non-routine work, managing critical projects, or executing change, these tools will help you rise above the details to reach the big picture. These ideas will bolster your strategic edge so that your projects will soar to new stratospheres.
Here are the contents:
Acknowledgments
Introduction
- Why I Wrote This Book
- Getting the Most from This Book
- Three Logical Parts
PART ONE: Are You Strategic?
Chapter 1: Thinking Outside the Bar Chart
- Tackling the Big Hairy Issues
- Mastering Strategic Project Management
- Start Smart
- Lessons Learned Along the Way
- Why Read This Book?
- Beware These Six Dangerous Planning Mistakes
- Key Points Review
Chapter 2: Building Strong Project Backbones
- Asking the Four Critical Strategic Questions
- Concepts from the Cornfield
- Making Strategy Simple
- Test Your Strategic If-Then IQ
- Sorting Out Your Objectives
- Organizing Multiple Objectives Into Trees
- Key Points Review
Chapter 2: Building Strong Project Backbones
- Asking the Four Critical Strategic Questions
- Concepts from the Cornfield
- Making Strategy Simple
- Test Your Strategic If-Then IQ
- Sorting Out Your Objectives
- Organizing Multiple Objectives Into Trees
- Key Points Review
Chapter 3: Introducing the Logical Framework
- The Best Solutions Tool You'll Ever Find
- Systems Thinking: Conceptual Foundation of the Logical Framework
- Tackling the Four Critical Strategic Questions
- Grab a Front-Row Workshop Seat
- Ingredients of the Grid
- Key Points Review
Chapter 4: Aligning Projects With Strategic Intent
- Strategy in a Nutshell
- Juggling Portfolios and Programs
- Managing Multiple Bottom Lines
- Quick and Clean Strategic Planning at Any Level
- Eight Logical Planning Steps
- Key Points Review
PART TWO: Mastering The Four Critical Strategic Questions
Chapter 5: Question #1-What Are We Trying to Accomplish and Why?
- Shoot for the Moon
- Linking Objectives Into Logical Levels
- Turning a Problem Into a Set of Objectives
- Terry's Tips for Clear Objectives
- Exploring Distinctions Among LogFrame Levels
- Sculpting Your Project Masterpiece
- Key Points Review
- Application Step #1
Chapter 6: Question #2-How Do We Measure Success?
- Winning the Peace After Winning the War
- Four Tips for Meaningful Measures
- Measures Sharpen Vague Objectives
- Managing Complex Enterprise-Wide Change
- Special Situations Demand Special Measures
- Key Points Review
- Application Step #2
Chapter 7: Question #3-What Other Conditions Must Exist?
- The Whoops Hall of Shame
- Spotting Trouble Before It Comes
- How the LogFrame Accommodates Assumptions
- Three Steps for Managing Assumptions
- Making Fine Point Distinctions
- Key Points Review
- Application Step #3
Chapter 8: Question #4-How Do We Get There?
- The Ancient Project that Saved the World
- Chunking 101
- Organizing Inputs: Nitty Gritty Project Planning
- Clarify Resource Requirements
- Make Responsibility Clear to All
- Applying Schmidt's Law of Planning Density
- Defining the Next Action Step
- Key Points Review
- Application Step #4
PART THREE: Putting The Concepts Into Action
Chapter 9: Managing the Strategic Action Cycle
- Taking a "Cycle-Logical" Approach
- Three Types of Assessment
- Type One Assessment: Project Monitoring
- Type Two Assessment: Project Status Review
- Type Three Assessment: Project Evaluation
- Celebrating Success
- LogFrame Limitations and Best Practices
- Key Points Review
Chapter 10: Managing the People Dynamics
- The Heart and Soul of Projects
- Engaging Your Key Stakeholders
- Building Your Own Dream Team
- Creating Shared Norms for High Performance
- Sharpening Your Emotional Intelligence
- Techniques for Increasing Your Emotional Intelligence
- Key Points Review
Chapter 11: Applying These Ideas In Your World
- Exploring a Dozen Dynamic Directions
- Terry's Tips for Doing the Project RAP (Rapid Action Planning)
- Facilitating by Yourself
- Taking Strategic Action Now
Appendix: Reference Tools and Resources
- Blank Logical Framework Grid
- Logical Framework Quality Checklist
- Ongoing Support and Services
Logical Framework Application Case Studies
- Organization Turnaround and Best Practice Example (Fircrest School for the Developmentally Disabled)
- Develop or Update Strategic Plan (Lawrence Livermore National Laboratory — LLNL)
- Reinvent Your Department (Los Alamos National Laboratory — LANL)
- Strengthen Teamwork Across Functions (ARINC Director Action Group Task Force)
- Develop Information Technology Process Solutions and Algorithms (U.S. Department of Energy)
- Design and Launch Sales or Marketing Initiatives (Avemar Cancer Treatment in Thailand)
- Close Out Project with a People Focus (Washington Department of Transportation)
- Team Conduct of Operations (Los Alamos National Laboratory—Geographic Information Service)
Glossary and Usage of Terms
About the Author
Index
These days, we could all use a little more humor in our lives. I am constantly enjoying the opportunity to find amusement here and there. This is what I come across to share this month.
We are all familiar with Murphy's basic law – What he can go wrong will go wrong, and at the worst possible time. But have you heard about Murphy's lesser-known dictums?
Light travels faster than sound. This is why some people appear bright until you hear them speak.
He who laughs last, thinks slowest.
Those who live by the sword get shot by those who don't.
Nothing is foolproof to a sufficiently talented fool.
The 50-50-90 rule: Anytime you have a 50-50 chance of getting something right, there's a 90% probability you'll get it wrong.
The things that come to those who wait will be the things left by those who got there first.
Give a man a fish and he will eat for a day. Teach a man to fish and he will sit in a boat all day drinking beer.
The shin bone is a device for finding furniture in a dark room.
A fine is a tax for doing wrong. A tax is a fine for doing well.
When you go into court, you are putting yourself In the hands of 12 people who weren't smart enough to get out of jury duty.
If you have a joke or a clever story to share, please mail it to me!