The Where Clause

I had the opportunity to work on a complex, long term, business intelligence project which had experienced turnover of resources, changes in project stakeholders, expectations, and business rules.  As we began to QA our data and reports, we seemed to find one error after another.  It also seemed that the majority of them were related to the "where" clause in SQL statements.  This occurred so frequently that my standard comment when we found an anomaly in the data became "Check the where clause". 

I was telling that story to someone the other day and it occurred to me that the problems in projects are related to the where clause as well.  

1.       Where the scope is not defined.

2.       Where the requirements keep changing.

3.       Where the conditions of satisfaction were not defined.

4.       Where the client did not have resources allocated to work on the project.

5.       Where the definition of done was not established.

6.       Where the project manager changed mid-project.

All of these where statements seem to point back to the first one however, scope had not been defined.  A good scope statement tells you what work is to be performed.  An excellent scope statement defines the definition of done, or how the successful completion of the work will be measured.  What scope does not account for are the motivators of the purchase, or the unspoken conditions of satisfaction. 

So how do you measure the success of your project?  How can you plan for the unspoken?  Simple - you ask.  When I work on projects, I like to understand what prompted the purchase of our product or services.  Sometimes your sales force will have insight into this; often times however, there are political motivators that are not easily recognizable.  During a scope review, I try and establish a common understanding of "done".  For example, on a business intelligent project, it might be a specific report that needs to be reproduced.  Then I ask two questions to try and understand the unspoken conditions of satisfaction. 

The first question that I ask is "At the end of this project, what will make you rate the success of this as; ‘the best project you ever undertook’".  The answers I receive help me manage expectations, find additional work, and know how to communicate the real value of the project.

The second is, "What keeps you up at night about this project?"  I have had some interesting responses to this question.  The information I received has sometimes been more impactful than a risk assessment and register.  One person told me "the reaction of the other departments being supported".  That helped me understand that there were some political challenges that needed to be addressed.  Knowing that, I was able to ask more questions and understand what the other departments expected.  By asking this, I have even learned when there is a party that is interested in seeing the project fail.

A clear definition of scope and done will allow you to deliver expected results, manage changes in scope, and assist with adoption of a product or service offering.  This will help you focus the communication of project status, mitigate risk, and also help you move from a completed project to a project WHERE the client is wowed!

Judging vs Perceiving

The last trait in the Myers-Briggs pair describes how you deal with the outer world and how you live your life on a day to day basis.  It dictates how you act out your introversion or extroversion as well.  Of the four pairs, interacting with the opposite of your type in this category is the most challenging.  A Judging type may believe that a Perceiving type is procrastinating and unable to make a decision.  A Perceiving type may believe that a Judging type is rash, reaching decisions too quickly and opinionated.  Those with a Judging trait like things neat, orderly and organized.  A Perceiving type wants spontaneity and flexibility.   

Here is how those differences look:

Judging:

• Likes to have things decided.  “Bring me solutions.”
• Is task Oriented.  “When presenting information to me focus on the details”
• Would rather schedule in advance.  “When possible, give me time to prepare”
• Prefers not to work under pressure.  “I plan work to avoid rushing just before a deadline.”
• Can get tunnel-vision.  “Sometimes I focus so much on the goal that I miss new information.”

Perceiving

• Likes options but can over analyze.  “Give me an opportunity to brainstorm for a set amount of time before asking me for a decision.”
• Plans as they go.  “Provide the opportunity for my spontaneity to come through by not itemizing every task.”
• Works in bursts of energy.  “Give me time to decompress between important tasks.”
• Thrives under pressure.  “Keep deadlines in front of me.”

Because the main output of these types is decisions and actions, the friction that occurs between the two is inevitable unless there is a respect for these differences.  Allow for the creativity and spontaneity that a Perceiver will bring to solutions, but do so in a structured format to meet the needs of the Judging types.  You will decrease disagreements and increase successful outcomes with this balance.

I would encourage you to read more about this or take the Myers-Briggs assessment when you have an opportunity.  Understanding and respecting differences will open up communication, increase problem solving, and even create some fun for you at work.

Thinking versus Feeling

Another component of a personality is how someone makes a decision.  This is determined by the category of Thinking versus Feeling.  Everyone uses a combination of these when making a decision, however, we also all have a dominant method.  Please do not confuse feeling with being emotional either.  I have known some feeling types that were not emotional in the least, and some thinking types that were truly driven by emotion!  

A "thinking" personality approaches decisions in an almost scientific manner.  Options are researched, pros and cons weighed, and may not regard the impact on the people involved in the decision.  They may be considered uncaring .  A "feeling" type makes decisions based on their moral code.   They prefer harmony and may focus less on the difficult parts of the decision when communicating.

Given these differences, working together to make a decision can be challenging; but as always, respecting each other's difference will make the experience successful.  Here are some tips on how to work together:

Communicating with a "Thinking" Type:

• Be factual and direct when communicating decisions or plans to a "Thinking" type

• Avoid using any version of the word feeling.   Instead us words such as believe, know, understand.

• Do not assume that a "Thinking" type has not emotions - it is just not the primary thought when reaching a decision.

Communicating with a "Feeling" Type:

• Relationships are important to a "feeling" type and leads to acceptance and collaboration.  Take time to get to know them.

• Allow them to take the human impact of a decision into account.

• Make sure and confirm areas of agreement to show collaboration and alignment of problem solving goals
• Remember that "it's not what you say but how you say it."  A feeling type will pick up on non-verbal queues as much as verbal queues.

As with the other traits(I/E, S/N), blending the two approaches will allow you to develop a well round solution and find a communication style that will address the different types in your work setting.  Respecting the difference will reduce conflict, especially in heated matters, and speed resolution. 

My next blog will complete the traits and also discuss how the traits work together.  See you then!

What Catches Your Attention

As I get to know my team, the next set of personality traits that I look at is what catches someone’s attention and how they solve problems.  Some people are very rooted in facts, where others are looking at the possibilities.  Being a sensing type or intuitive type determines this.

Sensing Types:

• Base decisions on what they can see, hear, feel, and touch. 
• Works from facts to solve problems.  Because of this, a sensing type may miss new possibilities or options.
• Lives in the here and now and adapts quickly to change.
• Are practical and very bottom-line oriented.
• Base decisions on experience not what others tell them.
• Excel in tactical activities.

Intuitive Types:

• Looks at all the different possibilities when problem solving. 
• Very big picture oriented and then thinks about the details.  Because of this, details that are critical for execution may be missed.
• Enjoys doing new things and dislikes routine.
• Trusts their gut.
• Loves to learn new things.

If you have both Sensing and Intuitive types in your team there can be some conflict.  Sensing types may think that intuitive types don’t make decisions and are too focused on possibilities versus decisions.  On the other hand, the intuitive types may believe that the sensing types lack creativity and are “too tactical”.  A way to balance this is to start at a higher conceptual level to engage the intuitive types in your team.  You can then move into facts, a well thought out plan, and examples for the Sensors in the team.  Also, do not expect details immediately after an intuitive type makes a suggestion.  There will be a period of time where the idea evolves or changes altogether.  Encourage that creativity and balance it with a sensor’s ability to be very detailed and you have a perfect balance!

Next up will be Thinkers versus Feelers.  Check back soon!