What Does Agile Management Mean to Me?

My blog name is Agile Management and that has lead people to ask if I would be focusing on agile and scrum.  I chose Agile Management as the name because what I do is manage projects and people.  The name reminds me that being an agile manager means responding to the different needs of my team in a fashion similar to how I adapt to the changing business needs of my clients.  Managing people is never one size fits all.

I believe that to manage people effectively you must know them.  Knowing a person is made up of many things.  For example, does a person prefer to communicate via email or in person?  Does a person want to be recognized for their work publically or privately?  What motivates people – is it increased responsibility, praise, or money?  That process can take time, however, and I have sometimes used a tool to help shorten the learning curve.   The one that I use is the Myers Briggs Type Indicator, which helps me understand how an individual sees the world around them and how they interact with it.  This tool does not remove the need to take time to get to know people, but it does help me understand better how to approach them and how to help the team interact effectively.  It also helps to work through the forming, storming, and norming stages of team development more quickly. 

Let’ s start by looking at Introverts versus Extroverts.  Introvert versus extrovert aligns to how people get their energy and where they put their attention. 

Introverts in the workplace:

·         Being an introvert does not mean that someone is antisocial.  An introvert is typically more quiet and reserved but wants to be a part of the team.  Invite an introvert to lunch just as you would an extrovert.  Actually, an introvert is a great lunch partner for an extrovert since one will talk more and the other listen more.

·         Allow an introvert time to reflect upon a problem before asking for a solution whenever possible.  They do not thrive with a pop quiz.

·         An introvert will prefer to respond to questions in email in order to have time to think about the answer.

·         In brainstorming sessions be aware of any introverts and provide opportunities for them to participate.  One way to do that is to list the topic you will be brainstorming about and ask everyone to take 15 minutes and jot down their thoughts before starting to discuss them verbally.

·         Give an introvert space to work alone, and quietly, especially when working through complex issues.  They get their energy by being alone.

·         When trying to get to know an introvert, expect that you will need to make the overture.  Once you find a topic that interests them, and they are knowledgeable in, the discussions become more comfortable for the introvert.

Extroverts in the workplace:

·         Being an extrovert does not mean I cannot work alone.

·         Give an extrovert an opportunity to work in a group if possible.  They get their energy from being with others.

·         Remember that an extrovert enjoys being with people so help them remember to give others an opportunity to speak up.

·         If working on a problem with an extrovert, allow them time to think aloud. 

·         Encourage an extrovert think fully through solutions.  Sometimes an extrovert will act on their first idea versus fully vetting it.  One way to do this is to pair an introvert and extrovert on problems and have them work through the issues together.   The introvert will typically reflect on the solutions suggested and ask questions that help the introvert fully work through solutions.

·         Take time to check in with an extrovert just because – they thrive when they feel a part of the team and valued.

I encourage you to visit the Myers Briggs site at http://www.myersbriggs.org/ for full information on the Type Indicator.  Over the next few weeks, I will share some tips on the other categories as well. 

Seeing the Forest through the Trees

Risk mitigation is crucial for project success.  The challenge comes in when something pops up that had not been identified as a risk.  I have heard this referred to as “what I didn’t know that I didn’t know.”  When that happens, it is easy to find yourself going in circles.  I recently had to remind myself of some basics to use in these situations.

1.       Take the emotion out of the problem.  As a project manager, you must operate from facts and not emotion.  This is not easy to do when you are under the gun to get things done, but the emotion will cloud your ability to solve the problem.  If I am feeling too emotionally invested, I sometimes step back and look at the problem the way that I would if a colleague asked for advice.

2.       Check the project charter, statement of work, and other official document to make sure that what you are trying to fix really needs to be handled in this project.  Sometimes the answer is simply a change order to the project or “No”.

3.       Define the problem – I write a detailed problem statement for this.  Include as much detail as possible. 

4.       Document the people involved, their role, and their stake in the resolution of the problem.  This helps clarify how the solution should meet their need.  For example:

a.       Stefanie:  Project Manager – Unknown risk is jeopardizing schedule and costs.  Needs to find most efficient way to resolve issue.

b.      Mary:  Client Project Manager – Unknown risk will affect quality of finished project and may raise objections from users.  Main concern is user acceptance.

5.       Write a statement that describes the desired outcome.  Use the stakeholder assessment to account for everyone’s needs.

6.       Brainstorm with your team for ways to reach the desired outcome before meeting with the client.

7.       Document proposed solutions and benefits to the stakeholders.  Be sure and quantify the impacts to the project, including schedule and costs.

8.       Bounce these ideas off a less invested person.  If you have a boss that can be objective, start there.  My husband is often a sounding board for me and can offer a different perspective.

9.       Meet with the stakeholders to discuss possible solutions and reach a decision.  Begin the meeting by sharing the problem statement and the desired outcome to establish an environment of collaboration.  Ask the client for their suggestions and offer yours as well.  This will be the most challenging step, as you will need to give and take to reach a decision.  Negotiating skills are critical for a PM and this is where they will be heavily used.

10.   Document the decision, impacts to the project, and all project documents.  The documents may include change orders, project plans, risk logs, etc. 

Remember that ultimately, the goal of a project is a satisfied customer, but these bumps do occur.  Don’t dwell on this bump but learn from it.  This lesson can be used for future projects.  Your ability to work through them will reinforce the value of a project manager.  Bottom line – if it was easy they wouldn’t need us!