5/19/2016

Crowd Control:
Getting Project Results Even When
the Team Reports to Someone Else

Tom Kendrick, PMP

Program Director, UC Berkeley Extension
WWW.FailureProofProjects.com

TKendrick@JPS.Net

Crowd Control Tom Kendrick, 2016

Modern Project Managers

Responsible for the project, but many are
not formally managers, and most (or all)
of the project team is:
From another organization
Located far away
Hired on a contract basis

Whos in charge?

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So, What Can You Do?

For any project leader, regardless of title
or authority, there are many sources of
control. Most can be aligned with:
Process
Influence
Metrics

Crowd Control Tom Kendrick, 2016

Control through Process

Improving your bowling score, Method 1: Practice

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5/19/2016

Control through Process

Improving your bowling score, Method 2: Bumpers

Crowd Control Tom Kendrick, 2016

Control through Process

Process provides rules and structure. Even if
you lack authority, established and accepted
processes provide levers for control.
Examples:
Project management processes
Project infrastructure

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Control through Process

Project planning, execution, and tracking
Requirements Collection and scope
definition
Project start-up workshops
Collaborative planning
Scope freeze
Disciplined tracking
Variance management
and project reviews

Crowd Control Tom Kendrick, 2016

Control through Process

Adopt a change management process
Document
the Change
Request
Proposal
Complete?

No

Yes
Log the
Change Request
Review the
Proposed
Change

Approved?
Yes
Publicize,
Document, and
Implement the Change
Crowd Control Tom Kendrick, 2016

No

Approved with
Modifications?
Yes

No

Reject or Defer
the Change and
Communicate
Resolution
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Project Infrastructure
Planning decisions:
Project plan development
Planning tools

Execution decisions:
Status metrics
Project meetings

Control decisions:

Project reporting
Scope and specification control
Project reviews and baseline management

Crowd Control Tom Kendrick, 2016

Control through Influence

Can you make offers they cannot refuse?

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Control through Influence

Appropriate leadership styles
Getting through giving
Enhancing influence and maintaining

relationships

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Crowd Control Tom Kendrick, 2016

Appropriate Leadership Styles

Faster Actions,
Less Team Involvement

Leader
Alone

Leader with
Team Input

Leader
Crowd Control Tom Kendrick, 2016

More Time Invested,

Higher Team Commitment

Leader with
Buy-in

Team
Majority

Team
Unanimity

Team
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Appropriate Leadership Styles

Formal Communication
Project documents
Project reports and presentations
Project meetings
Project reviews and retrospectives
Informal Communication
Conversations
Food, social gatherings
Networking
Management By Walking
Around (MBWA)
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Appropriate Leadership Styles

Motivating Factors (Herzberg)
Motivating FactorsLevers you control:
Recognition
Achievement
The work itself
Responsibility
Hygiene FactorsLevers you dont
control (or, even if you do, you should
use infrequently):
Money
Company policies
Work environment
Noise
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Appropriate Leadership Styles

Motivating Factors (Updated)
What works:
Autonomy

Mastery

Purpose

What doesnt:
Money

Tangible things

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Getting through Giving

Process
Document objectives and identify who you need
Consider the other persons perspective
Develop possibilities for exchange
Meet and verify assumptions with the other person
Determine what to exchange and request commitment
Document your agreement
Deliver what you offered

Track the work to completion

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Getting through Giving

Overall Project Considerations:
The project vision and priority
Sponsorship
Doing the right thing or best thing
Improving customer/user satisfaction
Job security
Project work considerations:
Ownership
New skills or technology
Accomplishment and self-image
Successful results
Uniqueness or challenge
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Getting through Giving

Recognition considerations:
Visibility
Reputation
Gratitude
Opportunity to mentor
Stuff
Interpersonal team and peer
considerations:
Trust
Loyalty
Contacts
Listening
Fun
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Getting through Giving

Interpersonal considerations for your manager and
others in authority:
Competence
Confidentiality
Feedback
Backup
Proactivity

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Control through Metrics

What gets measured, gets done.
HP Founder, Bill Hewlett

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Control through Metrics

Measurement is part of a larger objective

it is a means to an end, not an end in itself

Measurement always affects behavior

effective measures must be thoughtfully designed to

accomplish the desired results for a given environment

Measurement supports better

decision-making

it does not supplant good judgment

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Defining Metrics
Determine desired behavior or results (minimize
changes, avoid cost overruns).
Design the metrics: some, but
not too many.
Collect data.
Evaluate the data.
Report and use results.
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Potential Problems and

Measurement Barriers
Gaming (inappropriate data manipulation) is due
to:
Differing interpretations, loop holes
Use for punishment and criticism, not for process
improvement
Lack of tension
Confidentiality issues

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Crowd Control Tom Kendrick, 2016

Summary
Establish and use clear processes

Make infrastructure decisions to address past issues

Establish an effective management style
Use exchanges to secure commitments
Maintain trust and team relationships
Select metrics for control
Communicate effectively, but not obsessively
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Questions?
Results Without Authority Second Edition by
Tom Kendrick. AMACOM, January 2012. ISBN
0814417817
How to Manage Complex Programs: High-Impact
Techniques for Handling Project Workflow,
Deliverables, and Teams by Tom Kendrick.
AMACOM, May 2016. ISBN 0814436927
Identifying and Managing Project Risk: Essential
Tools for Failure-Proofing Your Project, Third
Edition by Tom Kendrick AMACOM, March 2015.
ISBN 0814436080
The Project Management Tool Kit , Third
Edition by Tom Kendrick AMACOM, December
2013. ISBN 0814433456

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