Let The People Speak

I was browsing a few project management blogs when I came across this list of Ten New Rules for Project Managers by Hal Macomber on the blog Reforming Project Management. As I was reading these, I was struck by how the rules weren't really about how to detail and track time, budget, scope, etc., but how they were really about respectfully listening to and including others. As I thought more about it, I realized that these rules really got at what I view as one of the fundamental concepts of good project management: the more you try to control, the less you're in control.

I first learned this lesson as a camp counselor. My team of three counselors spent weeks preparing the week-long curriculum for our high adventure camp, down to snack times, rest times, and how long it should take a camper to strap on a life jacket and launch a canoe. When our first group of campers and their adult sponsor came, it was a disaster. First of all, I think they arrived half a day late, which immediately put our entire schedule behind. Then the adult sponsor wanted to change everything: the kids needed more sleep, there wasn't enough campfire time, the hikes were too long... And then there were things we couldn't control: the river was so low we had more portages than paddling, it rained for four days, a tornado went through and destroyed our high ropes course... At every turn there was either something or someone demanding adjustments to our schedule, and at every turn we were as inflexible as we could be without outright mutiny. After all, they'd paid to come to our camp, hadn't they? What were they paying for if they weren't going to let us lead the camp they'd signed up for?

It wasn't really a surprise when the adult sponsor complained to our supervisor about our project management/leadership skills at the end of the week, but it was a slap in the face. We'd done our best to control the chaotic situations and unruly group, but they'd left without really experiencing the bigger messages the week at camp was supposed to offer. We'd controlled the schedule, but the disagreements and circumstances had controlled the week.

The next week I tried a different approach. I realized that whenever adjustments need to be made there are always options. Sometimes the options aren't very attractive (haul our canoes over downed trees or hike through bug-infested swamp to get around?), but by presenting these options to the group and allowing them to have input, suddenly the unforeseen changes and unattractive options weren't the counselors' fault. And when the group had buy in to the choice that was made, hauling canoes over trees could even turn into a good time. By recognizing that uncertainty was just a part of the job, and by giving up some control--by seeking and listening to their input--they respected that my opinion would be in their best interest (because this time around I knew what their interest was), and most of the time went with my recommendation anyway.

Camp is not business, I know. But when you read those ten "new" rules, they're all about working with people in uncertain situations, and adventure camp is definitely about working with people in uncertainty. What rules for effectively managing people on projects would you add from your experiences, business or otherwise?