Emotional Intelligence With Project Management

If you want to do good work, you have to be able to motivate the people doing the work. The web is about people: they make it and they use it. Learning to work with the emotions that drive all people is key to a successful project.

In this chapter, we’ll discuss
■ What emotional intelligence is
■ How to merge emotions and the workplace in a new professionalism
■ Why emotional intelligence is important
■ What emotional intelligence looks like in action
■ Why caring is the bottom line

Emotions affect everything people do: every exchange, every conversation, every task—even in business. Think about it. The stock market rises and falls based on how investors feel about the market’s stability; the consumer confidence index fluctuates based on the way people feel about the economy. These metrics that we think of as business are driven by feelings—some rational and fact-based and some not. Sometimes hard numbers say one thing, but a pervasive mood can override logic. Because emotions drive actions, project managers have to figure out how to work with these emotions, not ignore them. It won’t do much good to focus on a person’s action without looking at the emotions that led him to do it. Emotions are not liabilities; they’re assets. They mean we get excited, remain dedicated and loyal, and have creative ideas. But to effectively leverage these assets, we have to understand and manage them.

It used to be that a lot of the things that make us human—like feelings and personalities—were left at the door when we came to work. Well, they weren’t actually left at the door, but they weren’t acknowledged. We—the collective we—were focused on “professionalism.” This meant not talking about our personal lives, not expressing our moods, and avoiding discussions about feelings or conflicts. (And many organizations still operate this way.) But here’s the truth: Personal issues do affect work. Acknowledging that and reacting with basic human understanding goes a long way in making the whole team more productive. That’s the new professionalism.

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Interactive industry in Project Management

A new job for a unique industry

We’re all familiar with the term project management and can probably give a rough definition of the discipline. But what it looks like in action—and what it should be in the interactive industry—is not well understood. Yet.
In this chapter, we’ll discuss

■ How we define interactive project management
■ Required skills for managing real-world interactive projects
■ Critical tasks that drive action
■ The qualities of a good project manager

On interactive projects the project manager is the epicenter of activity. She is the all-knowing, all-seeing eye. She anticipates the needs of the team members and solves their problems before they can blink. She is a stealthy ninja, ready to strike with precision at a moment’s notice, rapidly refocusing as she fights off the attacking gang of risks and roadblocks.

Defining interactive project management

If you seek out project management resources, you’re likely to come across lengthy tomes like the Project Management Body of Knowledge (PMBOK), PMP certification, and holy wars over software development methods like waterfall versus agile (and can we please agree that scrum is just a terrible word?). It’s not that those things are wrong. It’s just that in some ways they’re too much, and in others they’re not enough. Interactive, as a discipline, has emerged and evolved so quickly that industryspecific standards around how to manage projects haven’t yet been established.

What is it?

The discipline of interactive project management aligns a complex assortment of factors to create effective end products that must evolve to remain effective. It requires special attention to
■■ Numerous expertise areas working on the same thing at the same time
■■ Clients who have varying degrees of knowledge about, and interest in, technology
■■ Technology that changes daily
■■ Business objectives and project goals that must be accounted for atevery step
■■ End users who are an amorphous group of stakeholders with a variety of needs

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KEY GENERAL PROJECT MANAGEMENT SKILLS

General management is a broad subject dealing with every aspect of managing an ongoing enterprise. Among other topics, it includes:

• Finance and accounting, sales and marketing, research and development, manufacturing and distribution.
• Strategic planning, tactical planning, and operational planning.
• Organizational structures, organizational behavior, personnel administration, compensation, benefits, and career paths.
• Managing work relationships through motivation, delegation, supervision, team building, conflict management, and other techniques.
• Managing oneself through personal time management, stress management, and other techniques.

General PROJECT  management skills provide much of the foundation for building project management skills. They are often essential for the project manager. On any given project, skill in any number of general management areas may be required. This section describes key general management skills that are highly likely to affect most projects and that are not covered elsewhere. These skills are well documented in the general management literature and their application is fundamentally the same on a project.
There are also many general management skills that are relevant only on certain projects or in certain application areas. For example, team member safety is critical on virtually all construction projects and of little concern on most software development projects.

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PROJECT PHASES AND THE PROJECT LIFE CYCLE

Because projects are unique undertakings, they involve a degree of uncertainty. Organizations performing projects will usually divide each project into several project phases to provide better management control and appropriate links to the ongoing operations of the performing organization. Collectively, the project phases are known as the project life cycle

 PROJECT PHASES AND THE PROJECT LIFE CYCLE

Characteristics of Project Phases

Each project phase is marked by completion of one or more deliverables. A deliverable is a tangible, verifiable work product such as a feasibility study, a detail design, or a working prototype. The deliverables, and hence the phases, are part of a generally sequential logic designed to ensure proper definition of the product of the project.

The conclusion of a project phase is generally marked by a review of both key deliverables and project performance in order to (a) determine if the project should continue into its next phase and (b) detect and correct errors cost effectively. These phase-end reviews are often called phase exits, stage gates, or kill points.

Each project phase normally includes a set of defined work products designed to establish the desired level of management control. The majority of these items are related to the primary phase deliverable, and the phases typically take their names from these items: requirements, design, build, text, start-up, turnover, and others as appropriate. Several representative project life cycles are described in Section

Characteristics of the Project Life Cycle

The project life cycle serves to define the beginning and the end of a project. For example, when an organization identifies an opportunity that it would like to respond to, it will often authorize a feasibility study to decide if it should undertake a project. The project life cycle definition will determine whether the feasibility study is treated as the first project phase or as a separate, stand-alone project.

The project life cycle definition will also determine which transitional actions at the end of the project are included and which are not. In this manner, the project life cycle definition can be used to link the project to the ongoing operations of the performing organization.

The phase sequence defined by most project life cycles generally involves some form of technology transfer or hand-off such as requirements to design, construction to operations, or design to manufacturing. Deliverables from the preceding phase are usually approved before work starts on the next phase. However, a subsequent phase is sometimes begun prior to approval of the previous phase deliverables when the risks involved are deemed acceptable. This practice of overlapping phases is often called fast tracking.

Project life cycles generally define:
• What technical work should be done in each phase (e.g., is the work of the architect
part of the definition phase or part of the execution phase?).

• Who should be involved in each phase (e.g., concurrent engineering requires that the implementors be involved with requirements and design).
Project life cycle descriptions may be very general or very detailed. Highly detailed descriptions may have numerous forms, charts, and checklists to provide structure and consistency. Such detailed approaches are often called project management methodologies.

Most project life cycle descriptions share a number of common characteristics:
• Cost and staffing levels are low at the start, higher towards the end, and drop rapidly as the project draws to a conclusion. This pattern is illustrated in Figure 2–1.

• The probability of successfully completing the project is lowest, and hence risk and uncertainty are highest, at the start of the project. The probability of successful completion generally gets progressively higher as the project continues.

• The ability of the stakeholders to influence the final characteristics of the project product and the final cost of the project is highest at the start and gets progressively lower as the project continues. A major contributor to this phenomenon is that the cost of changes and error correction generally increases as the project continues.

Care should be taken to distinguish the project life cycle from the product life cycle. For example, a project undertaken to bring a new desktop computer to market is but one phase or stage of the product life cycle.

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WHAT IS A PROJECT?

WHAT IS A PROJECT?
Organizations perform work. Work generally involves either operations or projects, although the two may overlap. Operations and projects share many characteristics; for example, they are:

• Performed by people.
• Constrained by limited resources.
• Planned, executed, and controlled.

Operations and projects differ primarily in that operations are ongoing and repetitive while projects are temporary and unique. A project can thus be defined in terms of its distinctive characteristics—a project is a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services.

Projects are undertaken at all levels of the organization. They may involve a single person or many thousands. They may require less than 100 hours to complete or over 10,000,000. Projects may involve a single unit of one organization or may cross organizational boundaries as in joint ventures and partnering. Projects are often critical components of the performing organization’s business strategy. Examples of projects include:

• Developing a new product or service.
• Effecting a change in structure, staffing, or style of an organization.
• Designing a new transportation vehicle.
• Developing or acquiring a new or modified information system.
• Constructing a building or facility.
• Running a campaign for political office.
• Implementing a new business procedure or process.

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WHAT IS PROJECT MANAGEMENT?

WHAT IS PROJECT MANAGEMENT?

Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. Meeting or exceeding stakeholder needs and expectations invariably involves balancing competing demands among:

• Scope, time, cost, and quality.
• Stakeholders with differing needs and expectations.
• Identified requirements (needs) and unidentified requirements (expectations).

The term project management is sometimes used to describe an organizational approach to the management of ongoing operations. This approach, more properly called management by projects, treats many aspects of ongoing operations as projects in order to apply project management to them. Although an understanding of project management is obviously critical to an organization that is managing by projects, a detailed discussion of the approach itself is outside the scope of this document. Knowledge about project management can be organized in many ways. This document
has two major sections and 12 chapters as described below.

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