July 22, 2008 by Kim.

I think one of the inherent traits of a project manager is that we’re doers. We love to check things off our to-do list. We like order and efficiency. We like task lists. And we like getting things done.

Ironically, all those tasks and to-do’s can get us wildly off track when it comes to project work. Why? Because many times those tasks aren’t related to the project.

One of the primary killers of project management productivity is distractions. All those little things that you just have to get done before you can start on the WBS or put the final touches on that budget.

I fall into these traps as both a project manager and a writer. Distractions keep me from focusing on the “real work” and trick me into believing I’m being productive. After all, I blasted through fourteen emails, put out two employee cat fights, and got that report into my manager’s hand all within the space of three hours. It isn’t wrong to work on these things but the question I should be asking myself is, “What is the real priority?”

In the space of those three hours I could have had the project budget finalized. I could have finished building a good chunk of the project schedule in MS Project or knocked out the risk management plan. Granted, in this case one of the cat fights needed extinguished right away. But the emails and the report could have waited.

I don’t know why I convince myself that I’ll feel much better after I answer the emails (or do the countless other mundane tasks that have nothing to do with the project). I usually do it by telling myself, “Get these other things done and then you’ll have the time to get to that budget.” In fact I’ve used the very time I had available to work on the budget on unrelated issues.

I’m tired of the self-sabotage so I’ve made a deal with myself. Before undertaking any new task I will quickly question whether this task absolutely has to be completed now. I will also ask if it furthers the work of the project. If it doesn’t, and there isn’t another pressing reason to complete the task (like the building is on fire) I will add it to my to-do list. Here’s the key that seals the deal for me. I schedule time during the day to work on this to-do list so I don’t feel like all the little things are piling up. That way, I can focus on the project priorities first and the distractions get their own special attention and their own allotted time slot.

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July 12, 2008 by Kim.

We’re going to be discussing all things leadership and project management related in this weekly blog. And as you all know, project management covers a wide range of business topics so I’m guessing ideas for future blogs should be endless.

My husband and I are just recently back from a Cancun retreat. And the less than stellar customer service we received while on our vacation got me to thinking about writing a blog. So what does customer service have to do with project management? Everything!

Almost everyone is a customer of the project manager if you think of that way. PM’s provide a service and their customers (stakeholders, team members, steering committee members, and even vendors to some extent) are the recipients of those services.

But I’m getting ahead of myself. So imagine we’re relaxing on the beach with a great book and thinking about a sail. But first and foremost, we’re thirsty. BB (my husband) and I are wine drinkers. Yes, I know, an all inclusive retreat in Cancun is not the best place in the world to experience fine wines. None-the-less, we’ll drink what they have because wine is our beverage of choice. Imagine our surprise when we show up at the buffet to fill our glasses only to discover—they’re out of wine!! Not only are they out of wine, they remain out of wine for two full days. To add insult to injury, we decide to order a special bottle (translation: you pay for this one) for dinner that evening. Guess what, they’re out. No red wine of the hefty type anywhere in sight.

So we manage on fruity something-or-others (it was difficult, we barely scraped by) until the wine magically showed back up two days later. We’re thrilled, except there are no glasses in sight. We’re smart though and applied the lessons learned from day one. We stashed two glasses in our beach bag so that we were certain we had them when visiting the restaurant. Oh, did I mention they also ran out of clean plates, mugs, and food? Yes, food. But I digress.

While we’re satisfying our withdrawal symptoms, we notice a few changes to the old buffet. There are plates, mugs, and silverware a-plenty (the first since our arrival). The food is fresh and overflowing. And there must be one server to every three patrons frantically plowing over each other to see if they can meet your every need (also a first since arriving). Sure enough, we look over the end of the restaurant and there sits an impressive looking party of eight—all male I might add. They each wore ties, like color shirts, and sported radios strapped to their side. We confirmed our suspicions with one of the wait staff. Sure enough, the big guy himself was on the premises. Thus explaining the reappearance of the wine, the place settings, the fresh food, and additional wait staff.

Here’s my beef. BB and I are customers of Senor Barcelo and his staff. Here was an entire room full of his customers—and he ignored them. He was undoubtedly spouting the new management techniques of the week (okay I’m guessing on what they were talking about) and his senior staff were all seated with him hanging on his every word. Not once did they look over at the commoners, not once did they get up from their seats and ask their customers what they liked about their property. Not once did they ask what their customer experienced or what they liked and disliked.

I was stunned.

What an opportunity they had right before them—and they passed it up. It didn’t seem to matter to them what the customer experience was like. The restaurant was fully staffed, all was in order, and there was plenty of everything. Hmmm…did anyone stop to think that their property management team withheld food and wine from their customers for two days anticipating the arrival of Mr. Big Guy?

Back to my opening. What does all this have to do with project management? Just as BB and I were customers with strong opinions about our experiences, your stakeholders are your customers with equally strong opinions about your services (and those of your team). Don’t pass up an opportunity to listen to what they like and don’t like. Make yourself available to hear about what could go better if you only did (fill in the blank). Providing excellent customer service involves gathering honest feedback and adjusting your services to meet the needs of your stakeholders. Don’t sit with your back turned to your most important stakeholders and imagine the world is rosy because all the places are set and your “yes men” say everything is fine. Get out there and discover the real truth for yourself. You’ll be glad you did.

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