Talk with users about what expectations they have both after the project is finished as well as while things are underway. Will they need accommodations in the interim? Have they put short-term solutions in place that will need to be removed? Ask about potential safety concerns along with the need for training on new equipment or processes. It’s also important to inquire about headcount plans. As you pose questions across the organization, be specific about needs and timeframes, and keep asking until you feel you have enough information to formulate a good plan. When you have a lot of users to manage, consider using a survey to gather the first large batch of information. You can then follow up with individual users to get additional clarification.

Talk to the right people

It’s likely that you’ll need to gather information from more than just end users. You may want to consult with functional experts, department managers, and your executive team for better high-level strategic direction and confirmation of long-term plans. Your end users, however, are usually your best source of information on day-to-day needs. As you make notes and record data, include the source for each piece of information—this will help you resolve any inconsistencies or conflicts later. If you have concerns about the information you’ve been given, check in with someone a level up in the organization.

Sidestep frivolous requests

As you talk with end users, it’s not uncommon to receive requests for things that your budget, resources, or corporate policy can’t support. How do you deal with these situations without putting yourself in an uncomfortable spot? The key is to be candid from the beginning. When you get a request that you know can’t or won’t be implemented, tell the requestor right away. Explain as honestly as you can why you aren’t including their request in your project plan, but never divulge sensitive information and be careful about discussing decisions that are still pending—you don’t want any miscommunications looming over your project. You might also encourage the requestor to take their idea to their manager (or yours). If either supports the request, then you can modify your project to include it.

Talk to the budget folks

Before you try to implement solutions to every end user need, it’s important to know how much funding you have available. If you end up with too many or competing requests, you can look to your budget to determine what you can do and what needs to be set aside.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

1 – Understand the impact of change. You’re changing how people work and/or interact with their environment, and you shouldn’t assume that you know how changes will affect others. Instead, talk at length with end users to be sure you truly understand their concerns. You’ll move on to other things once the project is complete, but your end users will be living with your changes for a long time.

2 – Acknowledge the impact of change. End users frequently need time to assimilate to changes in systems or processes. They may attend training sessions, deal with downtime during cutovers, and cope with a learning curve. These are real and tangible issues for your users, and ignoring or dismissing them will quickly sap your credibility. Consider incorporating additional implementation support into your project, and provide whatever help you can to ensure a smooth transition.

3 – Take responsibility for change and its impact. Blaming the executive team for foisting difficult change on an organization will quickly infuriate end users, senior staff, and your boss. Instead, address concerns head on. Explain why change is needed, and be prepared to tactfully defend your reasoning. Some people don’t accept change easily—you may have some difficult conversations to endure, but remember that your team is experienced and capable, and your project will result in long-term benefits.

4 – Own your problems. Things won’t always go your way, so don’t pretend otherwise. By acknowledging glitches and issues, others will see that you’re logical, diligent, and realistic. This helps to ensure good teamwork when problems arise, and you’ll be more likely to overcome obstacles with your reputation (and project deliverables) intact. It’s more important to learn from your mistakes than to hide from them.

5 – Believe in the changes you’re making. If you can’t envision a positive post-change landscape, then no one else involved in your project—fellow team members, stakeholders, or end users—will, either. Your commitment to implementing positive change, and your ability to successfully defend your long-term vision, will be necessary to see you through the questions and challenges that others may throw at you.

6 – Paint a clear picture of the post-change world. People outside your team may not understand all the positive changes your project will make. Take the time to demonstrate the benefits your end users and stakeholders will reap once your project has changed their environment. Improved working conditions, better efficiency, and lower costs might all be long-term plusses. Scour the landscape for potential benefits, and be sure you let others know about them.

7 – Remember that change isn’t always necessary. Don’t undertake a project simply because it’s there. If current systems and processes are efficient and effective, then selling others on the benefits of change will be difficult. Your credibility will suffer if you embrace every opportunity for change that comes along, or—even worse—force change where none is needed.

8 – Accept the status quo if changes can’t be made. Changes might not be feasible right here, right now. If that’s the case, then keep any negative comments to yourself. You’ll be seen as a team player and gain more respect if you take on challenges you’re likely to win, and learn to make the most of those you aren’t. Griping about situations you can’t change will only undermine morale, both your team’s as well as your own.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

1 – Invest time now. Spend enough time to be sure you know what you want to achieve, the steps needed to achieve it, and how you’ll know when you’ve successfully reached a goal.

2 – Map out your career path. Whether you’re hankering for larger projects, increased supervisory responsibilities, or more focused expertise, you should know exactly where you want to go.
3 – Write it down. Putting ink to paper can be great motivation. Consider posting your goals somewhere conspicuous, repeating your goals out loud every so often, or even creating a 10-second “why this goal is important” statement.

4 – Keep track. Pick a workable interval and make notes on your progress. Identify potential obstacles, formulate a plan to overcome them, and keep moving forward.

5 – Set stretch goals. Choose a couple of goals that will require some serious dedication and focus—they’ll be instrumental in giving you the skills and expertise necessary to score future promotions.

6 – Be realistic. Know the resources—time, money, energy—you have available, and don’t underestimate how much of each you’ll need to achieve success.

7 – Set good timeframes. Establishing both short- and long-term plans will help you reach large goals while avoiding burnout.

8 – Recognize your accomplishments. Take the time to reward yourself. This is also a good opportunity to evaluate the rest of your goals and confirm you’re still on track.

9 – Remove outdated goals. If life or career changes render a goal obsolete, don’t hesitate to remove it. Consider your new situation and either update your existing goals or identify new ones.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

1. Who’s on our team? Understanding your resources is the first step. Your team may consist of internal staff, external consultants, contractors, vendors, and business partners.

2. What’s our budget? Knowing your funding capacity and limitations will be necessary to spot potential problems—such as hiring expectations that don’t jive with the dollars you have available—and will help you avoid over-committing.

3. Who are our stakeholders? You need to know who expects information from you on a regular basis. Knowing your stakeholders will also give you some insight into the visibility of your project or team, and the kind of support you can expect to receive.

4. Who makes higher-level decisions? From budget approvals to personnel changes, chances are good that someone else will have a say in how things happen. Don’t wait until the next budget or hiring cycle to find out where final approvals will come from.

5. Where and how is information stored? Locating data on timelines, budgets, resources, and other project details underpins all your other efforts, so become familiar with your dataset right away.

6. What are our current obligations? If your PMO has signed contracts with vendors, consultants, or other external providers, it’s important that you know those details. Your ability to negotiate may be limited by existing agreements.

7. How is continuing education and ongoing training managed? You (and your team) will need to keep your skills sharp, so find out what resources are available, who approves new requests, and what level of continuing education is needed to maintain the certifications within your team.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.