Accidental Project Manager - Secret #3

Last week I wrote about two key considerations to think about when you’ve become an Accidental Project Manager. This week I’ll add a third. Here’s a quick refresher:

First - don’t get stuck on tools or methodology. 

Even PMI recognizes “[...] the choice of project management approach does not play a critical role in driving project performance rates beyond the average.” 

To me this means: given what you know about your organization, select a path forward that will allow you to deliver: waterfall, agile or hybrid. The caveat here is that you need to stick with it. If you waiver on your resolve to deliver work by continuously swapping methodologies or tools, you’re wasting time. 

This does not mean that you don’t adjust as needed – tweak a schedule, modify agendas or change meetings altogether. “Perfect is the enemy of Good Enough”. It will never be perfect.

Once the project is complete, do lessons learned and so that you might evolve your tools or methodology for the next project.

Second - focus on the core.

• What is the work

• Who is doing the work

• When will that work be completed

On smaller projects with small teams you may be able to track much of this in your head. 

Personally, I needed – at minimum – a written list on paper or a whiteboard. As more tasks are known you may need a shared spreadsheet or other low barrier to entry tool for support. If this is a “larger project” - and you’re an Accidental Project Manager - well, good luck and give me a call!

Good so far? If you can implement the first two items, you’re on the right track!

Third - make follow-up your super power.

Should be simple, right? This can be harder than it sounds and was something I struggled with early in my career. It was a classic example of a “weak matrix” organization. There were no direct reporting relationships, so much of what I had to do fell under the influence without authority banner. 

In the bluntest of terms this is the ability to ask the question “is it done?” Whether the task was assigned or voluntarily taken on, the person responsible for that task must be able to tell you its status: done or not done.

And this is where the act of following up can get difficult. When the task is (inevitably) not done, you need to ask the next question. “When do you think it will be done?” – or some variation. “When do you expect it to be done?” or “What do you need to complete the work?” or “Is there anything holding you back from completing the task?”

These questions and how you ask them can have a much greater impact than you might initially imagine. At minimum they can impact the project timeline. They can also greatly impact and influence team dynamics and your relationship with each individual – and this is why it is harder than it sounds.

👉 Book 30-minutes with Mark to learn how Fractional Consulting or Coaching may benefit you