Project Management Accountability – Where Does the Buck Stop? Steven A. Vinson, PMP 14 years of...
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Transcript of Project Management Accountability – Where Does the Buck Stop? Steven A. Vinson, PMP 14 years of...
Project Management Accountability – Where Does the Buck Stop?
Steven A. Vinson, PMP
14 years of life science project leadership Appointed officer: PMI PharmaSIG B.S. Chemical Engineering Technical Depth:
– Pharma/biotech manufacturing and development– Allied chemical– Healthcare– Telecommunications
For more info or to contact Mr. Vinson: www.vinsoncorp.com
Project Management Accountability – Where does the buck stop?
Begin with the end in mind
Accountability is contagious
Character that Matters Managing Up Walk the Talk
Start Out Right
At kickoff, stress the value of mutual respect and collaboration
– Those who take on tasks will rest assured they are in a supportive environment and will more readily accept accountability
Measure Objectively
Goals must be measurable Performance assessment must be based on
objective data whenever possible Accountability decisions based on facts
Not distorted by opinions, politics, and desire for power
Turn Over Control
A sense of accountability requires a sense of control
If several levels of approvals are needed for routine tasks, it will be abundantly clear that someone is accountable…
it is just not them
Accountability is Contagious
Carpe Auctoritas
(Seize Authority)Support and Clarify
ContinuouslyAlign Support Groups
Carpe Auctoritas
Auctoritas (Latin) – Authority derived from a combination of prestige, initiative, and influence.
Often used in reference to the Roman Senate, which accomplished much, though it held no legislative power
Project Managers must seize authority when appropriate
Support And Clarify Continuously
Reinforce this value through your communication and actions
Team members must feel that they can trust leadership
Proactively manage expectations of customers, executive management, and all stakeholders
Support And Clarify Continuously
Frequently changing expectations can be a drain on a sense of accountability
It is easier to blame changes for not attaining goals than it is to commit to getting the job done – take away the excuse!
Align Support Groups
Functional groups must be aligned with business goals
The project manager is the glue that holds it all together
legal, accounting, human resources, marketing, etc. Clear expectations; clear connection to project
success Successful work team interaction
If key inputs are not under the control of project employees, it is natural to cede accountability
Character that Matters
Seek out accountability Be politically aware, but rise above office
politics Define project success in business and
technical terms – not in terms of personal gain Do the right thing Provide support, honor trust
Advocate for the team
Executive sponsor ultimately provides authority Team members take risks to be accountable for
project results that may not have derived directly from functional managers – convince sponsor to run interference
Sell the project to ensure continued support and funding – accountability is nonexistent when the team feels funding or support could be withdrawn at any time (Part 11 example)
Minimize Constraints
Sense of accountability is smothered by pressure from constraints that are beyond a team member’s control
Example team staffing– If a project work team is short-handed & does not
have the ability to bring in new workers, team feels helpless
– Helplessness is the great destroyer of the sense of accountability
Walk the talk
Reward consistently and often
Promote use of group problem-solving techniques
Enable creativity and innovation
Reward Consistently And Often
If a team is truly accountable, they should be rewarded when they are successful…and they must accept “corrective action” when the
news is not so good– Public Recognition– Avoid perception of arbitrariness or favoritism– Reward accountability and success with increasing
exposure and responsibility Beware: Careful not to reward "non-accountable"
performance
Promote The Use Of Group Problem-solving Techniques
Make sure teams work effectively to plan, identify obstacles, & develop their own solutions.– Then respect their conclusions– Otherwise, resulting pressure on participants will
make them frustrated & eventually passive
Enable Creativity And Innovation
Nothing de-motivates high-performing, accountable workers more than institutionalized obstacles to goal attainment
Example existing processes & procedures must have clear added value; allow flexibility whenever valuable