British jobs for european workers !

The widespread wildcat strikes which are sweeping the UK are an understandable response from British workers whose jobs are under threat during this severe economic recession. However, it should be understood that under EU law the government cannot restrict migration from other member states and, more significant here, companies cannot discriminate by nationality among EU nationals. The Government must ask at the very highest level why, if not for economic reasons, would a company discriminate by employing one nationality rather than another. Is it any coincidence that Portugese construction workers earn, on average, one third of their UK counterparts. This is the real question which must be raised in the corridors of Brussels.

These issues MUST NOT allow support to develop for the far right who will exploit every situation for their own pernicious ends and Gordon Brown should not fall into their trap by spouting meaningless slogans like "British jobs for British workers"

The greatest danger in a recession is that we start erecting national boundaries to labour and more importantly Capital. That will surely lead to the biggest depression since the 1930's.

British jobs for european workers and european jobs for British workers isn't quite as catchy !

subcontractors are a pain in the ass....!!!

"Subcontractors are a pain in the ass !!!" - how often have you heard similar comments made about subcontractors, but are you sure your requirements are clearly defined ???

When dealing with subcontractors, especially in different geographic locations, it is absolutely essential that your requirements are clearly stated & understood.

Here are some tips:-

1) Once you have identified your subcontractor arrange a face to face meeting; it is absolutely essential to your success to establish face to face contact which will be invaluable in the coming months.

2) Put your objectives in a Statement Of Work (S.O.W) which should set out your exact requirements in terms of delivery milestones and timescales.

3) Formalise your agreement in the form of a contract which should stipulate who is responsible for what.

4) Arrange a regular conference call to discuss project progress & any issues.

5) Be aware of cultural differences to minimise misinterpretation.

6) Arrange face to face meetings at key points in the project.

7) If difficulties arise pick up the phone - this is less open to misinterpretation than email.

By making your objectives clear and unambiguous and maintaining good communication you are much less likely to hear derogatory comments about subcons - Good Luck !

Risky Business.......

Once the plan is in place & agreed the project then moves into the execution phase. This is when things really start happening and, if the planning has been done properly, things should proceed according to plan – right ?......Wrong !!

No matter how good the planning, in reality, things rarely proceed to plan. This is where the skills of the Project Manager come into play. Each stage of the plan will have obstacles, some minor and some major, which need to be overcome in order for the plan to proceed. These obstacles may be referred to as RISKS and it is part of the Project Managers role to identify those risks, quantify them and mitigate against them.

It is useful to create a Risk Management log (normally in spreadsheet form) which should have the following headers as minimum:-

RISK MITIGATION EXPIRY DATE SEVERITY TREND

Other factors may also be tracked but the principal is to log all the risks in severity order so that they may be prioritised and addressed accordingly. This should be done by the team and the results published to the wider business so that everyone is aware of the situation. The Risk log should be reviewed periodically and any new risks added. Any which are deemed closed will be marked as such.

So, by addressing the project risks in a structured way their impact may be minimized and the project kept on track.

If the Critical path is extended at any point the whole project delivery will be impacted so the structure of the plan should be reviewed to see if any tasks may be shortened to pull in the overall timescale.

If this is not possible then the end customer (external or internal) must be informed of the change to delivery date so that their expectations are not adverse to reality. This may cause some short term pain but it is always better to get the bad news out early if the alternatives have been exhausted.
Remember, all projects have risks, its how you manage them which counts.

Best laid plans..........

Once the Project Objectives are defined the next stage is Project Planning.

The effort which is put into the project planning stage will determine how smoothly and effectively the project runs and the better the chance of the Objectives being delivered on time.

The project manager normally uses a tool such as Microsoft Project Manager and the most common form of layout is the Gannt chart. Take a look at this for a detailed explanation:-

http://en.wikipedia.org/wiki/Gannt_Chart

The project is broken down into a Work Breakdown Structure which lists the main elements of the project. Each element is then broken down into a number of tasks and sub-tasks. Some of these are interdependent and need to be linked i.e one task cannot be started until the other is completed.

Any tasks which can be done in parallel to others are arranged as such and the idea is that the overall project timescale is minimized taking into account the resource available. This takes a lot of effort and it is likely that a number of iterations will be required. It is vital that each person responsible for a particular task is aware of the plan and has “bought in to it” i.e they agree with the timescales and with their responsibility to deliver a particular task. All of this relies on the PM’s negotiating skills. The plan should be reviewed by peers and management to ensure that it is as representative as possible. It should also have a sponsor who is a senior manager in the organization in case of any resource conflicts.

The overall length of the project is determined by the CRITICAL PATH - the tasks which have to follow on from each other from the start of the project to the end. If any one of these interdependent tasks takes longer than planned the project will overrun. If any can be shortened the overall project timescales may be shortened or another parallel task may then become part of the CRITICAL PATH. This will be easier understood by using a tool such as Microsoft Project and altering the duration of some of the key tasks on the critical path.

Some Common mistakes when constructing project plans:-

• In an effort to get the project moving not enough effort is put into planning – proper planning will save a lot of wasted effort later on.

• Resource is allocated without agreement of the nominee or their manager – people need to “buy in” to the project timescales.

• Under commercial pressure timescales are agreed which are not viable – the project manager needs to be resilient and highlight the risks, escalating to senior management if necessary.

• Tasks are poorly defined and ambiguous – they need to be broken down into manageable chunks and to be specific.

• The project progresses but the plan is not updated on a regular basis leading to unpleasant shocks when delays are highlighted – the project plan must be updated regularly (at least weekly) and published widely.

A well defined and structured project plan will identify resource and timescales enabling tasks to be completed on time and the project objectives delivered to expectations.

Best laid plans of mice and men aft gan agley – Robert Burns.

Are your objectives SMART ?

Yesterday we talked about Teams and performance. Today we will discuss Team Objectives.

It is essential, when starting a project, that the team fully understands what the Objective is. This might sound obvious but is also something which is often overlooked. Sometimes the team is formed and the project kicked off without any clear statement about the Objective of the project. Consequently different Team members have different views on what the Objective is and this inevitably leads to unnecessary conflict and wasted effort.

The time to set Objectives is during the Storming phase of Team formation. During this period the Objective may be “kicked around” and debated until a consensus is found. This will happen at the beginning of the Norming phase. The team leader provides a pivotal role in agreeing objectives by setting the scene and putting things in context.

Objectives should be S.M.A.R.T:-

Specific.

Objectives need to be specific. They need to stipulate what is required, why it is required, when is it required & by whom.
The more Specific you can be about the Objective the greater your chance of success.

Measurable.

Objectives have to be measurable so you can track progress towards your goal. Establish suitable charts which track progress in a clear way.

Achievable

Objectives MUST be Achievable; they must possible given the resource constraints of the project. It may be tempting to set Objectives which are deliberately not achievable in order to exert maximum effort from the team but, more often than not, this will lead to disappointment and loss of morale. Far better to set Achievable Objectives which will give a boost to morale when met.

Realistic.

Objectives MUST be Realistic. The setting of Objectives beyond the technical competence of the team or outside of its political remit will only lead to disappointment & poor morale. Also Objectives should not be too lax otherwise the Team will not be motivated and the outcome may not be favourable with external competitors.

Targets

Performance Objectives should be published & measured against targets.

SMART Objectives lead to SMART Performance !

If you want Performing you've got to have Storming !!

Ever noticed that, in teams, there are always arguments & some individuals always seem to disagree with everyone else ?

This is perfectly normal and studies have shown that Teams go through a number of key phases. In fact, in order to operate effectively, successful teams MUST go through these key phases before they can function effectively. Bruce Tuckman described this phenomenon in 1965.

Forming – this is where the team is chosen and first comes together, there is little consensus and the Leader must set direction.

Storming – this phase may be very disconcerting to the leader if she is not aware of the Psychology at play. During this stage team members vie for positions, opinions will be strongly expressed, leadership may be challenged – expect a rocky ride. It is however ESSENTIAL that this phase of the process is negotiated and all views aired. The Team Leader MUST seek the opinion of less vocal members of the group who may have important points to raise but may find it less easy to come forward and express their view. This is when all the dirty linen is washed in public.

Norming – this phase is a successor to the first two. This is where a consensus is agreed. Everyone has had their say, got it off their chest and at this point OBJECTIVES should be set for the whole team. I will devote a separate topic to objective setting but they must be clearly expressed, written down and concise. The objectives will be born from the Storming process.

Performing – with a clear set of objectives in place around which the whole team agrees then real progress can be made. This is the performing stage for the team. This doesn’t mean that no one should disagree with anyone else but the whole team should have bought into the agreed objectives and should be heading in the same direction.

If the Storming phase is not allowed to run its course and all views aired then discontent will rumble on into the following phases & factions will form affecting the overall performance of the team.

Recognition of the Forming, Storming, Norming and Performing stages of Team performance allows the leader to control and direct the final outcome leading to a successful and productive team.

If you want Performing you’ve got to have Storming !!!!

Sir Alan Sugar - your fired !!!

We must have all seen the T.V show "The Apprentice" and for those of you who don't inhabit the business or industrial world your probably wondering how representative it is.

In reality the vast majority of people in the "real world" are infinitely more courteous, friendly and professional than their counterparts on T.V.

Sure, we all have disagreements with our colleagues but generally these are resolved amicably & without hysterics - boring I know - but that's reality for you.

I sometimes wonder whether "The Apprentice" encourages more kids into business than it puts off, it has at least made the term "Project Manager" more commonly known but has done little to illustrate what a Project Manager actually does.

Project Management covers a huge span of knowledge through finance, business cases, project planning, man management, team motivation, time management, negotiation skills, etc etc and I will be covering different aspects of these in this space.

I'm looking forward to the next series of "The Apprentice" - it's great entertainment - and, lets face it, there are occasions when it would be great to point the finger and say ".....your fired !!!"