Sharing Accountability With Your Team

So - your team has been working on an intense project for your most important client. Launch is scheduled to coincide with an extensive national marketing campaign. All eyes are on this project, which represents a huge investment to the client. Every detail was planned out and documented and production has been flawless. The launch date approaches and suddenly the team flags an issue that can't be resolved in time for launch. There were plenty of opportunities for the issue to have been raised and resolved throughout the life cycle of the project, yet the team neglected to mention anything. Through all the review periods and checkpoints and documentation, this important detail was overlooked. Your team turns to you and says 'Just tell the client it will be late'. Your stomach drops and your mind races to come up with a solution, and in that moment, you feel completely alone, despite working with a large team. All accountability lies with you and the pressure is unbearable. This is a nightmare scenario for a Project Manager, and it points to a bigger issue - lack of accountability among the team! When the team feels disconnected from the end client, delays, issues and errors seem acceptable, and the Project Manager begins to feel sole responsibility for the entire deliverable. The million dollar question is, how do you turn this around? I've got some suggestions that could improve matters - give them a chance and you will see results.

Engage your team in 'thinking' as well as 'doing': No one needs a Project Manager who simply barks orders. A Project Manager needs to lead the team in terms of when things need to be accomplished, but not always how - leave the 'how' for your team to determine. Allowing your team to think through solutions will spark a sense of accountability and pride if they succeed. This will do wonders in giving your team a feeling of responsibility towards the deliverable. By engaging the team during the initial planning phases, they will feel more connected to the process and the outcome. Suddenly, when a challenge arises, the team will feel compelled to offer a solution, since they will feel a greater sense of ownership towards the work product.

Put a face to the client's name: Many times, a development team will never even meet the client. This creates too much of a disconnect because the client will never seem real to them. Put a face to the client name by involving your team in client meetings. Although you should always remain the point of contact, allowing your team to develop their own relationship with the client will push them to feel a greater sense of responsibility towards the individual who has contracted the work.

Educate your team: It is sometimes difficult for a production team to understand why a client needs things done a certain way. By educating your team regarding the client's overall marketing objectives, target audience, media activity, financial commitment and history, the team will begin to better understand the bigger picture, and how their work product contributes to it. As they learn more about the client's business, they will also be in a better position to offer additional solutions that could prove valuable.

The message here is that while a Project Manager leads a team, accountability for the project should be shared among each individual. Unless the team feels a sense of ownership and contribution, they will continue to work in a bubble that disconnects them from the project objectives and the client.

An Outsourced Model

Smaller interactive agencies seem to be trending towards more precise specialization. This means they are honing their internal skills to become subject matter experts in a particular space. A specialization could be database marketing, search engine optimization, creative design or email development. As a result, clients are beginning to work with multiple agencies to achieve their online goals, selecting the agency they feel can best deliver a portion of their program. The effect on the agencies is that their internal staff and skill-sets become very narrow. This may drive the need for outsourcing work when client requirements fall outside that core skill set. In fact, outsourcing is becoming a trend in the online world. There are a number of benefits to outsourcing work, and an equal number of challenges. An agency will have to endure a trial period followed by an analysis to determine whether outsourcing is a viable solution. Here are some of the more common issues you can expect:

Quality of sub-contractors: It is undeniable that when you outsource work you often lose a certain amount of control over the quality of the output. It's difficult to manage resources that may be working off-site, and even more challenging to monitor work process and work product until you receive the final deliverable. At this point it's often too late to make significant revisions, and the timeline and cost implications can be prohibitive. Sub-contractors need to undergo a thorough review and assessment period. You'll likely have to identify a pilot project to really put their skills to the test. Don't even consider hiring a sub-contractor if you haven't reviewed a portfolio of their work.

Increased management time: Working with sub-contracted talent will require additional management time. Initially, generating service level agreements, non-disclosure agreements and other required legal documents required to begin working with a sub-contractor must be considered. Once you begin work, communicating with an off-site resource can often be more time consuming than if they were a part of your internal team. As a Project Manager, you will have to determine effective, efficient methods of managing off-site resources. Engage the larger team in status calls or meetings with the sub-contractor so that everyone feels they're working towards a common goal. Try to integrate the sub-contractor into your standard process as much as possible. This will decrease the need for extraneous conversations that splinter your project management time and detract from the bigger picture.

Finding the right people: Simply put, never stop networking! There is legitimate value in leveraging external resources for skills your agency doesn't posses. Each day, new technologies and strategies are emerging, so continually network to meet the people who are cutting edge. Build up a pool of resources and potential partners so that when the needed arises, you can address it more easily. Being able to react and put solutions forward quickly is mandatory in the online world. Having to source the proper credentials in a short time can be stressful, so keep potential resources in your professional circle and call on them when the time is right.

Moving to an outsourced model can be a key factor in supporting a growing, dynamic business. Just make sure you anticipate the additional management requirements, and that your process can adapt to external resources before you begin.

3 Keys to Project Management Success

Project Management is about continuous learning. Whether it's related to changing technology, production practices or client management, a Project Manager will never stop absorbing new information. As a PM evolves with their career, there are a few fundamental skills that will be required for survival - skills that will help mitigate the most severe risks and the most trying clients. Unfortunately, not all Project Managers will be 'naturals' when it comes to these fundamentals, but effort and practice can go a long way to honing this arsenal of ability.

Finesse: OK - this is the most difficult and intangible skill to describe. In this context, it refers to the delicate, nimble management of people. People can be clients, production teams, external vendors, or your employer. A Project Manager will need to finesse each of these people at various points throughout a project life cycle for different reasons. Being able to finesse can help develop stronger relationships, trust, credibility and a sense of competency. Most importantly, a Project Manager will use finesse to continuously focus people, keeping them on track towards objectives and deliverables. Project Managers who are great organizers but poor finessers will fall short of the mark. People skills are an absolute requirement - particularly when dealing with difficult client management issues.

Time management: Without this skill, a Project Manager may as well throw in the towel. The job itself is about managing time for large groups of people over long periods, working towards an end deliverable. If you are unable to prioritize and manage time, you will struggle with your own workload, and fail at delivering projects within expected time frames.

Multi-tasking: I've written about this before because it is part and parcel of any Project Management role. The secret is in prioritizing and focusing on a single task at a time, regardless of how long your to-do list is. You can learn some tips about multi-tasking in this blog entry.

If you're able to fine tune these three skills, you will be better equipped to tackle any challenge you face. Your confidence will increase and your clients will appreciate your capacity to manage their business. Most importantly, these are skills that will help in your own life and in any other career you choose.

Dealing With the Stress of Project Management

Project Management is a stressful and demanding position. In a typical agency, a Project Manager is often caught between the end client, the internal development team, and their own senior management group. The job can be compared to juggling - there are always multiple things to tend to, and if you drop one ball, you'll tend to drop them all. Deadlines, quotes, scope creep, resourcing and quality are a few examples of issues that will require constant attention. The pace rarely slows but the demands often increase. So how can a Project Manager cope with the stress day after day? Below are a few simple tactics.

Focus: Multi-tasking is a part of daily life, and the key to working through a variety of responsibilities is to focus on a single item at a time. Not only will this ensure you give adequate attention to each item on your plate, it will reduce your sense of being overwhelmed by breaking down your to-do list into smaller, more manageable chunks. Looking at the big picture doesn't always work - when you're multi-tasking, the big picture can be discouraging. Remember - you can only accomplish one thing at a time. Create to-do lists and prioritize each task for yourself. Make this a habit and stick with it. As new items get added to your list, re-prioritize and focus.

Delegate: Project Managers are universally bad at delegating. Most are perfectionists who would rather do everything alone. It's important that you utilize the team around you and assign the most appropriate resource to the tasks at hand. You may be surprised at how much there is to learn from the larger team - consider everyone a subject matter expert in their own area. Engaging the team will increase their sense of responsibility and ownership, resulting in a better end product, no matter what the deliverable is.

Balance: As the saying goes, all work and no play makes for a very dull PM. Keep a work-life balance by enjoying your time out of the office. Whenever possible, leave at a reasonable time and spend the evening however you wish. Make dinner or go for drinks - whatever you choose, do it out of the office! It's easy to stay at work later and later, hoping to get further ahead. Instead, try to improve your time management skills by focusing and delegating. Being happy outside of the office will help feel happier when you're in the office.

The tactics may seem simple, but taking a few small steps towards curbing stress may save your sanity. Project Management can be a very rewarding career for those who are able to handle to demands. Make your health a priority and incorporate the strategies above into your regular routine.