After a while I get tired. My thoughts become internally focused. I am having this internal dialog reminding myself why I thought it was a good idea to exhaust myself like this.

Everyone that exercises for more than an hour knows what comes next. Some how you get over the sense of tiredness and get into “the zone”. I don’t know how to describe this correctly, but you are feeling “one” with the environment. My focus isn’t internally, my attention isn’t directed to an individual element in the surrounding, but it seems my mind is “everywhere”.

Yeah. I know. It sounds weird.

But I get the same thing with presenting to an audience. First I am internally focused. What is my text? Do I say things correctly? What is the next slide again?

Only after becoming comfortable, trusting that I know my stuff, I can shift attention to the audience. Do they receive the information? Is something not clear? Do I need to explain more? Did they get the joke?

The next shift of awareness is focusing on the need of the audience. What are their questions? Do they feel comfortable enough to participate or express their concerns? This is all about getting in the shoes or mind of the participants. Yes, I know, this is something every presentation should be about from the start. But sometimes things get in the way, and when that happens, you’ll need to get through the other stages of attention first.

The ultimate goal is turning a presentation into a group process where the audience members work together on their stuff and concerns and where you facilitate the process. If you get good at this (and I am really, really, really working hard on this ) your attention is actually all over the room. Your mind is “everywhere”.

Again. Sounds weird.

This is actually the same point as with running. The “ultimate goal” is to get your attention “everywhere”. Open up your senses in such a way you’re emerged in the situation. But this requires energy. Energy you not always have.

“Putting more energy towards being open and mindful makes us more effective in stressful (unknown/new) situations. Stressful situations suck all our energy away leaving is with little or no energy to put towards the mindfulness.”

In his book “Theory U – The Social Technology of Presencing” Otto Scharmer explains “the field structure of attention”. Social action finds its origin in a specific source of your attention. Scharmer sees four structures for your attention:

• “I-in-me: acting from the center inside one’s (organizational) boundaries;
• I-in-it: acting from the periphery of one’s (organizational) boundaries;
• I-in-you: acting from beyond one’s (organizational) boundaries;
• I-in-now: acting from the emerging sphere across one’s open boundaries.”

The boundaries are determined by the system (the scale) you are talking about.

In my example of the presentation the boundaries are made up by the topic and the participants. First I see myself as the center (presenter) and are internally focused (I-in-me). Then I see myself as part of the system, but not the center (I-in-it). Then I shift to place myself outside the system and focus on the other participants (I-in-you) and finally I become an enabler of the process, sense needs of others and facilitate (I-in-now).

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Where Do You Focus Your Attention? is a post from: Project Shrink.

But my good friend and fellow blogger/podcaster Josh Nankivel has created the fabulous WBS Coach training course (affiliate link). This multimedia training package will explain everything you need to know about a work breakdown structure. Since the WBS is one of the core artifacts in any project, this is key information for every project manager to know.

Sure, I make some pennies if you purchase this course. But believe me, I only endorse something when I am convinced it’s great stuff.

For those of you that prefer books: Josh has been working hard over the past few months on his first book.  He received a lot of feedback from people who wanted his WBS Coach training course (affiliate link) in a book format. The pdf version is now available.

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - WBS Coach: Everything You Need To Know About The Work Breakdown Structure is a post from: Project Shrink.

Six weeks ago I released the first draft of my ebook “Project Shrink: Linear Edition“. The reason for publishing unfinished work is to get early feedback. I am very happy to receive a lot of usable comments that will improve the material in the next releases.

Hal Macomber of Reforming Project Management made me aware that releasing the ebook in this fashion makes it an unbook. From now, it will be called my unbook. Sounds way cooler.

What Is The Main Theme?

The number one question I get about the, uhm, unbook is: “what is your main theme?” Just yelling “Projects are about humans!” is not going to cut it.

Recently, one reader (thanks Amos!) pressed some more on this topic.

Alright, alright, I’ll have a go at it!

Partial Information, Partial Influence, Partial Capability

Think about a Project Manager as a person in a huge network of interacting people. The PM can interact only with a few of them (his team, the stakeholders). The stakeholders interact also with others. People the PM knows, but more likely with people invisible to the Project Manager.

The Project Manager is running his project by interacting with his team and stakeholders, but the actual behavior of the project organization is determined by the sum of all interactions, including from the part of the network invisible to the PM.

Because of the size of the network, because of limited visibility on the network, because of the complexity of the network, the PM is getting partial information, always.

For the same reasons the PM has only partial influence. He cannot interact with “everyone”. He has no “power” over everyone.

If the information is the input and the influence is the output of a PM, his mind can be regarded as the transformation process. Because the amount of knowledge a brain can hold is limited, the PM is using partial capability.

How does a Project Manager run a successful project when he has partial information, partial influence and partial capability?

This is why I am focused on Project Management in a global, mobile, virtual and multi-cultural world. This is the context in which the image I just painted comes to life, is more visible.

Does This Make Sense To You?

I would love to get your feedback on this picture!

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - The Partial Project Manager is a post from: Project Shrink.

Ingenuity Arts argues that current research into complex adaptive systems can be a significant asset in designing and leading adaptive organizations that will thrive amid a pace of change that continues to increase.

In this interview Milton will explain adaptive leadership and the role of Ingenuity Arts. For more information about the book, visit his website IngenuityArts.com.

You can view the video below… or follow this link to Viddler.com.

Subscribe with iTunes to “The Project Shrink Podcast”
Full Video Version of Project Shrink videocast
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Subscribe using other podcatcher software (iPodder, Juice etc.):
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Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Adaptive Leadership With Milton Friesen is a post from: Project Shrink.

She has written the book “Project Management In The Real World”. In the second half of our conversation we talk about this great book.

You can view the video below… or follow this link to YouTube.com.

Subscribe with iTunes to “The Project Shrink Podcast”
Full Video Version of Project Shrink videocast
Audio Only Version of Project Shrink podcast

Subscribe using other podcatcher software (iPodder, Juice etc.):
Video or Audio

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Project Management For Girls is a post from: Project Shrink.

This week I am running a short contest on Twitter and I am giving away 5 copies of this great book by Dux Sy. As in free. As in you pay nothing to get one.

I know how you are dying to try out Twitter. But your colleagues and your mom are telling you it’s a waste of time. Forget them! Give it a spin.

Of course you can also participate when you are already using Twitter.

The enter the contest:

So, if you are new, sign up for Twitter and login. At the Twitter website enter in the big white box on top of the page (“What are you doing?”) why you need the book “SharePoint for Project Management”.

Don’t forget to start you entry with @projectshrink. This will make sure I will notice it.

End of this week I will pick 5 random answers. Contest ends Friday 27th evening GMT.

Below are some entries from two weeks ago.

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Looking For An Excuse To Try Twitter? Win “SharePoint For Project Management”! is a post from: Project Shrink.

Managing projects is all about finding balances, finding the right touch for the right occasion. Jerry has has identified 6 of these balances and calls them “gray areas”.

He answers the following questions:

• How can one meet the needs of individuals and the needs of the organization?
• How can you maintain a sense of order without compromising productivity?
• How much can you trust the people on your team to do what they’re supposed to do?

You can watch the interview below or follow this link to YouTube.com.

You can find more information about Jerry on his company website, or you can visit his blog.

New: Subscribe with iTunes to “The Project Shrink” episodes

You can subscribe to this (and all other) video(s) using iTunes. It is available as a full video version or audio (mp3) only.

	Subscribe with iTunes to the full video version of Project Shrink videocast
	Subscribe with iTunes to the audio only version of Project Shrink podcast

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Managing The Gray Areas With Jerry Manas is a post from: Project Shrink.

[Project Shrink]: “Why should one learn the specific Project Management language? It seems far more effective to just use simple clear language that everyone understands, even non-Project managers. Why shouldn’t one simply ask for clarification when “strange” words are used?”

[J. LeRoy Ward, PMP, PgMP]: “In today’s world, we can’t do “either/or”; we have to do both, to multitask, to take on more than we commonly would do. If you want to be average do either/or; if you want to excel, get a good dictionary, throw it in your briefcase, backpack, or bag, when you hear a word you don’t know look it up, Google it, or ask the person who used it what they meant. By all means we need to be as clear as possible, but let’s face it, all professions have their own terminology and for good reason. When working with people within your discipline, it speeds up communications and causes a lot less confusion than everyone using different terms.

Project Management language has developed as the field itself has. In my opinion, it’s not like Latin, a dead language, but the basis for a thriving industry. However, we do need to be careful. In a cross-functional meeting, a project manager should not “throw around” terms such as “Delphi technique” and “Monte Carlo analysis” as that won’t mean much to people outside the industry. Rather the concepts of those terms should be used. Alternatively, if you’re a PM working on an accounting system and the accountant in charge uses the term General Ledger and if you say “Oh, what’s that?” you’ll lose credibility instantly. It’s better to keep a reference guide close at hand in the event such misunderstandings arise.”

J. LeRoy Ward, PMP, PgMP, Executive Vice President, is responsible for all ESI corporate client engagements worldwide including training, consulting, and international activities. Complementing a 17-year career with four U.S. federal agencies, Mr. Ward joined ESI in 1991 as Director of the Information Technology Project Management Program and senior instructor. He has delivered project management programs to ESI clients nationally and internationally in North America, Central America, Europe, Asia, and Australia. more

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Why You Need A Project Management Dictionary is a post from: Project Shrink.

Photography by JL2003.

When you have seen only white swans in your life, you think “all swans are white”. But it might be that you haven’t seen every swan on the planet yet, and that a black swan exists, but only that it is very rare. Taleb defines a “Black Swan” as an highly unlikely event, but with an enormous impact when it occurs.

Two main themes of the book stand out. First the fact that people don’t think black swans exist, simply by having seen only white ones. Some months ago, I referred to Taleb while explaining that

“… it is the human need to categorize everything. We just have to put the world around us in neat boxes. Taleb coins the term “Platonicity” for this phenomenon — “the focus on those pure, well-defined, and easily discernible objects like triangles, or more social notions like friendship or love, at the cost of ignoring those objects of seemingly messier and less tractable structures.” We put a label on an event and use that knowledge to reason about the future. We use this mechanism on everything, including people.”

We need to put a value onto everything unknown. Otherwise we are becoming restless. We use stereotyping and labeling for filling an unknown mental void. As Edward Tufte explains:

“If you know nothing, take the average or use persistence forecasting. To describe something, observe averages and variances, along with deviations from persistence forecasting. Understanding, however, requires causal explanations supported by evidence.” “Average” is meant both in the statistical sense and in the wisdom-of-crowds sense. “Persistence forecasting” is, for example, saying the tomorrow will be like today (and is often a hard forecast to beat).”

And the use of this kind of “average”, a stereotype, a deduced label, is exactly the core problem of forecasting events. This brings me to the second main theme. Taleb spends a large part of the book explaining the difference between assuming a Gaussian distribution or a Fat Tail distribution for events or topics. It is really worth to think about this, so please read the next couple of lines, even if you think it will get boring…

Pareto And Gauss

If two people earn together $ 1million per year, how many does each of them make? Most people would think half a million each. This would reflect a Gaussian way of thinking. When considering the Pareto principle (“20% of the people have 80% of the wealth”) you would rather expect a division along the lines of 100.000 and 900.0000. Pareto’s law is a type of Fat Tail distribution. This example is metaphorical. The central theme is that the Gaussian is centered around an average, and the chance of deviation from this average reduces quickly. With a fat tail there is not a real average, only events that are likely to occur, and event that are unlikely to occur, but who’s effects are enormous in comparison with the likely ones.

Another example. You have a set of bugs to resolve and to plan. In a Gaussian way of thinking you would calculate the average time spent on a bug the previous time and use that as a metric to estimate how long the bug fixing will take. Assuming a fat tail you only know that the most bugs can be resolved very quickly, but only a handful of bugs take all the time available. If you pick a bug randomly, you have a a big chance you have one you can solve in a minute. But you also have a small chance it will take you a week.

With traditional project planning we use the Gaussian mindset.

But if I look at projects, information distribution, the importance of employees, skills needed, bugfix time, motivation, authority and many other aspects are not evenly distributed. They seem to follow more a fat tail occurrence.

Fat tail distributions are associated with randomness. The more events follow a fat tail distribution, the more random they are. The more random events a system has, the more complex it appears.

Yes, I am suggesting that the appearance of this type of distribution is linked with complex systems. And resilience in a complex system is an important way to cope with a world following Fat Tail Distributions.

That is why Tom Peters, THE management GURU, started chanting about “resilience” directly after reading the Black Swan.

I hope you get a glimpse of how the “Black Swan” ties the limits of the mind together with complexity and resilience.

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Black Swan: The Link Between Mind, Complexity And Resilience is a post from: Project Shrink.

With large groups and a lot of time pressure you don’t always spend enough effort in communicating the overall perspective of the project. Too bad, because emphasizing the “bigger picture” helps stakeholders to keep in line and, if done properly, enhance motivation among the team (they wanna be part of something cool). Here are two tips to save you time and help you out in this department.

A. Use Doug DeCarlo’s Project Skinny

This is a 3-sentence “mission statement” for your project as introduced by Doug DeCarlo in his excellent book “Extreme Project Management“. Put it out for everyone to see. Put it on the first page of the project document templates.

• Sentence 1: Who will do what for whom?
• Sentence 2: When is the project considered to be finished?
• Sentence 3: What are Objectives of the end result?

B. Use a project management tool

… that generates a short summary that can be accessed by all stakeholders through the Internet or Intranet. It should at least provide a short summary of the goals. When using ProjectPlace.com you can offer a web page that describes the objective, scope and major deliverables, what is out of scope, and which milestones are roughly passed.

Paint the Bigger Picture. Keep it small. Keep it simple. And put it for everyone to see.

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Communicate The Bigger Picture is a post from: Project Shrink.