4 Ways to Stay Energized as a PMP Project Manager

Jennifer Bridges, PMP

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Course Summary

Provider Number 1637

Activity Number Reference Your Letter of Completion.

Program Name 4 Ways to Stay Energized as a PMP Project Manager

PDU Category A

PDUs Offered 1 Reference Your PDU History for PDUs per Skill Area.

Duration of Course 1 Hour

Course Description Today’s fast-paced and competitive job environment can drain you of valuable energy every day you head into the office. The trick is learning what you can do to replenish this energy so you can keep not only yourself inspired and motivated but those around you as well.

The purpose of this eBook is to provide you with new and different ways that you can plug into optimizing not only your performance but also your team’s performance.

Course Outline • Introduction• Chapter 1: 4 Ways to Stay Energized as a Project

Manager• Chapter 2: 3 Words You Should Never Forget as a

PMP Project Manager• Chapter 3: 4 Steps to Optimize Your Team’s

Performance• Chapter 4: The Spirit of Being a PMP Project

Manager• Conclusion• Next Steps

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Course Tools • 4 Ways that you can stay energized as a ProjectManager

• 3 Words You Should Never Forget as a PMP ProjectManager

• 4 Steps to Optimize Your Teams Performance

Course Agenda • 4 Ways that you can stay energized as a ProjectManager

• 3 Words You Should Never Forget as a PMP ProjectManager

• 4 Steps to Optimize Your Teams Performance, and• Understanding what the Spirit of Being a PMP Project

Manager is all about!

Courseware 4 Ways to Stay Energized as a PMP Project Manager - Course Guide

Course Instructions

1. Read the Course Guide2. Complete any exercises to apply concepts

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Course Completion To confirm course completion with PDUs2Go.com Inc. and claim Professional Development Unit (PDU) credit from PMI, please complete the following steps:

1. Complete your Course Evaluation2. Print your Letter of Completion3. Complete your online PDU Activity Reporting

Form

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4 Ways to Stay Energized as a PMP Project Manager

Jennifer Whitt, PMP

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Table of Contents

Introduction 6

4 Ways to Stay Energized as a Project Manager

7

3 Words You Should Never Forget as a PMP Project Manager

11

4 Steps to Optimize Your Team’s Performance

15

The Spirit of Being a PMP Project Manager

19

Conclusion 22

Next Steps? Earn 1 PDU by Reading this eBook!

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Introduction

Welcome to the PMP in Practice Series!

We’re so glad you downloaded our eBook “4 Ways to Stay Energized as a PMP Project Manager”. Today’s fast-paced and competitive job environment can drain you of valuable energy every day you head into the office. The trick is learning what you can do to replenish this energy so you can keep not only yourself inspired and motivated but those around you as well.

The purpose of this eBook is to provide you with new and different ways that you can plug into optimizing not only your performance but also your team’s performance. The following pages provide insight into: • 4 Ways that you can stay energized as a Project Manager• 3 Words You Should Never Forget as a PMP Project Manager• 4 Steps to Optimize Your Teams Performance, and• Understanding what the Spirit of Being a PMP Project Manager

is all about!

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Topic One

4 Ways to Stay Energized as a Project Manager

It’s been said that the only difference between a rut and a grave is its depth. We may find that sometimes our job as a PMP Project Manager has settled into such a rut, such a routine, that we feel as if we could die if we had to do this just one more day. Whenever we find ourselves in such a state of mind, we need to step back, assess our situation and take the necessary steps to reinvigorate ourselves and bring our jobs, performance and results back to life! Remember the first day you started your job? Everything was new and exciting, every conversation was brimming with

opportunity and the days flew by! Fast forward a couple of years and the picture has changed. Many things have become routine; the same conversation has been had a thousand times before and the days seem to drag. What happened? It’s the same job, the same people, and the same place as the day you started, but something has happened. You may have even contemplated quitting your job to start somewhere else so you can experience the same excitement again. Before you take such drastic measures, consider four things you can do to plug yourself back in and get energized about your position again.

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Meet with (Happy) Customers Let’s face it, the day of a PMP Project Manager is typically filled with putting out fires, dealing with project stakeholders that may be frustrated, and fielding dissatisfied client’s issues and complaints. Day after day, week after week and year after year this type of activity will gradually wear you down. This results in sapping you of the energy and feeling of accomplishment that accompanies a job well done. What can you do? Go visit some happy customers. Take a day and go out and visit customers that are using your product or have benefitted from a successful project implementation. Hear what they like, listen to how it saved them money, made their jobs easier, or helps their customers. Reflect on their ideas and suggestions about making things better. You will come back with a renewed excitement about the services you and your company provides. Think about it this way. When was the last time you called the electric company and said you really appreciate the fact that your electricity has stayed on for a long period of time without interruption? Probably never! They only hear from you when there’s a problem. As a Project Manager, you are the electric company. It is the rare day when someone will let you know they appreciate their lights being on. Change your routine, take the initiative to visit some happy customers. You’ll feel better after you do. Pursue a New Certification If you have things running like clockwork and have some time to spare, why not work towards another certification? If you are a Certified Associate of Project Management (CAPM), you can move toward your PMP. If you are already a PMP, work on becoming a Program Management Professional (PgMP). You can even contemplate Six Sigma or ITIL Certifications.

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Most employers will pay for this additional training and certification. All you need to do is come up with a compelling value-add reason of how this will benefit your company. (See the PMI Family of Credentials in the right sidebar for more information). Unclutter EVERYTHING

One thing that happens when you stay somewhere for a long period of time is that clutter accumulates. This clutter is made up of different things, both literal and figurative. For example, your office may be cluttered, you may not be able to see the top of your desk, or your computer is littered with unused files and shortcuts. There may be orphaned projects that are languishing and just need to be closed out, or broken relationships that need mending.

All of these things need your attention so you can move forward gracefully and efficiently. If you come in each day with the weight of clutter bogging you down, you will find it hard to work on new and exciting things. Clean up your office, rediscover your desktop, close out projects that need to be closed and mend relationships that may be broken. You will feel a great weight lifted off your shoulders and begin to look at things in a new way. (See Spring Cleaning for Success in the right sidebar for an additional perspective on clutter from one of PDUs2Go.com exclusive authors).

Bring in New Blood

If you are in a position to hire people and you need to bring in someone new, bring someone on-board that is different than you. We are all drawn toward certain types of people and personalities. When you look at the team you have assembled, are they the same as you? Do they have the same background, same education, and same experience? Hire someone that is qualified, but also has a different background, different education and different experiences. Bringing in new blood adds excitement back to the mix.

What if you are not in a position to bring someone new on board? You can still connect with people that are entirely different than you. If you are in IT, connect with someone in Marketing. If you are in

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Marketing, connect with someone in Finance. This can be either inside or outside your organization. You will find that they may have experienced similar issues as you, but approached it from an entirely different angle. You can bring this energy and different approach back to your routine and become more engaged.

So, you may not be able to bring back the same excitement you had the day you started your new job, but you can come close. Meet with happy customers, pursue a new certification, unclutter EVERYTHING, and bring in new blood all for the purpose of bringing excitement back to your job!

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Topic Two 3 Words You Should Never Forget as a PMP Project Manager

It would be nice if everything in life were as easy as 1, 2, 3. Unfortunately, we know that’s not the case, especially when it comes to being a PMP Project Manager. Things have a tendency of getting complicated when we find ourselves managing resources, schedules, and technology let alone people,

teams and departments. Did you know that at the heart of this complexity you can many times find simplicity? There are three words you can keep in mind as a PMP Project Manager that will help uncover this simplicity. There are a number of Project Management terms and acronyms PMP Project Managers use throughout their daily routine. Work Breakdown Structure, PERT, GERT and CPM, Crashing, Critical Path and Monte Carlo analysis to name just a few. But there are three words that should transcend all of these terms and integrate into everything you do as a Project Manager. These three words are Clarity, Focus and Closure. Why are these three words so important? Because, the job of a Project Manager is about getting the job done. Keeping these three words in mind during all phases of your project will leave a wake of completion behind you and endless opportunity ahead. Let’s look at each term a little deeper.

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CLARITY* – noun

1. Clearness or lucidity as to perception or understanding;freedom from indistinctness or ambiguity.

Ambiguity is a project killer. Confusion slows things down. Omissions introduce chaos. Our job as Project Managers is to obliterate ambiguity from our projects. Whether we are on the front end of a project and requirements are being gathered or on the tail-end of wrapping things up, Clarity must always be on our mind.

How can you tell if you have a problem with ambiguity? Listen for comments such as “I thought…”, or “We did it this way last time…”, or “I’m not sure….”. These telltale expressions are symptoms of not having a clear understanding of what is expected.

Take whatever steps are necessary to remove ambiguity from your project team member’s minds. This includes strong documentation in a central repository for everyone to reference, regular face-to-face and engaging virtual update meetings, and key decisions being put to writing rather than relying on memory.

Is it unrealistic to think that a Project Manager can anticipate every point of confusion or question that may arise? Yes. However, by everyone understanding the desired outcome, many of these questions will answer themselves.

FOCUS – noun

1. A central point, as of attraction, attention, or activity

You just had a great kickoff meeting with your team. Everyone is clear as to what needs to be accomplished and the project is off to a great start. You check in on your resources just a couple of days later. To your dismay and horror, they haven’t even touched what they said they would have done by the end of the week! What happened? Their central point of activity was diverted toward something else.

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It can happen to the best of us. A V-P comes in with a crisis with a customer that needs to be resolved. Or, the President of the company is working with the Sales Team on landing the next big account and a proof of concept needs to be complete before moving forward. Both instances can only be resolved by the resource that just so happens to be assigned to your project! What can you do? Develop a reputation for being greedy when it comes maintaining focus. You are entrusted with the responsibility of completing this project, not somebody else’s. Don’t let anyone or anything stand in your way of accomplishing that goal. We all know that you may still lose your resource; however, the repercussions to your project will be clearly understood and agreed upon. And, next time, if there is a choice to make, chances are good that it will be somebody else’s resource that will be impacted and not yours. Does this fly in the face of being a team player? No. Your function on the team is to get YOUR project done regardless of the jostling and reassignment of resources that occurs every day. CLOSURE – noun

1. A bringing to an end; conclusion

How many abandoned projects have you seen piled up on the side of the road on the highway of your career as a Project Manager? The reality is that a great number of projects never come to completion. The reasons are many and varied and range from shifting priorities to budgets drying up to agreeing to do more than what is technically feasible. Additionally, it always seems that the last 20% of the project take as much time and effort as the first 80% and finishing up the project becomes an elusive target. This is where Closure comes into play. One of the first questions that needs to be asked when a project starts is “what needs to be done to close this project out?” Every decision during each project phase should be made with this question in mind.

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Explain this concept to your team. Let them know they should make decisions this way themselves. The sooner a project comes to completion, the sooner its value can be realized and resources can be freed to move on to other projects.

We all know that Project Management is not as easy as 1, 2, 3. It’s complicated and requires great attention to detail. By keeping Clarity, Focus and Closure at the top of the Project Management terms you use, you will find that you can bring even greater worth to your organization.

*All definitions are from dictionary.com

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Topic Three

4 Steps to Optimize Your Team’s Performance When was the last time you gave any thought to the way you, uh…, thought? That may seem like a strange question, however, as Project Managers we need to be thinking not only about how we process the world, but how do those on our team process their view of the world. Understanding their Thinking Styles will allow you to help them reach their performance potential, run smoother projects, and even have some fun along the way.

The nature of our job as a Project Manager requires us to interact with different types of people. Accordingly, we need the ability to speak multiple languages. You need to be fluent in “Sales”, “Finance”, “Marketing”, “Technical”, and “Operations” to name just a few of the languages. Each group has their own jargon, personality and mindset. Then, within each group are dozens of personalities and attitudes that we need to be able to effectively navigate to get our projects done.

Some of these conversations go swimmingly well. No bumps along the way and smooth sailing. It’s as if you have something in common with the person from the moment they open their mouth. You enjoy working with them and the time just flies by!

And then there’s the other guy…

You don’t know what it is, but you cringe every time he opens his mouth. The conversation comes to a grinding halt and there may even be a little bit of “rolling of the eyes”. You and this person are like

Click here to Introduce Yourself to a New Way of Thinking for Just

$1.00 and Earn 2.5 PDUs!

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oil and water and you don’t know why. You’re not a jerk. You get along just fine with other people. This guys not a jerk. He gets along just fine with other people. So what’s the problem? It may all come down to Thinking Style. You may just see the world very differently than this person. Your thinking styles are not in alignment and trying to make them work together is like trying to fit a square peg in a round hole. But, all is not lost. There are some things you can do to come more in alignment and optimize your relationship and performance from this person. Step 1 – Recognize People Have Different Thinking Styles Admitting that people have different thinking styles is the first step on the road toward recovery. There are 8 Ways of Thinking® that most people gravitate toward. The following shows these 8 ways of thinking and how you can identify them:

Thinking Style

Possible Strengths Possible Weakness

Inventive • Goes outside the box • Offers numerous ideas

• Becomes unrealistic • Doesn’t follow through

with ideas Analytical • Makes sound decisions

• Listens and observes well • Becomes

overwhelmed and indecisive

• Micromanages others Pessimistic • Eliminates unrealistic

expectations • Identifies Risks and

Trouble Spots

• Hurts morale • Focuses solely on

problems

Assertive • Motivates a Team • Gets Things Done

• Causes Chaos • Goes Too Far

Intuitive • Listens and observes well • Offers wise advice

• Resists his perceptions

• Becomes emotionally biased

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Altruistic • Stabilizes Agitated TeamMembers

• Builds Team Cohesion

• Stops conflict that ishealthy

• Over-concerns himselfwith the team

Optimistic • Motivates the team• Perceives the glass as

half-full

• Avoids conflict• Overlooks the

downsideResolute • Thinks Quickly

• Acts Decisively• Becomes too reactive• Steps on toes

Each team member may have smatterings of all of the above, but it is usually pretty easy to recognize the dominant thinking style by a person’s actions.

Step 2 – Recognize You Have a Different Thinking Style

The second step is to realize that you have a different thinking style. We all like to think that we’re comprehensive and well-rounded in the way we think, however, we also have a bias toward a particular Thinking Style. Don’t believe me? At your next PMI meeting take a look around at your colleagues. More often than not the majority of attendees will fall into the Analytical, Assertive, and Resolute Thinking styles.

The problem comes into play when we go head-to-head with team members who may be Pessimistic (we’ll never get it done), Altruistic (everything will be just fine…although you know it won’t), or sometimes even Optimistic (what could possibly go wrong?).

So, they may not be jerks after all. They just may see the world different than you and that’s just fine.

Step 3 – Play to Their Strengths

Rather than focus on what this person can’t, or isn’t able to do…focus on what they can do and what comes natural to them. Throw the Intuitive Thinker into a politically charged situation or environment and let them quickly develop a gut feeling for what needs to be done

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to move forward. Put the Inventive Thinker on the tough problem that nobody has been able to figure out and tell them not to come back to you until they have a solution.

People do well at what they like doing. Create an environment where this is possible.

Step 4 – Shore Up Their Weaknesses

If you saw someone trying to lift a heavy box but couldn’t do it because they weren’t strong enough, what would you do? You’d help them out. The same principle applies to someone who is mentally trying to work through a problem or issue but having trouble getting the job done. It’s up to you as a Project Manager to help them out. Maybe it’s just a matter of asking them questions to guide them to the right answer, or pairing them up with another team member who has a complementary thinking style so they can bring closure to whatever is troubling them.

Don’t let people struggle unnecessarily. Identify those areas where they may be weak and build them up.

Think about Thinking

It’s your responsibility as a Project Manager to recognize the dynamics and thinking styles that go on within the team. The rest of the group is too heads down on the task at hand to “think about thinking”. Your role as coordinator, orchestrator, and leader of the project gives you the perfect vantage point to help others optimize their performance potential.

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Topic Four The Spirit of Being a PMP Project Manager

There’s a familiar expression about not being able to see the forest for the trees. The inference is that a person can get so caught up in the details that they lose sight of the big picture. This is something we need to be on guard against everyday as PMP Project Managers because it can negatively impact our effectiveness.

The following is a true story told from the viewpoint of a vendor who was implementing a technology solution in their client’s environment. The names have been changed to protect the innocent.

It was the end of a 6-month software development project and we were in the throes of deploying the application across multiple locations. As one would expect, not everything was lining up perfectly and issues were beginning to surface. To help navigate through those tough times, it became necessary to implement a daily status report that was required to be submitted to the Client’s Project Manager at a certain time each day. One day, the report was late. Twelve minutes late to be exact. A phone call was made by the vendor PM informing the Client PM that the report was running a bit behind, but that it will be there later that evening. The reason? The vendor PM was on site with the Client’s project team triaging and resolving an issue that was causing a substantial delay…an issue that ended up being a problem on the Client’s side.

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No matter. The Client’s PM went up the food chain in both organizations and made a big deal out of the fact that the report was late making no mention of the reason why. This caused unnecessary escalations, took valuable time away from what was important, and strained the relationship. Now, we’ve all had similar experiences with varying degrees of wonderment and frustration, but there are some lessons that can be learned from the fact that this particular PM missed the spirit of being a Project Manager. Below are three of them:

Don’t Get Caught Up in a Checklist Mentality

Just because a task is on a list that states that it needs to be done at a certain time, on a certain day or in a certain way doesn’t mean that it is locked in stone. All projects are living, breathing entities that ebb and flow like the tide. If you are not aware of this fact, you will push (the good) people on your team away and become relegated to nothing more than a list-checker and not a solver of business problems.

The reality is that things will never go as planned. It’s not that there is always a problem, either. Opportunities present themselves, economies of scale can be taken advantage of, or new technologies become available. Rather than unwittingly marching forward oblivious to these things, always ask if what is next on your list is still relevant and meaningful based upon the changing circumstances and priorities.

Give Your Star Performers Some Space

There are two schools of thought when it comes to the equal treatment of un-equals. Some feels that everyone must be treated exactly the same way, at all times, with no consideration of past performance, period. Others feel there is nothing more unequal than the equal treatment of un-equals. I subscribe to the latter.

If you have performers on your team who have a track record of success…leave them alone. Don’t poke them with a stick. Let them

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use their judgment, discretion, insight, experience and wisdom to make the right decision at the right time and give them 100% support.

Focus on the End Rather than the Means

The front-line of any project can be ugly. Dates get missed, misunderstandings arise, feelings may get hurt and sometimes people lose their jobs. The front-line of any project can also be beautiful. Breakthroughs are made, friendships are forged, deliverables are inspired and there’s the sense of pride and accomplishment when the team reflects back on a job well done.

Rather than get caught up on all the details that occur on the front-line, get comfortable with the fact these things happen (the good and the bad) and it’s part of the process. All of this jostling and activity result in innovation and completion which ultimately means the end of the project.

The Spirit of Project Management

Obtaining your PMP Certification is no small feat and something you should feel good about. However, don’t miss the spirit of being a PMP Project Manager and unwittingly relegate yourself to becoming just a checker of lists. The spirit of being a PMP Project Manager is about getting the right things done at the right time, solving business problems and bringing value to the organizations that are fortunate enough to have you on board!

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Conclusion

How to Stay Energized as a PMP Project Manager Every day you tackle your job as a PMP Project Manager has the potential of pulling more energy out of you than you have. It’s up to you to make sure that you replenish your supply so that you can keep not only yourself, but others motivated as well. Applying some of the principles found in this eBook are sure to help you replenish your supply of optimism and excitement. Whether you take the time to unclutter everything around you, bring in new talent, or concentrate on clarity, focus and closure…your colleagues and others around you will appreciate the fact that you keep things looking up!

While not an exhaustive list, the above pages are a great starting point when it comes to re-energizing your career as a PMP Project Manager!

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Next Steps? Your next step is to claim 1 PDU now that you’ve read this eBook! A PMP Project Manager without Next Steps is like a dog without a bark, a cat without a meow, or a project without a risk…they just don’t exist! Your next step is to claim 1 PDU by reading this eBook! Follow the directions on Page 3 and check one more thing off your To-Do List!

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Author Bio Jennifer Bridges, PMP

Professional Speaker | Trainer | Author

Jennifer Bridges is a speaker, trainer, Certified Performance Coach, author, and company president of Optimo, Inc., a consulting firm specializing in team and leadership enhancement as well as project management.

She is a PMI-certified Project Management Professional (PMP) and is the Editor in Chief of The Optimo Exchange Newsletter. Most recently, Jennifer launched PDUs2Go for Project Managers on the Go. From experience, she knows how difficult it can be to make time for classroom or online learning so she has developed a new way for Project Managers to Earn n’ Learn while on the go.

For almost twenty years, Jennifer has tackled the challenges that come with managing individuals, teams, and multimillion-dollar projects. Drawing from her extensive experience and working with a highly qualified team of experts, Jennifer refined the techniques into proven and practical life skill principles, which can be applied to virtually any

situation in life. She teaches these principles with keynotes, seminars, workshops, and roundtable discussions. At PDUs2Go, she’s now making these teachings available as portable courses.

Jennifer is a member of the National Association of Female Executives, Women in Technology International, and Atlanta Chamber of Commerce. Jennifer works with NAAR, the National Alliance for Autism Research, to help coordinate the signature fundraising event for the Atlanta metropolitan area. She also volunteers her time to handle event coordination for Visionary Films and the Georgia Big Picture Conference.

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Congratulations!

By completing this course, you have just reached another milestone on your journey to PM Excellence. We hope you were able to Relax & Learn and enjoy the ride.

At PDUs2Go, we believe in the power of collaboration, and look forward to hearing your ideas, thoughts and reactions. Please let us know what worked best for you and which ideas might be most valuable for others.

We have been very pleased to receive such positive responses to our approach, and hope you were able to take the time to keep track of what you learned and what will be most valuable to you as a PMP®. We hope you will share your “ah-ha’s,” which willnot only help us keep our courses interesting but also our approach valuable for future participants.

We continue to update our curriculum so be sure to access PDUs2Go to find othercourses that will enhance your professional expertise.

Reference the Course Summary section of your CourseGuide for instructions to submit your COURSE COMPLETION form and register your PDUs.

We look forward to working with you as you continue your PM Professional Development!

Wishing you continued success as a Project Manager on the Go™!

Sincerely,

Jennifer Bridges, PMP

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