Working closely with colleagues for months or years, we experience many of the same kinds of emotions as we do in families — frustration, happiness, pain, and joy. The joy that a family album provides at home is just as wonderful in a project. One difference — since so many project teams are geographically dispersed, a physical album doesn't share well. Put it on the Intranet.
The project family album
helps people who work
at a distance to get
to know each otherThe little things in life knit us together. Include pictures of the test team on their weekly sushi outing, or the team leads at their pizza lunch. If Phil is known for a new mobile in his cubicle every month, include pictures of the monthly mobile. If Marian is known for the Internet humor she posts on her door, ask her to archive it to the album too. Include a map of the office or cube locations of all the team members at your site. If the buzz today is about the grotesque painting that appeared in the lobby last week in Greenville, put a picture of it in the album, so other parts of the team can see what everyone is talking about. Don't forget captions and interpretive paragraphs — they can be more fun than the photos.
Your album can be a real organizational asset, as it contributes to a positive working culture. Here are just a few ways:
- Better connections
- In dispersed teams, some people never actually meet in person. The project family album helps people who work at a distance to get to know each other. It's surprising how much it helps to know what people look like if your only experience of them is through telephone or email.
- Great memories
- If your project has a kickoff party, a release party, or just a Friday lunch, get snaps of people having a good time together. These images are especially amusing if the parties have themes. And months later, they'll take you back to some fun times.
- Productive meetings
- When a dispersed team does meet, and people who have never met have to work together, they'll do better if they've had access to a project family album. They will already know what the players look like, what the environment looks like, and what the conference rooms and local lunch places look like. All of this helps smooth out the meetings for the people who come from other sites.
- Pictorial history
- For large projects, it can be difficult to put names and faces together, especially after the project ends. But later on, when you want to staff your next project, the project family album can help refresh your memory.
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More articles on Project Management:
- Toxic Projects
- A toxic project is one that harms its organization, its people or its customers. We often think of toxic
projects as projects that fail, but even a "successful" project can hurt people or damage
the organization — sometimes irreparably.
- Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to
assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
- When Change Is Hard: II
- When organizational change is difficult, we sometimes blame poor leadership or "resistance."
But even when we believe we have good leadership and the most cooperative populations, we can still
encounter trouble. Why is change so hard so often?
- On the Risk of Undetected Issues: I
- In complex projects, things might have gone wrong long before we notice them. Noticing them as early
as possible — and addressing them — is almost always advantageous. How can we reduce the
incidence of undetected issues?
Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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