What should you be doing mid-project?

Just got off the phone with a project manager (hat tip: FH) about working smart in the middle of the project. Seems like we talk a lot about the beginning (proposal, kick-off, problem set up) and the end of the project (presentation, governance, add-on work), but what about the long middle?

Work the (smart and well-scoped) plan

My first thought is to build on the smart planning you’ve already done. If you have a good working rapport with the client and have listened closely, you should have a better than average diagnosis of the problem(s), the environment (read: cross-functional politics, budget, time constraints), and the next steps. Usually, this is embedded in the statement of work, and been reiterated through executive status reports. Sadly, (yes, this applies as much to me as it does to you), just read what you said you would do.

Work backwards from the (interim) deliverables

Deliverables are funny things. They are the finished goods that consultants produce. Sometimes it can be a presentation, excel model, a series of recommendations, or even a workshop. These are the outputs. This is what the client is paying money to get. So, if this is the final product, what are the series of steps needed to make it happen. Need to bake a cake by 3pm today?  Uh, it better be in the oven by 2pm.  Better have the ingredients and a kitchen by 1pm.

Interim deliverables. Note, there are deliverables due every week. It’s not just the big-bang presentation in the boardroom in week 12. It’s also the executive status updates, draft presentations, storyboards, initial analyses. Consultants – don’t forget to take credit for the day-to-day work you are doing.

Storyboard now

Many times, consultants use PowerPoint to tell the project story. This is about smart structuring of the problem, sufficient use of logic and data, and perhaps most importantly, prioritized storytelling. How would you explain this to your cousin, and can you make it simple enough to understand and persuasive enough to motivate action? Can you get the client to say, “oh, that makes sense, let’s do it.”

Start on paper. Storyboards are often written on blank pieces of paper or a whiteboard. Start with the titles. You should be able to read the titles in sequence and they should tell a story – like scenes in a movie.  The remainder of your project is to refine the narrative, and back it up with analysis, case studies, qualitative evidence, and other ingredients that make this dish worth eating.

Coordination. Storyboards help the disparate team members put something holistic together.  More than likely, you have “divide and conquer” the work. Since then, you may not have brought the players back together often enough. As such, this is a sanity test to see if the parts sum up to a coherent whole. Team work can be great, or terrible. Storyboards are a way to weave a thread through all the work.

Prioritize and ask, “What’s critical path?”

Consultants often use this to ask what is the most critical thing needed currently.  What could derail the project, or create massive delays if we don’t do it now? What’s the one thing needed today? (Note: project managers / engineers use this to describe the longest “time” path to completion, slightly different nuance).

Towards the end of the section of work, find the right time to think really critically about the work.  If you were the senior manager or client, what 3-5 difficult, “slightly jerk” questions might come up. In war games, they call this the red-team exercise, or in the case of Bain, the blue-team.

Ask for help (in a smart way)

Don’t be shy about gut-checking yourself and the project. Managers (and clients) want to know when there are obstacles in the way of your progress that they can help with.  For grinders and minders, we need to have the wisdom and humility to ask for help when we need it. Ask good questions. Career stopper = when you don’t ask for help with something that your manager could easily have solved, corrected, advised, or saved you time. Be strategically lazy and ask for help from people at the right times.

Caveat: come to your manager with potential solutions, not with problems. Consultants don’t whine. We evaluate trade-offs, and help our clients make good decisions. Consultants are paid to worry.

Be flexible and good-hearted. Things will go wrong.

No matter how hard we work, we don’t control the client’s environment. Data collection can be late. There may be some scope creep or random requests. People go on vacation. Computers crash. Heck, Covid 19 happens.  If you want to be a successful, long-timer, be a bit zen about this work. Blindly saying yes all the time will get you in trouble.

Make relational deposits now. In preparation for the “crazy” that inevitably happens, build up relational equity with the client, manager, and team members. Do the good work every day that builds trust. Put in the extra energy, time, and generosity now. . .so that you can take a withdrawal later with favors such as:

• “I know it’s been a bear that last few weeks, but can I get your help with XYZ by tomorrow 9am?”
• “I know that the most recent marketing request is a bit out of left field, but could you take care of that this time. I think you’re quick enough to just finish the request vs. holding a 45 min meeting about it.”
• “Sure, it’s a little frustrating to re-do the analysis, but let’s make the client happy on this one, okay?”

Pilot, test, re-test

Are there elements of your deliverable that can be field-tested now? We will never be 100% on our plans, so why not find smart ways to test it (within your team, or at the client, or with an online survey). Jim Collins calls it firing bullets first, then the cannonball. Get the client involved and stress-test some of your assumptions.  No reason to put together the idealized recommendation (that doesn’t work).

Quick wins? Got some good news for me?

Everyone gets a little tired in the middle of a project. Yes, ennui.  We all could use a bit of bright news in the middle of a project – where costs were saved, or a recalcitrant stakeholder is now on board. In client service, it’s important not only to do good work, but also remind the client that you’re doing good work.

Satisfaction = Perception – exception

If you have good news, share it. A lot of times, you work for the executive sponsor, but spend most of your time with the project manager. Don’t be shy about complimenting client-side people on the project who are doing great work.  Chances are, they don’t get enough compliments anyway.

Nemawashi now

It’s never too early to start pre-selling your ideas. The Japanese apparently have a business jargon term called, “Nemawash” which loosely translated means loosening up the soil before you transplant a tree. Metaphorically, you are getting the audience or client’s mind ready for your recommendation. Practically speaking, you’re running your ideas by stakeholders BEFORE the big meeting. Might sounds like this:

• “This is still a draft, but wanted to run these ideas by you. . .”
• “Believe XYZ makes sense, but wanted to get your input. . .”
• “Do you believe that ABC and DEF will find this recommendation reasonable”

Do the work.

It’s easy to take your foot off the gas in this phase of the project.  Both you and the client are a little bit relaxed and satisfied. This is the time to drink the extra coffee, crank harder on the deliverables, make the extra phone call, and push to wow the client. Be, do, say.

What other advice do you have for the middle of the project?