Welcome to Angel Hernandez' Blog!

Do Not Touch

In the last couple of trips out to facilities, I noted a peculiar new trend.  I say ‘trend’ not to minimize it, but simply something that more and more people are doing.  Fewer people are shaking hands.  I grew up with the notion that extending one's hand was a symbol of respect and humility.  Without it, you are practically starting out the conversation as if to say, "Nice to meet you at a reasonable distance."

I knew that if I ever traveled to another country that I was bound to violate a custom of some sort, but it was only a travel of a few hours away that my notions about this ritual were challenged.  I was introduced to an executive and I extended my hand. He said that he had just sanitized his hands (as he was rubbing them together.) Initially, I had thought he didn't want to offend me with a wet sanitizer-laced hand.  As we shook hands, much to my surprise, he looked and said, "I guess I'll sanitize again." It really took me a few days to realize that this was a new norm until I saw the interaction again in public.

 

Now the greeting goes something like:

Joe: "Hi Bill! Haven't seen you in a while" [extends hand]

Bill: "Hey! How are ya doin'? Oh sorry, I just washed my hands" [offers elbow bump]

 

There are several studies extolling the pros and cons about sanitizing, coughing in elbows, staying home (my favorite), and everything including fashionable mask wear. Putting science aside...which you don't know how hard that is for me to do... what about this new social norm applies to OMS projects? 

For the most part, it got me thinking a bit about how we're isolating ourselves these days. A lot of people are spending more time on computers and interacting that way.  Then I thought about our OMS project practices and interactions.  Why do we travel on-site? What do we get out of email? Do conference calls really help keep things on track?

I focused quite a bit of my career on performance technology that reduces/eliminating "geographic disparity". One of the challenges to this new-at-the-time use of technology was the crime of social isolation.  In that we would be creating an environment where we could lose all social norms as we know it.  Funny how H1N1 would push us that way anyway.  Every single one of our OMS projects consists of almost daily interactions with our clients. And we have clients in almost every state.  In this current climate of belt-tightening, two days of travel only to be on-site for 1.5 days is an awfully expensive way of doing business. There are times when it doesn't make economic sense for the facility to either pay OT or have key stakeholders away from their posts for days at a time. 

While there's still tremendous value in seeing the operations, there are many interactions that don't require that type of focus and can be done asynchronously. In fact, we could argue that having slated work time rather than 'meeting' time can add a lot more value to bringing a project to fruition.

Think about having remote access, conference calls, and our favorite-- email.  All of them can be combined or used individually to keep our interactions alive and productive.  Learning at a distance is now very feasible and effective.  At times, it's even preferred because of scheduling, costs, and/or lack of access to a training venue.

There are always real challenges and naysayers (for the joy of saying nay)... In those times, I make the analogy that learning a new offender management system may be akin to learning how to communicate electronically for more than we're used to.  Reports can be automated.  The ‘Help’ section can refresh your memory on how to do a quick task. And learning can happen without the trainer being physically in the room. 

I don't think DSI is trying to isolate anyone by offering remote training, remote access, and remote work.  In fact, it keeps things affordable as well as flexible for the clients.  I'm also not sure that we will be sending hand sanitizer with every contract... However, we can start thinking about shaking hands again... online.

Medium Rare

Every project manager needs to conduct a Stakeholder Analysis.  Even when not formally done as a facilitated session, every PM calculates who needs which set of information.  At one point or another, someone's proverbial glutes are on the metaphoric line. Other Stakeholders may just be satisfied to know who that is.  

Following up on communications strategies, this analysis identifies a broad scope of individuals the implementation touches. At the center of this scope should be the names of your core team members.  But what will they know about their participation in this project?

Enter the RACI matrix. Responsible - Accountable - Consulted - Informed.

Think of it in terms of who's doing the work, who's name goes on the approval line, who can provide insight, and who just needs to know where things stand.

These "assignments" are by definition at the task level. For example, when setting up Classification, who knows the operation as it stands and will collect and enter the questions?  And to whom does that person report?

When we develop the kickoff meeting agenda, we present the major operations to review during our visit. This agenda allows the client to choose the team based on knowledge but also availability.  Once the team members are volunteered -- Reality Check: That's usually how teams are constructed -- we can place a name to their responsibility.

At the project scale, we also assign levels of communications. Not every Stakeholder will be contacted, but certainly, every one of them will be impacted by our work.  Again, this is all in the spirit of accountability and transparency; but also getting things right. 

 

So Stakeholder Analysis? I prefer mine well-done.

Can you hear me now?

I tend to say that project management is like a drum solo.  Seems only interesting to other drummers.  So I think I'm going to talk about another unsung rythm section responsible for project success. This past week I had another opportunity to visit with a client and their project team.  For those with long memory spans, my previous posts rambled on about building rapport, etc.  This trip was no exception.  Throughout the kickoff and subsequent meetings, one particular set of behaviors caught my attention. This client was similar to others I've met. They were very well-organized, showed respectful enthusiasm for the project ahead, and seemed to know what they were talking about.  This shouldn't be of any surprise in this industry.  In other sectors...I've met a lot of, shall we say, non-examples. Part of what made me take note was their interest in communication.  All facilities have ways to communicate:  The PA systems, radios, email and the trusted phone.  I would call these methods or tools more than communication itself.  Communication here took its truer meaning of the act of encoding and decoding.  We spent a good deal of time figuring out each other's semantics and colloquialisms ... and now and then ribbing each other on the other's 'funny' accents.  Go ahead... say it.... "So what?" In all of this, we accomplished quite a few things.  Yes, actual work.  Not just meeting about next meetings.  Sure, we discussed the project approach and philosophy, but there was no session involving a glossary or a thesaurus. Nary a translator was on scene.  Imagine. Work and Communication -- together.  Sounds like the making of a new candy bar. So what made it work?  It was the way that they approached it.  This 'interest' was evident in requiring that not only did teams create the right messages but also delivered to the appropriate individuals.   For some reason, projects seem to ruin every good 'channel' a jail already has in place.  Even though lines of command stay intact, new lines drawn between functional groups (IT v. Operations v. Corrections) shake the very core of the org charts.  It's as if we need to restart and learn how to manage sending messages up or down the new dotted lines. It happens a lot, in all industries, and Corrections is no exception. Not here.  Either by getting it right the first time, or perhaps a huge 'teachable moment'... This client saw past the TPS reports and worked with us from the outset to create a communications strategy and a RACI matrix (more about that in the next blog).  They sent a message that Administration and the Project Team were on the same page.  Different team members who may not have day-to-day authority now have responsible roles for the implementation.  A single point of contact was assigned to manage vendor-client communication.  Sign off was still left to the project sponsor, but by virtue of documentation it created a level of transparency and accountability.   Different stakeholders have different needs for information.  Different team members may have information but no decision-making authority.  And without a strategy, all the Gantt charts and meeting minutes won't show off the forest to those looking for their special tree.

Sprinting.

It's been quite some time since my last post and much of it due to what feels like a marathon. While many of our developers and project managers actually run marathons, mine is done via email and Gantt charts. 

Ok... so email is not exactly a novelty.  Well, another non-novelty is a pressing deadline.  In the inmate telephone sphere, much of the timing is determined by outside resources where you have little influence.  The 'longest pole in the tent' determines the schedule.  But we can mitigate a bit by doing a little fast tracking. 

Fast tracking is the technique of identifying which tasks can be done simultaneously in order to shorten the overall timeline.

Since I promised in my first post to bring you examples, stories and other urban legends:

Once upon a time, a group of project managers decided to test how much of a project can be done in parallel.  Their test consisted of building a house.  Long story made short, from start to finish, a house was constructed, wired, inspected, and ready to move in..... Four hours. I believe this record was beaten by TWO hours.

Of course there were weeks of prep/planning but that's not point. What we can learn from this fast tracking allegory is that you need three essential tools:

- A thorough understanding of your project and business processes. (i.e., "...in your sleep")

- A great relationship built in very short order.  Remember that rapport topic?

- And while the notion of Fast Tracking is common, what's generally forgotten is vision.

Recently we deployed our Offender Communication System at Sauk County, Wisconsin with a 30 day deadline. Bankruptcy for the current vendor created a great opportunity for some fast tracking.  By working with the client (rapport) and understanding their need (Vision), a plan came to fruition.  Essentially, we took our process, divided tasks into smaller parallel efforts, and cut the implementation down from 60 days to 18-- including the planning. 

Keep in mind, these aren't phases. We kept the tools in play throughout the 3wks and closed out completely and successfully. 

Not quite 4 hours but we'll pat ourselves on the back for it.

Life After the RFP

Hello America. It's time for another fireside chat.

After a likely exhausting bid or RFP process, we find many participants eager to get started with the project. Behind the scenes, we're assigning a project manager to handle the lifecycle of the implementation. We're also laying out the general milestones, etc. In our process, we make a few calls to "transition" the contract from their Account Executive to the Project Manager...and soon we meet the project team.

In the beginning, we're excited to meet new faces and learn more about their organization.  Sometimes the client doesn't quite reciprocate. Their anticipation is usually inversely proportional to their participation in the selection process. For many, this may be the first time they have even HEARD there is new software on the horizon. This would be one of those great first Impression moments.

So how important is a project kickoff?  And what makes for a good one?

Easy...bring food. Sure, sure. Introductions, background, and a few words on timelines all play a key role. But what about creating an environment for success? (I'll pause for a moment to let you know that no campfires or guitars will be involved in the following...)

By the end of a kickoff session, your clients need to know that you are there to make this a successful endeavor. Think of it as needing them to impart their trust in you (Which is probably minimal at this point). Achieving any semblance of trust will be just as important as making it to your final "Questions" slide with the quintessential coffee bean clipart. Since we all know how to click forward in that presentation, let's think about how we can earn trust.

I offer two of many ways: 
1) Present yourself as a humble expert. You know your product and while you understand jails, there's much to learn about THEIR jail. Repeat: Jack is the only thing I know about this facility. 

2) Let the team know what to expect. Speak about your role. Verbalize what is needed from them, the pace, the timeline and what they will have at the end of this process. Oh, and for Pete's sake...Deliver!

Remembering this will show that you are open to share in the work as well as the success. You also expose a need on your part (be strong, I know you can do it). This need emphasizes that cooperation is really not an option. You acknowledge that while change is not easy, what your client knows is key to moving forward. And YOU cleared the fog to see that horizon more clearly.

The kickoff meeting sets the tone for the rest of the project. Building rapport is the art to the science of a successful implementation. So in the end (or beginning in this case), a shiny suit and a PowerPoint do not a successful kickoff make. 

It also might not hurt to find the local favorite donut shop.

Buzzing...

There is a little bit of buzz about creating buzz in our team. I like the idea of using more of the available social media to communicate with our clients... and yes, potential clients. My background touched on how to use conversations for managing organizational change. Planning, campaigns and especially learning are key factors. I can hear the *yawn* already so I'll spare everyone getting deep into theory. Instead I'll share real life examples (and non-examples) of projects and let you see how your facility might have followed through if you were in that situation. 

And every now and then I'll throw in a few urban legends for effect. Take this one: Many years ago one of the supporting arches in Oxford's chapel was starting to fail. It was made from a hand-hewed, single 500 year old white oak tree. A project committee (of course there was a committee involved) found an old scroll with the original plans and layout of the surrounding grounds. In the margin, was a curious note. It pointed to what was considered a 'sacred' section of forest near the campus. "In approximately 500 years, the buttresses in the chapel will need to be replaced. In this grove, you will find the suitable oaks. Please replace."

Every project manager is trained, formally or otherwise, to use templates, tools, MS Project, etc. to track and measure the work getting done. These address "the Science" of project management. By definition, every project focuses on the beginning and the end. The Art, however, is looking beyond the Gantt lines and Meeting Minutes. It's about the interactions with the sponsors and the 'feet on the ground' - and thinking beyond the deadline. The best projects are successful because their goal is focused on how the client will continue to live with their work for years to come.

So that's my story and I'm sticking to it. That's where I see the best projects going. Of course, most of this requires getting off on the correct foot (for those southpaws out there). I'll share some more stories on how to do that. 

Thanks for coming along on my first DSI post.  Was it good for you?

Hi, I'm Angel Hernandez, Professional Services Group Team Lead.

Greeting and thanks for checking into this Angel Hernandez character.  Since you're looking, here's a little background. You supply the Musak.

Aside for a few economic diversions (sold cars post 9/11), my career revolves around improving how people can do their work.  I spent a few years in the academic sector so my main "people" were instructors, academicians, and learners.  I got to do a decent balancing act of optimizing software and hardware to accomplish this.  While it starts to peg the geek-o-meter, it's very satisfying to see all sorts of work getting done more efficiently, and yes, more effectively.

To glom another's quote: Efficiency = Doing things right; Effectiveness = Doing the right things.

The private sector offered me much of the same.  I needed to find out what the organization was doing and what they needed *to be* doing.  And now in Corrections, I find I ask the same questions. 

Clearly I don't want to get caught up in slick-technology-factors. This is especially true when you consider how safety dictates care, custody, and control.  Even with the aspects of uniqueness in Corrections... we ask,  "Why is DSI there?"  My take...  to help you spend more time on what's important.

So even with a self-admitted tinge of ADD, I'm back to finding ways to keep people focused (insert irony here).