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PMs Lead With Purpose, Not Process 项目经理以结果导向,而不是过程导向

189 2024-01-13
going to start with a statement that may be difficult to hear. It might, in fact, shake you to your very core核心. It is nonetheless true. It is incredibly important. I need you to hear it, to remember it, and to take it into the center of your practice. It will not just make you a better project manager; it will make you an amazing project manager.
我将开始一个可能听起来很难听的陈述。事实上,它可能会动摇你的核心。尽管如此,这是事实。这非常重要。我需要你听到它,记住它,并把它作为你练习的中心。它不仅会让你成为一个更好的项目经理还会让你成为一个了不起的项目经理。
That statement of truth is this:
Not everyone likes process as much as you do. In fact, most people might go so far as to say they hate process.
真理的陈述是这样的:
不是每个人都像你一样喜欢过程。事实上,大多数人可能会说他们讨厌过程。
Read that. Say it out loud. Listen to how it sounds. Sit with it for a while. Let it take hold and find a place in you. Let it grow and flourish. Remind yourself of it regularly. As you do, you will start to reflect on what it means. You will challenge yourself as to how it affects your work. You might find yourself changing your approach, and your interactions with those around you. That is all to the good.
你读读它。大声说出来。听一下它听起来是怎样的。冷静一会儿。让它在你心中占据一席之地。让它茁壮成长,并经常提醒自己。当你这样做的时候,你会开始反思它的意义。你会挑战自己,看看它是如何影响你的工作的。你可能会发现自己改变了方法,改变了与周围人的互动。这是好事。
Project managers, in my experience, adore process. They value structure. They dream in workflow diagrams and process charts and breakdown structures. They value the order and consistency and control—above all, the control—that process offers.
根据我的经验,项目经理非常喜欢过程。他们重视结构。他们幻想着工作流图、流程图和工作分解结构。他们看重过程提供的顺序、一致性和控制——最重要的就是控制。
That’s all well and good. Process is useful. Frameworks are worthwhile重要的. Models serve purpose. Having a structure to think and plan and organize is incredibly useful. Your mind can, and probably should, be going a mile a minute tracking and thinking and structuring and organizing what you are hearing, what you see, and what needs to be done. That is all fair game, core to the job description, and very often the most significant contribution and gift that you bring to your team.
这很好。过程是非常有用的。框架是值得的。模型服务与目的。拥有一个思考、计划和组织的结构是非常有用的。你的大脑可以,也许应该,一分钟一英里地追踪、思考、组织和组织你听到的、看到的以及需要做的事情。这是公平的竞争,是职位描述的核心,通常也是你给团队带来的最重要的贡献和礼物。
Here is where we intersect with the little nugget of truth that we began with, however. Just because you embrace process, and organize by structure, and dream in conceptual relationships, that doesn’t mean you need to lead with it. Process may be your super power. It can also stay in your back pocket, hidden from sight, and be all the more magical for being there.
然而,在这里,我们与我们开始时提到的真理相交了。仅仅因为你拥抱过程,按照结构来组织,梦想着概念关系,但这并不意味着你需要用它来主导。过程可能是你的超能力。它也还可以放在你的后口袋里,隐藏在你的视线之外,并且因为在那里而变得更加神奇。
A scenario may be helpful here to illustrate 说明what I’m talking about. Let’s imagine you are volunteering with a local community organization—a food bank, or a charity for cystic fibrosis (or any number of other horrific diseases that ravage the world). Maybe it is a local arts organization. They are organizing a big campaign, their biggest yet. They need help. You are volunteering with them. Knowing that organization is kind of your jam, they ask you to help them plan.
在这里,一个场景可能有助于说明我所谈论的内容。让我们想象一下,你正在当地的一个社区组织做志愿者——一个食品银行,或者一个为囊胞性纤维症(或任何其他肆虐世界的可怕疾病)服务的慈善机构。也许是当地的一个艺术组织。他们正在组织一场大型运动,迄今为止规模最大的一次。他们需要帮助。你和他们一起做志愿者。他们知道组织能力是你的强项,所以就会让你帮他们计划。
The temptation might be to educate them on the importance of scope, to differentiate product scope and project scope, and to be firm on identifying inclusions and exclusions. You might be itching to build work breakdowns structures and resource breakdown structures. Resources in the not-for-profit world are scarce, so resource levelling might be a really appealing idea. And let’s not forget about RACI charts, and differentiating firmly and clearly between what “responsible” and “accountable” means.
诱惑你的原因可能是教育他们范围的重要性,区分产品范围和项目范围,并坚定地识别内外因素。您可能渴望构建工作分解结构和资源分解结构。非营利圈子的资源是稀缺的,所以资源均衡可能是一个很有吸引力的想法。让我们不要忘记RACI图表,并明确区分什么是负责问责的意思。
Before you go there, I invite you to stop. Let that go. Breathe. Embrace a new mantra: “Purpose over process.”
在你想到那之前,我请你停下来。让它去吧。呼吸。接受一个新的口头禅:“目标高于过程。
Asking for help in planning doesn’t necessarily mean they are looking for you to apply full-on, broad-scale, process-heavy project management. This is true even if they say that’s what they are asking for (because most of them can’t imagine how deeply this rabbit hole can go; never, for example, try to think about using earned value in such a scenario).
在计划方面寻求帮助并不一定意味着他们在找你进行全面的、大规模的、以过程为中心的做项目管理。这是真的,即使他们说这是他们所要求的(因为他们大多数人无法想象这个兔子洞能有多深;例如,永远不要尝试在这种情况下使用挣值)
Especially in a context that doesn’t have any process whatsoever, any amount of process is going to look intimidating and scary—and potentially like a whole lot of bureaucracy. You can frighten people very quickly here. That means the value that you can provide runs the risk of being seen as overwhelming before it can even have an opportunity to make a positive impact.
特别是在没有任何流程的情况下,任何大量的流程看起来都令人生畏和恐惧的——可能会像一大堆官僚主义。在这里你可以很快能吓到人。这意味着你所能提供的价值能有机会产生积极影响之前就会冒着被视为压倒性的风险。
Instead, let’s take a different perspective on the same scenario. You have been asked to help with planning. You have an awesome range of skills and structure to offer, but you recognize the caution that process can overpower, and structure can look absolutely befuddling to the uninitiated. So you take a different tack, one that seeks information and understanding, not one that imposes order and structure.
相反,让我们从不同的角度来看相同的场景。有人请你帮忙策划。你可以提供一系列令人敬畏的技能和结构,但你认识到过程过于谨慎,结构可能会让外行人完全迷惑。所以你采取了不同的策略,一个寻求信息和理解的策略,而不是一个强加秩序和结构的策略。
Bringing together a group of people who are passionate about the organization and really care about the campaign being a success (we are not going to call them stakeholders), you might start out with a simple question: “What is this campaign about? What would you see being produced as a result?”
召集一群对组织充满热情并真正关心活动是否成功的人(我们不打算称他们为利益相关者),你可以从一个简单的问题开始:“这个活动是关于什么的?你认为结果会是什么?”
You might ask to hear from everyone, letting each person volunteer their views and choose in what order they speak. You might encourage small group discussions to think about what it really means to them. All the way through, you capture their ideas, with no judgement and no critiquing. Whatever they say has the opportunity for meaning later. Just get it down for now. Faithful recording is all that really matters.
你可以要求听取每个人的意见,让每个人自愿提出自己的观点,并选择他们说话的顺序。你可以鼓励小组讨论,思考这对他们真正意味着什么。从头到尾,你捕捉他们的想法,没有判断,没有批评。无论他们说什么,以后都有可能成为现实。先把它放下。忠实的录音才是最重要的。
You might follow up with a different question: “What would runaway success look like? If you got results that were amazing, what would those look like?” Again, let people answer honestly. Get different perspectives. Seek clarity when someone sounds vague. Probe for detail. When you hear conflicting ideas, ask questions about them. Capture it all.
你可以接着问另一个问题:“失控的成功是什么样子的?”如果你得到了惊人的结果,那会是什么样子?”同样,让人们诚实回答。得到不同的观点。当某人听起来含糊不清时,寻求清晰。探究细节。当你听到相互矛盾的想法时,问一些相关的问题。捕捉这一切。
From here, you might start thinking about what needs to happen to produce the results that you are identifying. Brainstorm actions and steps. Start from the beginning if you can, but don’t get too upset over tangents. People will jump around; it’s how their brains work, and you are well served by letting them. If someone has something they feel is important, they will not let it go until it has been heard, and it is hard to virtually impossible for them to focus on anything else until they do.
从这里开始,您可能会开始思考需要发生什么来产生您确定的结果。头脑风暴行动和步骤。如果可以的话,从头开始,但不要对切线太过沮丧。人们会跳来跳去;这是他们的大脑运作方式,让他们这么做对你有好处。如果有人觉得某件事很重要,他们就不会轻易放手,除非听到了,否则他们几乎不可能专注于其他事情。
In the context of the room, and the participants there, this is all discussion. It’s useful discussion, exploring and advancing and broadening the group’s understanding. They don’t necessarily see how it all fits together, but it feels good and looks meaningful and highlights important considerations that need to be worked through. It is all awesome and amazing in their world, and feels like forward progress.
在这个房间的背景下,在那里的参与者,这都是讨论。这是有益的讨论,探索和推进,扩大了小组的认识。他们不一定会看到它们是如何组合在一起的,但它感觉很好,看起来很有意义,并突出了需要解决的重要问题。在他们的世界里,这一切都是令人敬畏和惊奇的,感觉就像前进的进步。
The fact that you see the patterns of what I am asking—the definition of outcomes, the consideration of success, the framing of objectives and actions, and the regard for risks and critical success factors—is beneficial. You understand what is being collected and why, and you recognize that it is all useful and leads to a meaningful presentation of information.
事实上,你看到了我所问问题的模式——结果的定义、对成功的考虑、目标和行动的框架,以及对风险和关键成功因素的考虑——这是有益的。您了解正在收集什么以及为什么,并且您认识到这些都是有用的,并导致有意义的信息呈现。
You don’t have to lead with it, however. You don’t even have to acknowledge it is there. Quietly fill in the details in your mind, ask helpful questions about where there are gaps, and listen for the intent underlying what is said as much as what is conveyed in the content.
然而,你不必以它作为开头。你甚至不需要承认它的存在。安静地在脑海中填满细节,问一些有帮助的问题,了解哪里有空白,倾听内容中隐含的意图。
What this outlines is an essential principle of how I facilitate. It is how I guide groups, and how I get to the point of painting resonant pictures of how to get things done. I always have process. There is always a place I am going, and a sense of the steps I think I need to follow. There is also, always, absolute flexibility about how those steps get approached, and a willingness to stop and explore a different avenue when it becomes necessary. The point, in everything, is clarity of purpose. It’s designed to help, it is intended to create insight, and it is ultimately framed to deliver value.
这是我如何促进的一个基本原则。这是我指导团队的方法,也是我如何画出能让人产生共鸣的图画来展示如何完成任务的方法。我总是有过程。总有一个我要去的地方,以及我认为我需要遵循的步骤。此外,在如何采取这些步骤方面,我们总是有绝对的灵活性,并且愿意在必要时停下来探索另一条不同的道路。所有事情的关键都在于明确目标。它的目的是帮助,它的目的是创造洞察力,它的最终框架是交付价值。
A lot of the value that emerges comes from what happens next. Sometimes this happens immediately in the room. Often it happens afterward, as I sift through and make sense of what has been captured; these become results that get brought back to the next discussion.
很多产生的价值都来自于接下来发生的事情。有时这种情况会在房间里立即发生。事后,当我筛选并理解被捕捉到的东西时,这种情况经常会发生;这些结果会被带回下一次讨论中。
In both instances, it generally starts with a statement of, “What I’m hearing from this conversation is…” and starting to distill the ideas that have been taken down to their essence. Sometimes that looks like a process. In other contexts, it is an outlining of options. Occasionally, it is highlighting tensions, disconnects or unresolved concerns. Usually, it brings enthusiastic recognition and appreciation of emerging clarity.
在这两种情况下,它通常以这样的陈述开始:“我从这次对话中听到的是……”,并开始提炼出已经被提取到其本质的想法。有时这看起来像一个过程。在其他情况下,它是选择的概述。有时,它会突显紧张、脱节或未解决的问题。通常,它会带来对新出现的清晰的热情认可和赞赏。
As I have pointed out, process is always there. I never go into a facilitation or discussion without a clear sense of what I’m doing, and where I think the conversation needs to go next. I don’t lead with process, however, and I am by no means overt about the process I am following. Only the most astute observer is likely to see and appreciate the concepts and frameworks at work. That is deliberate, and it is by design.
正如我指出的,过程总是存在的。我从来不会在没有明确意识到我在做什么,以及我认为接下来的对话需要走向何方的情况下,就去参加促进或讨论。然而,我并不以过程为导向,我也绝不公开我所遵循的过程。只有最敏锐的观察者才可能看到并欣赏工作中的概念和框架。这是故意的,是有计划的。
What matters most is purpose. The value that I bring to the room isn’t structuring and planning, it is the illumination of that purpose. The insight this creates helps get to focus, and the focus in turn leads to actions and results.
最重要的是目标。我给这个房间带来的价值不是结构和计划,而是对这个目的的阐明。这种洞察力有助于集中注意力,而集中注意力反过来又会导致行动和结果。
Structure is emerging in the background; it is an organizing framework for me to first make sense, and then create narrative, but it is largely a framework for my benefit. I apply it to distill and assess and play back what I am hearing, to find the gaps, and to think about what happens next. None of that needs to be obvious and up front with the people that I am facilitating.
结构是在这种背景下出现的;这是一个组织框架,让我先搞清楚,然后创造故事,但它很大程度上是为了我的利益。我用它来提炼、评估和回放我听到的内容,找出差距,并思考接下来会发生什么。这些都不需要在我帮助的人面前显而易见。
A final note is that I have framed the examples here as volunteering, of contributing to communities, of endeavoring to make a difference. The reality is that the exact same principles underlie how I do my work with clients in the corporate world as well. In fact, I don’t really differentiate. Regardless of who I am working with, the value that I deliver is maximized when I keep purpose and meaning in the foreground and process firmly in my back pocket—there for me, but not really needing to be amplified for anyone else.
最后要说明的是,我在这里列举的例子都是志愿服务、为社区做贡献、努力改变现状的例子。事实上,同样的原则也支撑着我在企业界与客户打交道的方式。事实上,我不区分。不管我和谁一起工作,当我把目标和意义放在前台,把过程牢牢放在我的后口袋时,我所传递的价值就会最大化——对我来说是这样,但对其他人来说并不需要放大。
I wish the same for you.希望和你一样。
原文链接: http://mp.weixin.qq.com/s?__biz=Mzg2NzcyOTQ3OQ==&mid=2247483988&idx=1&sn=dc7f7ba3345114662e9736905757486d&chksm=ceb66b7cf9c1e26a5dcd5f4bfe62ccada2a0b47d766686aa7ab76ed2e40352bc1480c73ed14d#rd

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