When I am working on code, or trying to compose email, or studying a project plan, I don’t want to be interrupted. Since I am getting paid to perform these tasks in a timely and efficient manner, I should be able to control at least some of the interruptions to which I am exposed.
Not so in many of today’s IT shops.
This major interruption is actually encouraged by many business owners and by others who should know better. It’s called “Instant Messaging.”
How about “Instantly Misaligned” instead?
Because that’s what happens when IMs get out-of-control and believe it or not, you have many workers who are spending a good portion of their time sending fairly unproductive “updates” via IM – impacting the ability of others to do the job they’re paid to do.
20 years ago there was no email. People talked on the phone, attended meetings in person, (or had a damn good reason not to) and yes, even sent letters. Answering machines held phone messages for you if you weren’t there or available, and you had the choice to listen to and respond when YOU were ready to focus on the task. I’ll wager some coin that you who worked in this time frame, were more productive than you are now. And probably were a lot less stressed.
I have seen developers who were knee-deep in very important and complicated code be interrupted via IM regarding plans for lunch, rehashed commentary about something already discussed via email, and on, and on, and on. This IM interruption can be devastating to the thought process and is quite possibly hammering some of your best workers.
Support personnel are often the hardest-hit victims of IM. People who have spent hours and hours building help desk documents, who’ve already sent out updates and updated support information, will become the IM victims of those who are unwilling to follow the processes they have been given. Many of the incoming IMs will be to ask for information already received via email – but they’re too busy to go through their email so out goes the, “Hey – Can you send me that app link again? IM.
People who can’t work using a phone and email won’t work any better with the addition of IM. People who are already easily distracted and have a hard time focusing will regress further with IM. People who are under stress to produce and who are constantly interrupted by the IM “pings” will have only more stress with IM – not less.
The use of Internet Messaging seemed to begin running through organizations like a virus around 2003. I’ve been in more than one IT shop where I’ve made it clear I won’t use or respond to IMs. So far no one has died and projects have not suffered. Rather than people interfering with my current train of thought, they instead get a response from me, usually in a very timely manner, on topics which have received my full and undivided attention. I would hope that this is preferred not only by those asking the questions, but by those paying me to answer them.
On the TV series “Hells Kitchen,” the head chef, Gordon Ramsay has a saying for times when the kitchen and its staff are in disaster mode…”Shut It Down.” I say the same to Instant Messaging.
If you’re a busy CIO, CEO, Program Manager, etc., you have great secret resources available to gauge the effectiveness of your IT department.
Your eyes – and your ears.
When was the last time you took a walk through your IT shop? If your IT department has grown quickly and significantly as many tend to do, do you know any of your contractors or new employees? Do they know you?
Obviously you have many things on your plate – all with the same level of (high) priority. So do your IT resources. But where you have (hopefully) some control over the direction of your work and efforts, many IT project managers, developers, QA and test and even admin personnel, do not. Nor do they always understand the direction and ultimate goal of their project. This leads to that phrase, “How do you know when you’re done when you don’t know what “done” means?”
Many senior managers lose track of their shop. This is a fact not a theory. They are knee-deep in the details each day, and you, or someone you’ve designated, is waiting for an updated project plan. While they are busy managing the details, other, often obvious things are overlooked.
Resources are perhaps the best chance to observe if you really want a quick status of how your IT projects are progressing. This is often the project element most overlooked – until one of your key people quits.
There is no such thing as “resource leveling” despite what the Project Management Institute would have you believe. I, or anyone with a little MS project management skill, can level those resources so they look just fine. But the secret is, there will always be several slackers involved in your projects, and, at the same time, one or two who are constantly overburdened.
An interested and involved CEO or CIO didn’t get to their lofty position without people skills. Here is a good chance to observe your IT department and use what you know about people to look for areas of concern.
Why do I suggest you, busy leader, take a look for yourself once and awhile?
Because you will not know how your resources are truly faring by any other means.
Emails are not a clue. A “slacker” resource will often send copious emails – usually copying everyone above them – so they look totally involved in the project. Quite often these people are mere time wasters who make vague comments or simply copy what someone else has already said.
Who speaks out at a meeting is not a clue. Key people critical to your project are often too busy and too stressed to manage more than attendance of a meeting. Their brain is actually back in the shop, trying to put out fires they know about and fires they can predict.
Who’s name shows up most on the project plan CAN be a clue – but it will take you time you don’t have to really dig deeper. This is your project managers job.
But real observation never fails – if you are willing to use your own resources.
Look for someone who is always talking about how busy they are and then see how much time they have to talk with you about their golf game or their last vacation.
Look for someone who sends short, direct emails, and is always at someone else’s cube when you walk through. This person is probably the font of information for the project – the answer man (or woman,) who is really working to get the job done. Most if not all of your conversations with them will focus on work – period.
Look for stress. This is something you should be able to feel, if not see.
And don’t let the “messy desk” fool you! This ruse never worked on me, a neat freak. I see mess as mess and disorganization and am not fooled by the “look how hard I am working” messy cube.
If you haven’t been in touch with your resources lately, it might take a little time to hone your observation skills, but the direct information you can receive about the state of your IT shop could prove invaluable. You, who end up being an outsider to many of the intricate details of your company or division’s projects, can take a pro-active stance by casual but focused observation.
What about off-site employees? “Virtual” workers? Are you worried that you can’t see them?
Don’t be.
The only thing you need to observe with off-site employees is, “Are they getting the job done?”
End of story.
The rate you pay your resources remains the same whether you are encouraging them to have a vested interest in your project or not. Avail yourself of their input and suggestions early in the project game.
Raleigh Resource Group is a team of professionals with vast experience in the Information Technology and Project Management fields. This blog is presented as a storehouse of methods, technologies and musings to assist and enlighten others working in Information Technology and Project Management.