Principles of Project Management

This is the synopsis of a Teaching Note for Graduate Level courses that incorporate Project Management as one of their topics, at the Zicklin School of Business, Baruch College, NY.

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Synopsis

This note complements material from any number of text books and business publications on this topic. The basic premise for this primer is to offer a very simple frame of reference to better understand the core concepts behind project management. Frankly, it is intended to unravel the mystery and occasional scorn surrounding roles titled “Project Manager”.

What does a Project Manager do? Is (s)he just a political buffer or the “fall guy”? Is (s)he just a pesky, often times highly paid and visible, glorified note taker? Why then do so many projects fail? What should their performance objectives be aligned to?

This document attempts to answer some of these questions, while laying the groundwork for advanced concepts in a future publication.

The terms “project”, “program” and “initiative” are used interchangeably. Specific meanings can be attributed to each of these terms according to the context in which they are used.

While on the one hand students and early practitioners can be made aware of the core concepts of Project Management, achieving meaningful success as a Project Manager is a career long endeavor of continuous learning.

The observations in this document are lessons from more than three decades of managing projects, large and small. Some of these lessons seem obvious and repetitive; yet, empirical evidence suggests that ~ 70% of projects fail to achieve their intended goals. This seems to imply that there aren’t many adept managers around to appropriately and meaningfully apply the right resources, tools and techniques at the right time. Context of and for the project, the project manager’s style and the team’s chemistry have as much, if not more, to do with the success of a project, than the methodology, tools and techniques deployed. This is true for project teams in the same location in close proximity, in remote locations within the same time zone or 10,000 miles away, or any combinations thereof.

The Project Management Framework (named “The House that Rao Built”, until a more marketable name comes about) depicted and described in this document, is a frame of reference and not a starting point to introduce this material. It can be used as a checklist of major categories of Project Items to consider when initiating, tracking and completing a project or a collection of projects.

Project estimation is the foundation on which a Plan is developed. Scientific and methodical approach, through use of appropriate software tools, could be adopted in the formulation of estimates and plans. Despite use of such tools and methods, there is enough evidence to postulate that no two project managers will be able to achieve the exact same outcomes from executing the same plan. Challenges arise during the execution of the plan and tracking of progress; there is significant variation in responses by different project managers to such challenges. The culture of the organization, the environment surrounding the project execution and the business case on which the Project Charter is founded, influence and test the manager’s ability to artfully navigate the various personalities and politics, all of which have the potential to impact the scope, duration and availability of resources in material ways.

Definitions of success for an initiative assume that the intended goal for the project is clearly known and articulated at the very beginning, and that it does not (or intended not to) change through the life of the project. This is the fundamental fallacy in the determination of the success of an initiative. In the commercial world (and in many non-profit organizations), progress and results are measured in Internet time and the span of attention, thereby patience, is expected to diminish over time. Moreover, technology is assumed to help expedite completion. However, it is important to be aware that easy-to-use end-user solutions are enabled by complex underlying technology. Implementation or even use, customization and integration of such complex technology require expertise and skills that may be hard to obtain or otherwise train within the life of a project.

On the other hand, where technology is not necessarily a key enabler; viz., conducting a major social event such as a wedding – a time bound project – we would manage expectations, whims and fancies of people through meticulous planning, effective delegation, rigorous tracking and by invoking contingency scenarios when necessary at critical junctures.

A reasonable and sound criterion for success in either case is to achieve the end result, through various iterations of change, with minimal collateral damage.

In an ideal environment, all a manager has to do is to prepare a plan on the basis of a defined scope and expected outcomes – as described in the Project Charter – and then execute the plan with available resources. In reality, the manager needs to establish a baseline plan at a point in time (“the ideal”), utilizing the best available information at that time and a heavy dose of judgment; and then expect to navigate the inevitable changes and variances through the life of the initiative.

Making Changes to Advance Your Career

Prologue:

Recently (on July 17, 2008), I was invited by Prof. Murrae Bowden, Director of the EMTM/EMBA Program at Stevens Institute of Technology, to address the Program Alumni. The topic is relevant in most economic cycles, more so now that change in the status of your career may be forced on you.

The following outline of my presentation was intended to spur further discussion on this topic.
The presentation was video recorded and is presently available to Alumni of the Program. If there is sufficient interest, we may produce clippings of the presentation along with the accompanying Powerpoint presentation.

Introduction:

My intent for this session is to provide some perspectives on making changes to help advance your careers. I am hopeful that it will help stimulate a discussion on various approaches and alternatives, some of which you could act on in the short term, in order to effect the change you desire.

Over the last 27 years and some, my career has taken major detours, some intentional, and a few because I did not know how to say "No". During this tenure as a management and technology consultant I have served clients in 7 countries across 3 continents, in roles as varied as a software developer, to running a small consulting business, and leading the launch of new products and services. Looking back, I am humbled by the thought that I could contribute to various initiatives well outside my academic background and comfort zone.

I still feel the thrill of my first successes in entirely new roles.

Each experience was built upon core competences that I acquired in the preceding years; every role had some stretch goals for me. There were times when I wondered if I made a mistake by taking on more than I could chew. In most cases the end results were favorable.

Key Lessons from unfavorable outcomes: Ask for Help Early-on, Engage in Open and Transparent Communication, Confirm Expectations and Consequences.

Motivation for Change and Intended Outcomes:

Short Term Career Goals breed Short Term Behaviors. Results may not be durable unless you have the wherewithal to change directions quickly.

It is critical to assess the motivation for making the change. It is more likely to be on track, if it is goal oriented (proactively looking ahead), instead of merely as a reaction to a current bad situation. Intense gut feeling of "fight or flight" are indications of major inflection points in one's career.

While desires to make changes after unfavorable Performance Assessments are common, those influenced by self evaluation and awareness are enduring.

Your approach to effecting the changes are dependent on the outcomes you intend to achieve. Some of the intended outcomes could be:

1. Achieving a Higher Level of Proficiency
2. Increasing your Level of Responsibility
3. Improving your Total Compensation
4. Improving your Peer Ranking
5. Bagging a significant Role in Leading Edge Innovation
6. Achieving Industry Recognition*
7. Improving the Quality of your Life

Options for Change:

Opportunities pop up from the unlikeliest of places when the intent to change is in your stream of consciousness.

"Conventional" Choices -

1. Choose to stay within the company and move to positions of higher responsibility, either within the discipline or to different areas of the business
2. Change companies but remain in the same/similar field/discipline where again one would have the possibility of broadening one’s scope/responsibility, or
3. Make a complete change to a different field/discipline which could be complementary to one’s earlier training.

"UnConventional" Choices -

Become your own boss. Entrepreneurial endeavors could be as simple as operating as a freelance / independent consultant or as involved as starting a new business venture.

The option you choose is influenced by personal circumstances, risk taking ability and market conditions for your skills in your (target) industry.

Strategies to Effect Change:

Do not second guess your decision once you take off. Adapt. Give it a fair chance to play out.

1. Start by Assessing your core competencies. It may not be as obvious at first blush. Assess it in the context of your roles and contributions to your project teams. A good gut check is when you observe that what comes to you easily is complementary to a team's success, and sometimes, not even apparent to other members of the team. Also, no one else can or wants to do what you enjoy doing and that contributes to the overall goals.
   
2. Declare your intentions and goals. Become available for broader, if not higher levels of responsibilities or tougher assignments. Demonstrate Thought Leadership: internal engagement with enthusiasm and stamina, publish articles and unique insights, take initiative to implement new ways of meeting corporate goals. Such declarations do not have to be in the organizational context alone. A discussion with your strong and close-knit network of friends outside work can help reinforce and clarify your intent. Opportunities pop up from the most un-likeliest of sources when your intent to change is within your stream of consciousness. A small ad in ComputerWorld led me to what turned out to be a fantastic life altering opportunity in Abu Dhabi, UAE.
3. Be prepared to operate outside your comfort zone. Be open to global opportunities or international assignments. Explore other industries where your core competencies are applicable. You will be surprised at your own abilities when you solve problems in an entirely new context. As a result, your confidence will soar and you will discover new horizons. I happened to find myself in a start-up situation; it was sold to me as a mature organization. Faced with a "Fight or Flight" situation, the thrill of winning major fixed priced projects kept me going. That role required me to develop and negotiate contracts, develop strong estimation models so that we could protect our margins on fixed priced projects, mobilize core resources, including hiring key managers, procure and install infrastructure, streamline communications with my offshore counterparts and ensure a thriving sales pipeline. I found myself in a decision making role; every positive outcome reinforced my confidence that I could compete with the best and win. This experience opened up opportunities for me at IBM and Accenture, the likes of whom I had competed on some of these same projects.
4. Seek out your advocate(s) and mentors. They are usually strong influencers, or are in decision making roles. Most people in such positions like to be asked for guidance. It may require you to shed some of your ego at times, develop favorable perceptions about yourself, and perhaps patiently navigate some corporate politics. Be aware that you are developing your resume and credibility with every interaction. Project your core competencies and traits that will help you move towards your intended goals. Over the years, we acquire a variety of skills and expertise. It will become increasingly important to focus on and project 3 or 4 core competencies which you intend to pursue.
5. Expand your horizon; hone your skills and inspire yourself through ongoing investments in training and education. These are also good opportunities to network and stay informed in your area of competence.

Conclusion:

How does one define success? You define your own assessment of success as you reach various milestones in your career. At different times, the meaning of the term may change. Moreover, the time horizon for success, and the milestones along the way may alter the original goals.

Today's work place is best approached as a place where you would contribute, advise, lead or otherwise perform your routine activities, in the mindset of a "consultant", and where your stakeholders are your clients.

Your professional relationship with your co-workers and your clients is therefore about balancing the daily equation of inputs and outputs. What do you bring to the table? It is about a Return on Investment (ROI) for both parties involved in such a "trade". At a personal level, every individual has to incorporate the necessary and appropriate measures of Learning, Contribution and Stretch Goals, in order to achieve optimum Team Performance and meet the team objectives effectively. There can be no meaningful progress without Stretch Goals. Your skills and contribution must complement those of others in the team.

Recognize that Boom and Bust cycles are realities of the work place. Enjoy and Celebrate boom cycles. Count your blessings and Persevere in every cycle.

Finally, Success is the resulting Sum Total of Attitude, Effort, Preparation, Aptitude and Outcomes Realized.

• “No one can possibly achieve any real and lasting success or get rich in business by being a conformist”.
• J. Paul Getty on Innovation

Good Luck!

Five Pillars of Simple Harmonic Living

In a moment of inspiration, say an epiphany, when I was least thinking about it, I hit upon the phrase "Simple Harmonic Living". This phrase would in my mind describe what I had until then thought of simply as the Five Essentials of Life. The debate on Work Life Balance goes through its cyclical intensities. It tends to resurface especially during times of stress in one's life, caused by strife and discouraging news from the world over, be it related to the global climate change, global recession, global food shortages, global inflation, or territorial and ideological wars in various parts of the world.

Recent articles suggest that Work Life Balance is a myth. That is, career aspirations can be achieved only by a less than optimal quality of family life. While this may or may not be true, the universal ideal is to achieve Simple Harmonic Living.

The Five Pillars of Simple Harmonic Living (SHL) would be best described in terms of each Individual's Physical, Intellectual, Social, Financial and Spiritual needs.

The challenge is to achieve Harmony among these five needs, appropriate to your station in life and the prevailing circumstances.

Over the next few weeks and months, I hope to explore each of these in more detail. In the meanwhile, do not hesitate to add your perspectives to this discussion.

Philosophy @ Work

Prologue:

Success at the workplace is as much, if not more, about your Mind Set, as it is about your Skills and Contribution.

Successful Outcomes are achieved when the Science of Methods, Tools and Techniques is Internalized into an Art Form. This occurs over a period of time, and manifests itself in the form of a "Gut Instinct" or "Foresight".

My intent with this article is to shed light on the realities of the work place, and perhaps shatter some myths.

The "ISMs" (School of Thought) are open to interpretation and application, in accordance with your own version of the truth. Even as I have developed these beliefs through the wisdom of my experience over the years, I have also ventured to present my hypothesis on a few related matters.
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Discussion Topics:

I. People. Personalities. Politics.
II. The Work Place
III. The "Boss"
IV. You
V. Communication
VI. Performance
VII. Success
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I. People. Personalities. Politics. There is no denying that a majority of the people will work with other people, most of their work life; as opposed to a minority of the earning population working individually, without much interaction with other people. As the baby boomers will enter the heretofore norms of retirement age, a vast majority of them will also continue to remain productive, contribute meaningfully and certainly influence the working environment in unique ways.

So then, here are a few of my ISMs; create your own version of truth from these:

People -

1. Everyone is trying to sell something, by showcasing their command of the domain, their accomplishments or their rank in the organization, with the intent and earnest hope of enhancing their credibility, their recognition, and increasing the probability of greater reward.
2. Everyone is primarily well intentioned, although the constraints of their own strong sense of self preservation may distort such intent.
3. Teaming and Collaboration are lofty ideals; however, they are essential for success. In order for individuals to meaningfully collaborate, it will require people and organizations to make painful sacrifices that most in the commercial world are constrained from making. It will require a caliber of leadership that is secure, humble and confident, and for organizations to invest in asset based individual contributions and "meaningful failures". In the same vein it will require bold and decisive leadership that would be willing to cut wasteful high-profile initiatives. The HR challenge on the other hand is to be able to recognize, measure and reward team contributions, while fostering individual leadership.
4. You will be short changed sometimes; perhaps many times in your career.
5. Your best efforts and contribution will NOT always be recognized; it pays off in the long run however.
6. Content is Power. Knowledge is Useful. Applying Knowledge produces Results. Results are Recognized and Rewarded.
   

Personalities -

1. Everyone has Quirks ... you have them too.
2. Leaders have good perspective on People; they know when and how to leverage the strengths, and anticipate and complement the weaknesses in their teams.
3. Good Leaders have mastered the art of following; they are good students (followers) before they consider themselves ready for such a mantle.
4. Leadership is about Accountability, Clarity of Thought, Clear Communication, Decisiveness, Sound Business Judgment, Adaptability, Flexibility and demonstrated Ability to Act on the front lines. Not all of these attributes are easily measurable. It takes a very high caliber of leadership in the first place to recognize and groom a succession of leaders who show the potential and a track record of exhibiting such traits over a sustained period of time.
   

Politics -

1. Work Place Politics is a Reality ... even in the "best" of organizations. Friction makes the world go round.
2. Politics intensifies with higher levels of Responsibility. It is about Money, Power and the Ability to Influence. In its worst form, it is about Ego, Control and Paranoia.
3. Pick your battles. Playing work place politics can become a full time job; unless you can back it up with valuable content, your career in that organization may be short lived.
4. People in Politics at the work place have a lot to lose ... "Potential Energy" rises with Responsibility.

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II. The Work Place

The work place is no longer a constant; it consists of a changing dynamic of people and personalities, even in structurally the same environment. You may have your desk in the same place, and the general arrangement vis-a-vis your co-workers may not have altered much. However, the daily context in which you operated may have changed ever so slightly, whether it is due to personal issues that (de)motivate your co-workers, or a seemingly unconnected event in a remote part of the world affecting the operating dynamic of your organization, and everything in between. Today's work place is best approached as a place where you would contribute, advise, lead or otherwise perform your routine activities in the role of a "consultant", and where everyone is your client.

Your professional relationship with your co-workers and your clients is therefore about balancing the daily equation of inputs and outputs. What do you bring to the table? It is about a Return on Investment (ROI) for both parties involved in such a "trade". At a personal level, every individual has to incorporate the necessary and appropriate measures of Learning, Contribution and Stretch Goals, in order to achieve optimum Team Performance and meet the team objectives effectively. There can be no meaningful progress without Stretch Goals.

In the early years of your career, when you are predominantly in Learning mode, your Attitude, Enthusiastic Effort and Diligent Preparation weigh heavily towards your Contribution to a team's outcomes.

As individuals gather more experience, they tend to contribute more meaningfully to assets, and become aware of their perceived value to an organization. Such a Value Acceleration is dominant between Years 3 and 7 of an individual's career. At this juncture, Organizations and Individuals engage in a game of balancing the Perceived Value with mutual Expectations. Performance Management Systems impact this profile of individuals the most, resulting in mass migrations across organizations. So therefore, here is my version of the truth to help navigate the changing dynamic in the Work Place:

1. Protect your Intellectual Property. However, hoarding information is counterproductive; in extreme cases, such an attempt may result in getting fired.
2. Change (Movement) usually precedes progress and success
3. There is no success without Effort, Sacrifice and Results
4. Short Term Goals breed Short Term Behavior ... Rat Race anyone?! It is not for everyone, unless you have developed the skills to maneuver, or have the resources to change directions quickly
5. Long Term Goals evolve over time.
6. High Road is a Long Term Agenda. It is Arduous, but well traversed. Nice People Do Win eventually; it takes Patience, Perseverance and Strength of Character. At the very least, you sleep well at night, and there is no effort to maintain a facade.
7. Are there Short Cuts to Success? Are you willing to pay the price later? It does come around !

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III. The "Boss"

In the commercial world your "Boss" is really the individual or a group of individuals who decide on your Rewards and Compensation. However, expect to find various incarnates of your "Boss" at an operational level. These bosses manage your work, create perceptions about your contributions and have an influence over the eventual decision of your ongoing role in the organization. Sometimes, they may also stand up for you in your performance evaluation and eventual rewards.

Your mobility within an organization or at some point outside the organization is also influenced by your network of "bosses" who may have been your peers or direct reports in prior roles. For my version of the truth about bosses, I have tried to differentiate between the Operational Bosses and Influential Bosses.

Operational Bosses -

1. May be a Key Stakeholder or a Decision Maker, or NOT (in reality, whereas may have created a perception of one)
2. Maybe one, Sometimes Many
3. Can change; Usually does
4. Can be a Mentor; Most often not
5. Has own goals to meet, and budgets to manage
6. May Walk the Talk, or Maybe Not
7. Perhaps values your contribution to his/her success; may not be able to Reward Proportionately

Influential Bosses -

1. Your Personal Credibility Matters. It is the only constant that you have control over. It takes time to build your personal credibility; however, it takes one Bad Judgment on your part (or Guilt by Association) to fall from grace.
2. Credibility is a matter of Gut. EVERY interaction confirms a version of Perception about you.
   
3. Credentials and Professional Pedigree help open doors; Contribution and Results sustain it.
4. Professional Network Matters. Build it with care. Keep it warm, especially when you are doing well professionally.
5. You never know who will help create your next opportunity.
6. Your "Character Referral" may come from the un-likeliest quarter, usually in your time of need. Everyone remembers the time you were "Deceptive", "Hypocritical" or otherwise "Not Helpful".

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IV. You

With constant changes in the work place, the inherent politics and unclear "Boss" structure, what, you may ask, is an employee to do? How does one conduct oneself in a competing environment? How does one enhance the value of their contribution and be recognized as well?

While many books about success in the work place have been written and companies tout their employee friendly "party lines", there are some enduring behaviors that pay off in the long run. For instance:

1. Be Curious. EVERY role, at every stage in your career, offers a Window of Opportunity to "Ask the Stupid Questions". As mentioned above, every role has a Learning component to its goals. It may seem that the opportunity for this component may reduce as the career progresses. The reality however is that this component takes a different form in senior roles. The overarching expectation and measure of success in higher rungs of office is from an individual's Contribution. As an individual's time in a role elapses, the Window for Learning reduces and time for the "stupid questions" closes in fast.
2. Be prepared with your version of alternative solutions when you ask questions. Your Credibility and the Quality of the Responses increase when you appear to have done your due diligence.
3. Do not underestimate the Power of Observation. Hone it; it is a lifelong skill.
   
4. Be a Team Player, always. It will test your mettle sometimes, especially when everyone does not play by the Team Rules. It is likely that you will be dragged down by the under-performance of some of your team members. It is more likely that someone else takes credit for your contribution, especially as competition increases in higher rungs of an organization. This flaw in human behavior is driven by greed for recognition and additional compensation. However, such recognition is short lived. People eventually see through the short lived success; and then the fall is mightier. Whereas, your unique "How" of achieving results is repeatable and improved upon throughout your career. Master it for your success.
   
5. Do not assume that your Boss(es), Stakeholders or Decision Makers are aware of your contribution. Keep your Bosses informed judiciously. Maximize Formal Reporting opportunities and Face Time.
6. Your success is closely interlinked with the success of your Boss and of your team members. What makes them tick? How can you enable them to be successful?
7. How do you get work done by people who do not report to you, and yet their contribution is vital to the success of the team? Firstly your role, while it is challenging, is recognition of your ability to handle complexity. If it is not recognized, implement Rule #4 above. People are generally very perceptive. Your intent comes clear, including those who do not report to you. They will respond to leadership by example, your own contributions, your positive intent towards the goals of the assignment, your credibility and most importantly on the quality of your professional relationship with them.
8. Look for a Mentor. Good Mentors are self assured, unassuming, successful and yet humble individuals in your organization. Mentors are usually well wishers who can guide you unemotionally and without judgment. They can help you navigate the organizational dynamics with their insights on your abilities. Ultra-competitive environments are usually not conducive to effective mentorship.
9. NOBODY knows EVERYTHING about the Business. Develop your domain expertise. It is also imperative to know the Big Picture and the context in which you operate.
10. In ANY role, you may not enjoy EVERY aspect of your work. Accept it; maintain a high level of enthusiasm and the quality of your contribution.
11. Your style is Unique. Build on it. Nurture it.
12. Invest in Personal Development at every career milestone. No one is indispensable.

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V. Communication @ Work

As the world gets smaller and there is a cross pollination of roles around the globe, as much as there are differences in cultures and operating philosophies, fundamentally people around the globe relate to each other in essentially the same ways as in another part of the globe. They are driven by some of the same motivations, even though their respective goals may be at odds with each other. This is especially true in the work place.

Your communication is proven effective if it produces the outcome exactly as you intended it to be. This is not a one shot deal, but a continuous process with every interaction, oral and written. On the receiving end, your keen sense of listening, interpretation and action is a measure of your success as the recipient of such communication. Unstructured communication also plays a large part in determining the success or failure of teams. In close proximities for instance, body language, tone of responses or lack thereof have the potential to sustain negative vibes that could take additional effort over an extended period of time to unravel.

Without intending to regurgitate tomes that have been written on communication techniques et al, I have outlined below a few simple truisms:

1. Gossip in the work place is rampant. Not all of it can be bad. However, over indulgence is harmful and counterproductive. Rest assured, you are a topic of gossip in some forum or another.
2. In some cultures a question like "What's Up" in the work place is intended more seriously than others. Coming from Peers and Supervisors, it usually mandates a 30 second contextual snippet in response. With follow-up questions, it may lead to a more specific conversation. Time was when an extended discussion on plans for the upcoming week-end, and a week-end summary upon returning to work, was vogue. While there is no restriction to such conversations, the quality of your response and the amount of time you expend on such topics leaves a trail of perception about your priorities.
3. Emails are open to interpretation. Tough words are best reserved for direct communication. When crafting emails, assume everyone in the firm is reading it, or will read it at some point. Your best friend at work may be forwarding it to MySpace, YouTube, Facebook, Twitter or Google+. It does not hurt to apply Caution and be Judicious in your choice of words.
4. Communicating with remote teams, especially those separated by thousands of miles, is an art form. Effective verbal and written communication is precise (on-topic), frequent, thoughtfully well prepared and followed through (before and after). Regular communication is supplemented by annual face-to-face, twice if possible and necessary, in order to account for changing context over time. Local communication habits, culture, style and constraints strongly influence the quality of communication and accuracy of interpretation.
5. Develop Interpretation Value as a Communication Skill. Same words could mean different things to different people; everyone has a unique context in which s/he operates.
6. Diversity as a term is overburdened with definitions. People have an inherent ability to adapt to diversity in the work place. In the global context, it has the same degree of relevance to your interaction with them as it would in your local context. Simply, deal with people as you would locally: respectfully and directly; focus on content and results.

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VI. Performance @ Work

There is wide spread recognition and intent to reward High Performers. The problem is in its execution and degree of subjectivity in any organization. It is largely driven and consequently defined by the core values and culture of the organization. Mature organizations tend to broadcast their intent to define, or otherwise leverage Best Practices in their respective industries. Their Performance Management Practices are Published, and employees are trained for awareness and proper implementation. The Process itself is largely perceived by their employees to be Fair and Transparent. Flawless execution of intent begins with setting the right expectation and on being consistent with regard to resolving discrepancies.

In today's ultra-competitive world, one hardly hears complaints about being over compensated at the end of a performance management process. What is an individual to do, when subjectivity is abound, and dissatisfaction with any outcome almost guaranteed? Here are some tips to help face uncomfortable truths and rationalize the process:

1. There is an element of subjectivity in EVERY assessment. It is more apparent as your Seniority rises. Perceptions play a big part in assessment, especially for middle management ranks.
2. Someone else's job, including your Boss' may appear easy and unjustly rewarded. In that case, ask the question: Do you have the skills, track record and willingness to do that job, and achieve the same results? Let it be known that champions make their job look easy. Seasoned professionals may be able to achieve stellar results by even putting in regular work hours and without "sweating" the small stuff. They tend to use the "off-hours" strategizing and planning.
3. More often than not, when you approach middle management ranks you would find yourself being overlooked for promotion. Obviously it is disappointing since you believe you are ready to be promoted. Consider this: Promotion requires you to handle the next level of responsibility from the day you are promoted. You stand a better chance at succeeding at the next level when you prove to yourself and to your superiors that you can handle all that "comes with the territory" at the next level.
   
4. Everyone thinks they are worth more; market usually rights itself.
5. Total Compensation is real: Leverage all the components. Training is one of the most important among them.

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VII. Success

How does one define success? You define your own assessment of success as you reach various milestones in your career. At different times, your definition of the term may change. It could be based on Achieving a Level of Proficiency, Increased Level of Responsibility, Compensation, Peer Ranking, Role in Leading Edge Innovation or Industry Recognition. As you navigate your role in any organization, consider these broad principles:

1. Align your objectives with the Broad organization goals. The organization usually provides a performance management framework within which to define such goals.
2. Could your stated goals conflict with what the "Boss" wants? Is Politics at play?
3. Going around your Boss usually snuffs out advancement alternatives. If you have to in an extreme situation, make sure you have the facts, and you have tried to convince your "Boss" on your position. Should there be no follow-up or a disagreement of a fundamental nature, confidently act on your available alternatives.
   
4. Problems or need create opportunity for advancement. Any new role, especially stretch roles, turn your stomach into a knot. That is the best indicator of an opportunity for you to surprise yourself of your own abilities to perform at a different level. You will never know you can do it, until you give it your best shot. No success has been achieved without having taken (judicious) risks.
5. Business is Global; so is Talent. It is no more competitive today than it was a decade or two decades ago. There is no scarcity; only that "traditional" role definitions are changing.
6. Boom and Bust cycles are realities of the work place. Enjoy and Celebrate moments of boom. Count your blessings and Persevere in every cycle: Bust or Boom. Life is a Marathon, not a Sprint.

Finally, Success is the resulting Sum Total of Attitude, Effort, Preparation, Aptitude and Outcomes
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Author's Note:

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