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What Is "Dark Scrum"? The term "Dark Scrum" was coined by Ron Jefferies and is used to describe when the Agile philosophy is abandoned, and the Scrum approach starts to take on bad traits, ultimately damaging its performance. Introduction To Dark Scrum I'll be honest. I'd never heard the term 'dark scrum' until recently when I stumbled across the term on a social media post, but it grabbed me. Out of curiosity, I dug deeper and realised it's a new name for age-old problems in the software development world whereby Scrum deviates from its best practices and becomes ineffective. If you have spent time in the Agile / Scrum circus, then I'm sure you've encountered it; like anything, there are good, bad and ugly interpretations of any approach. I've always said it's okay to rip up the rulebook and toss it out of the window. IF you've read it first. The problem seems to me that most Scrum and Agile dev teams have never had any formal training, so they don't tend to realise that they are deviating from the path and, in turn, the benefits. The Scrum framework can significantly improve team performance and project outcomes when implemented effectively. Heck, I wouldn't know how to work any other way beyond Scrum and Scrumban. However, when it's implemented only partially, the team skips bits or twists itself into something that was never intended, and "Dark Scrum" emerges and causes havoc within many organisations. The Dark Side of Scrum: Origins and Warning Signs From the outset of being introduced to Agile and then Scrum, I was an eager advocate, drawn to its promise of rapid, reliable delivery and the empowerment of development teams. There was an absolute logic and simplicity to it, but at the same time, it wasn't process-heavy. Yet, the stark reality I've encountered was often a far cry from these ideals and the Agile Manifesto itself. I'll admit, most of these lessons in how to avoid it have been taught to me by fantastic Scrum Masters and Development Managers that I've worked with. The key to emerging from the Dark Scrum shadows lies in education, transparency, and a commitment to the core principles of Scrum. I've captured some of the major ones below in my five pillars. The Five Pillars to Dispel 'Dark Scrum' 1) Self-Organisation or "Let them do WHAT!?" Scrum, while inherently a powerful framework, can morph into a tool of oppression when poorly implemented. This phenomenon arises never from malice but from misapplication and misunderstanding. A deformation of the approach, if you will. The journey begins with the allure of self-organisation, a core tenet of Scrum. Yet, achieving this state is far from straightforward; It requires a departure from traditional hierarchical management, embracing a culture of trust, self-alignment and empowerment instead. It sadly proves too much of a leap for most organisations to allow true self-organisation. I've witnessed teams struggle to adapt, hindered typically by a lack of proper training and an ingrained command-and-control mindset among leadership. The result is a perversion of the Daily Scrum, transforming it into a trial where autonomy is stifled and innovation is quashed. Not overtly so, and not with malice, just through people not knowing better and not practising the approach. The planning phase can also often devolve into a dictatorial exercise rather than a collaborative one. Do you remember why we self-organise? Cover this up! Don't read any further, and ask yourself, "Why do we self-organise?" I suggest this little coffee-break quiz because I think most of us would struggle to articulate why we talk about self-organising teams in typically hierarchical organisations. If you've got your mental shortlist ready, then let's compare.... The Answers: According to Alan Self-organising teams have the autonomy to tackle problems as they see fit, leading to more creative and effective solutions; creating a sense of ownership and accountability, and an environment where innovative ideas can flourish. If the team then owns those decisions, they will typically be implemented more swiftly. Morale is always better when team members have a say in their work processes and decision-making. As per the above, self-organised teams have much more control over their approach. Better communications emerge as members work closely together and share responsibilities, and the communication barriers break down, leading to more effective teamwork and a stronger sense of community. Increased Productivity and Quality - Self-organise teams tend to be more productive and produce higher-quality work. This is because they are directly involved in planning their work, setting their pace, and holding each other accountable for meeting commitments, leading to more efficient workflows and attention to quality. Leadership must lead by example, demonstrating trust in their teams' abilities to self-organise and make decisions. This involves stepping back to allow teams the space to grow while providing them with the support and resources needed to navigate their path. Simultaneously, teams must actively seek to build their skills in effective communication, conflict resolution, and adaptive planning, ensuring they are equipped to handle the autonomy afforded to them. Weak team members will only lead to a weak, poorly self-disciplined, self-organised team. But get the right ones in a team, empower them, and you'll achieve lift-off. 2) Education as a Foundation A deep-rooted commitment to education and reflection is the cornerstone of any successful Scrum implementation and avoiding the Dark Scrum emergence. Both teams and their leaders must grasp the procedural and cyclical aspects of Scrum and its core values and philosophies. A comprehensive understanding of the Agile manifesto and the Scrum ethos cultivates an environment where mutual respect and collective endeavour flourish. You might not be surprised that most developers haven't had any formal training in Scrum, but picked it up as they've gone along, and implemented whatever they have been shown, for better or worse, doubling down on misunderstandings and deviations from the accepted methods. Check your team's training levels and, if necessary, get them on a Scrum course together. Training only one, or just your Scrum Master, and having them report back isn't enough. By setting time aside for training and reflection, the team can ask itself pivotal questions about its approach and its reasoning. 4) Coaching For Perspective If you find your Scrum team veering off the path, with the foundational principles of Scrum fading into the background, it might be time to introduce a Scrum coach. The purpose of a Scrum coach transcends simple instructions on the theoretical applications of Scrum. Instead, they provide an external perspective, offering insights and feedback grounded in observation of the team in practice. Take, for example, the world's elite tennis players who continue to work with coaches despite being at the pinnacle of their sport, and one would have thought they'd have little left to learn about the sport. The rationale? These athletes recognise the value of an unbiased eye, someone who can identify and articulate nuances and areas for improvement that may not be apparent from within. A coach’s external vantage point allows them to pinpoint discrepancies and offer constructive guidance, assuming the team is open to embracing this feedback. In essence, a Scrum coach serves not as a director but as a mirror, reflecting the team's current state and illuminating the path back to Scrum's foundational principles. An external perspective can be invaluable in realigning the team with the ethos of Scrum, ensuring that its practices are not just followed but lived. 4) Transparency as a catalyst Transparency in progress and challenges within an Agile framework is another critical factor. In Agile development, particularly within the Scrum framework, transparency is not just a principle; it's a beacon that guides us away from the shadows of 'Dark Scrum' emergence. My experiences have taught me unequivocally that when teams embrace openness about their progress and the obstacles they face, the entire project dynamic shifts for the better. Transparency acts as the foundation of trust between development teams and stakeholders. Trust naturally builds when everyone involved in a project has clear visibility into objectives, reasoning, what is happening and why. Trust is the antidote to the fear and uncertainty that often lead to micromanagement—a hallmark of 'Dark Scrum.' By openly sharing progress, challenges, and even failures, we demystify the development process, focus minds and attention, and bring the best solutions to the table. This openness helps to set realistic expectations and fosters a culture where problems are seen as opportunities for improvement rather than grounds for blame. In such an environment, the pressures that lead to oppressive practices dissipate, allowing creativity and innovation to thrive. Achieving true transparency like this requires more than good intentions; it demands deliberate actions and practices. When transparency is woven into the fabric of an Agile team's culture, the shadows of 'Dark Scrum' begin to recede, but it has to be at all points in all meetings and reviews. If the leadership isn't clear, the team won't be. Confidence will be undermined if something is hidden in a sprint review and it comes out later. Get it all out in the open, with as little blame attached as possible, and focus on the solutions. After all, 'The problem is rarely the problem. The response usually becomes the problem.' 5) Continuous Improvement as a Goal Finally, an unwavering dedication to continuous improvement marks the journey towards excelling in Scrum. Bring it all together: the training, the sprint reflections, the transparency and the coaching. All of it knits together to form a continuous cycle of improvement. We should never stop asking, 'Is there anything we could improve upon?'. This commitment is most vividly brought to life when conducting open and honest Retrospective meetings. Retros are not mere formalities but are the heartbeat of the iterative process, offering teams the opportunity to reflect, critique, and enhance their methods. Retrospectives serve as a crucial mechanism for collective introspection and problem-solving. In these sessions, the entire team, including the Scrum Master and Product Owner, comes together to dissect the successes and challenges of the past Sprint. This is a safe space where team members should be actively encouraged to voice their observations, concerns, and suggestions without fear of reprisal. The objective is to constructively identify what worked well and what didn't and formulate actionable improvement strategies. The Path Forward Moving Beyond 'Dark Scrum' The transition from 'Dark Scrum' is facilitated by a proactive approach to addressing the root causes of frustration and ineffectiveness. By regularly evaluating their processes and interactions, teams can gradually eliminate the elements that obscure the benefits of Scrum. The five pillars to drag your scrum into the light were; Embracement of the self-organising scrum team Education of scrum techniques and approach Introduction of coaches and external feedback Transparency of objectives, reasoning, constraints and information A constant cycle of reflection and improvement I hope it provides some value to you and fuels a little thought about perhaps where your scrum can improve.

Getting into project management has been rewarding, shaping my career in unexpected and fulfilling ways. If you're considering a career in project management, I'd like to share my personal experiences and thoughts on navigating this path. So, if you like the detail, can communicate well, and don’t mind the ‘goat rodeo’, then read on. What is a Project Manager? A project manager is responsible for planning, executing, and closing projects. They ensure a project is completed on time, within budget, and to the required quality standards. This role involves coordinating people (often the hardest element), resources, and tasks, managing risks, and communicating with stakeholders. A project manager (PM) is the glue that holds a project together, ensuring all pieces fit perfectly to achieve the desired outcome. Top 5 Project Management Responsibilities Here are the key activities that a Project Manager will undertake; Project Planning and Scheduling: Develop detailed project plans, including scope, timelines, and resource allocation. Create and maintain project schedules, ensuring milestones are met. Team Leadership and Coordination: Lead and motivate the project team, ensuring clear communication and collaboration. Assign tasks and responsibilities, monitoring progress and performance. Budget and Resource Management: Manage the project budget, tracking expenses and ensuring cost control. Allocate resources efficiently, balancing workload and availability. Risk Management: Identify potential risks and develop mitigation strategies. Monitor and address risks throughout the project lifecycle, adjusting plans as needed. Stakeholder Communication and Reporting: Communicate regularly with stakeholders, providing updates on project status, issues, and changes. Prepare and present reports, ensuring stakeholders are informed and engaged. In some medium to large projects, the PM is very ‘hands-off’ making sure they are taking that helicopter view of things to make sure it’s all unfolding as expected, and in other smaller projects, you can find yourself working on tasks as well – so there can be a lot of variety. My Journey into Project Management I've been in IT for 30+ years, and I have been seriously managing projects for 20 at least. My journey wasn't a conscious one into Project Management, but that can be a very common path for most; show aptitude and get sucked into something you are good at. Here, I'll step through my career and each of my learnings. Seek Early Opportunities My journey began early in my career when I was recognised as a 'safe pair of hands.' This reputation led to opportunities to take on small projects within my existing role as an IT Support Manager. These were simple tasks initially, but executing them well boosted my confidence and demonstrated my capability to others. Build Confidence and Competence Successfully managing these small projects built people's confidence in me and my self-assurance. Realising the importance of formal education in project management, I pursued PRINCE2 Foundation and Practitioner certifications. These credentials gave me a solid grounding in project management principles and added substantial weight to my CV, evidencing my capability in the field. Formalise Your Approach I began to formalise my projects using the skills I had learned. However, it was crucial to strike a balance. Overdoing formal processes can sometimes upset management and team members if they feel things are too rigid. So, early on, I learned the importance of applying just enough structure to keep projects organized without stifling flexibility. Working with my team of support analysts on small projects, we started to formalise objectives, scope, and reporting channels. This approach led to managing a small portfolio of projects and eventually reporting on them, paving my way to becoming an IT Governance Manager. Progress Through Demonstrated Capability My path forward was built on existing opportunities, formalising my approach, and, most importantly, demonstrating capability and positive outcomes. Success in these areas led to being rewarded with more responsibilities. Future roles often came through recommendations or connections with people I had worked with previously. Specialisations Eventually, I gravitated towards software project management. For those considering this path, I strongly advise taking some form of course on Agile lifecycles and tools, whether through informal means like YouTube or paid courses. While you can pick up some of these skills on the fly, a structured approach provides a better foundation. Advice for Aspiring Project Managers Leverage Existing Opportunities: Look for small projects or work you can formalise and manage in your current role. This evidences your capability and demonstrates the value of project management techniques. Formal Education and Certifications: Consider certifications like PRINCE2 or PMP. They provide a solid foundation and make your CV stand out. Demonstrate Capability and Positive Outcomes: Delivering projects successfully builds confidence in your abilities and often leads to more opportunities. Balance Formality and Flexibility: Apply just enough processes to keep things organised without becoming overly rigid. Adaptability is key. Develop Soft Skills: Be a mediator, manage conflicts, and balance being stern with being approachable and friendly. These skills are crucial for managing teams effectively. Seek Recommendations: Network and build relationships. Future roles often come through people you've impressed in past projects. Consider Specialisation: As you gain experience, consider specialising in a particular type of project management, such as construction, IT, or office setups. Aim for Contracting Opportunities: Project management can lead to contracting roles, offering a variety of projects and potentially higher earnings. Conclusion Getting into project management requires a blend of formal education, practical experience, and attitude. Start small, build your skills, and leverage every opportunity to demonstrate your capability. With persistence and dedication, you can navigate this path and find a rewarding career in project management. Here are five excellent project management training resources you can explore: Google Project Management Professional Certificate (Coursera): This comprehensive, beginner-friendly online program covers key areas like agile techniques, project documentation, and stakeholder management. It includes 140 hours of instructional material and hands-on projects. The course is free to audit, with an option to pay for a certificate of completion. Google Project Management Professional Certificate on Coursera Project Management Professional (PMP) Certification Training (Grey Campus): This training program is aligned with the PMBOK Guide and offers detailed video lectures, simulated tests, and other study aids. It includes over 35 hours of training and 120+ practice tests. PMP Certification Training on Grey Campus Fundamentals of Project Planning & Management (University of Virginia, Coursera): This free course focuses on essential project planning and management techniques to keep projects on time and on budget. It is suitable for reinforcing vital skills across various industries. Fundamentals of Project Planning & Management on Coursera Mastering Digital Project Management (The Digital Project Manager): This self-paced, online course covers the entire project lifecycle, including methodologies like Waterfall, Scrum, and agile project management. It includes group discussions, assessments, and access to various project management templates. Mastering Digital Project Management on The Digital Project Manager Post Graduate Certificate Program in Project Management (Simplilearn): Developed in collaboration with the Isenberg School of Management, this program covers core concepts of project management and includes Lean Six Sigma Green Belt certification. It offers interactive peer learning and job assistance. Post Graduate Certificate Program in Project Management on Simplilearn Prince2 Agile Foundation & Practitioner - Including Exams (Global Knowledge): Where I started. A five day, intensive course that gives you formal qualitifications and a great foundation for robust project management practices. Prince2 Agile Foundation & Practitioner

How To Create an SLA SLAs vs Priorities Previously, we've established priorities based on impact and urgency. Priorities help the IT team decide what to work on next, but it's a bit of a blunt tool. They can be viewed as the same thing at the most superficial level. E.g. Priority 1 incidents will be resolved in 90 minutes. SLA achievement for the month = 98% of Priority 1 incidents resolved in 90 minutes. Indeed, this is probably the way to go to keep it simple. SLAs help add in extra dimensions and set qualitative measurements and performance expectations by which we can communicate expectations for both the customer and service provider. So an SLA can also include availability metrics and capacity boundaries as examples. Benefits of SLAs So, there are a couple of clear benefits to having service-level agreements in place and published. Setting clear expectations – Defining parties' scope, performance, process and responsibilities. Improving communications – Sets a documented framework up front that all stakeholders can review and help improve and help improve working relationships. Performance measurement – By explicitly capturing needed performance levels, it should be apparent if the targets are being met and why not. This may support discussions for further resourcing or adjusting the targets to something more realistic. The 3 Types of SLA There are three main types of standard SLA models. First, you must be clear on your model and how you wish to implement it. Service-based SLA A single agreement covers a service, and all customers share the same level of service. Customer-Based SLA SLAs differ for each customer of that service. Multi-Layer SLA A single SLA has multiple layers as options. For example, gold, silver and bronze levels, depending on the cost. Key Notes Can you measure it? Ensure that nothing goes into your SLA that is not easy to measure. For example, it is probably too complicated if it requires lots of manual calculations or different pieces of data to be brought together. A great example is availability, a measure often tricky for people to obtain. If you can automate it, that's great. Still, equally, you could use a simple report to summarise major incidents in a period, calculate the total outage periods, and use that to calculate availability. Manually going through MI reports or incidents and adding things up, trying to remember if there was any outage, is a quick way to expose your lack of maturity to anyone you engage with on the figures as soon as they recall an issue you'd overlooked. By automating it, you should avoid such problems. Always be transparent about how you calculate figures. Baseline before promising If you don't know how you are currently doing against potential metrics / KPIs before you publish them to a customer, then you probably shouldn't. Saying you can hit 95% of all priority 3 incidents within the target is great if you know you can currently do it. Otherwise, you are immediately going to over-promise and under-deliver. Simplifying the SLA Model Let's pause here, just for a moment. I said SLAs are not typically just priorities; there can be much more to them. This is very true, for example, of an agreement for an outsourced service or a bespoke contractual agreement. The SLAs in these circumstances may include not only response and resolution times but measures of availability, security responses, disaster recovery, etc. So there will almost certainly be multiple dimensions to it. However, by adopting a simplified approach to SLAs where there is an opportunity, organizations can better focus on critical aspects of service delivery without being overwhelmed by complex agreements. This two-part approach consists of the following: Response and Resolution Times SLA: For service requests within the ITSM system, this part of the SLA focuses on response and solution times. These measurable targets are tied directly to service requests, enabling easy performance tracking and ensuring support teams remain accountable for timely responses and resolutions. Overarching SLA Agreement : A separate, overarching SLA agreement can be created to cover broader aspects of service delivery, such as help desk opening hours, service availability details, escalation paths, and more. By consolidating these details into a single document, organizations can maintain a centralized reference point for these key elements without complicating the SLAs tied to individual service requests. This adapted approach has several benefits for small to medium-sized organizations: Simplification : By separating response and solution times from the overarching agreement, organizations can maintain a simplified structure that is easier to manage and understand. Focus on key metrics: This approach allows organizations to prioritize the most critical aspects of service delivery, such as response and solution times, without being distracted by additional metrics that may not be as relevant to their specific needs. Flexibility : Organizations can adapt their service delivery expectations and requirements by maintaining an overarching SLA agreement without revising individual response and solution time SLAs. Streamlined management : With this two-part approach, organizations can manage their SLAs more effectively, making tracking performance and enforcing accountability easier. Stick with me here, and I'll try to explain in a couple of different ways. Firstly, here's a diagram showing how we could implement workflows around response & resolution times, which might vary, but the general agreement contains the other details in the SLA. So, to reflect on the above model for a moment in a visual way, it might look like this; Part One - Response & Solution Times The following is a screenshot from ManageEngine's SLA configuration tool. Note that here we can configure the response and fulfilment times, escalation times, and actions. Part Two: Overarching SLA Agreement Here, we have the more comprehensive service-level agreement document that contains everything else, such as availability metrics and hours of operation. The more you create complex SLAs, the greater all the downstream activities, including reporting, communication, resourcing to meet targets, etc. Having a myriad of SLAs for different teams and scenarios can become an absolute managerial nightmare. If you can't automate that scenario, then don't do it. You can end up in a situation where you are missing service levels, and you won't know it, but guess what? Your customer will. Configuring SLAs Configuring the SLA timelines response/resolution times in the ITSM tool Configuring your SLAs into your ITSM system is something I cannot help with in great detail as there are too many products out there, but let's assume it's based on a convergence of the above actions to this point and then the following; Define the escalation paths You'll need to define the thresholds for triggering automated alerts or notifications when SLA targets are at risk of being breached. This would include defining both the thresholds for alerts and whom to alert. What you configure this to will depend significantly on how you wish to implement things, but let's suggest that for lower priority issues, you set the threshold to 80% of the resolution and response times (e.g. on a 4-hour SLA, it would be 3.2 hours = 4hrs * 0.8 = 3.2 hrs). For more urgent or critical SLAs, you might set it to 50% (e.g. 30 mins on a 1-hour response = 1 * 0.5 = 0.5hrs). These are just suggestions; it's entirely down to how you configure your SLAs and escalation points. Build real-time dashboard monitoring Having dashboards that allow everyone to view where things are in real time is invaluable. Here are a few ideas on what widgets/metrics you could add to your dashboard to track response & resolution times. Open Tickets by SLA Status : Include a chart or list that categorises open tickets by their SLA status (e.g., within target, at risk, or breached). This can help you prioritise resources and take necessary actions to ensure SLA compliance. You may wish to refine this by priority levels (e.g., Priority 1, priority 2, etc.) At-Risk Tickets : Display a countdown or progress bar for tickets at risk of breaching their SLA targets. This can help you quickly identify tickets that require immediate attention. Create reports based on KPIs While the above is used for real-time tracking, you now should configure reporting on historical performance. As previously mentioned, less is more. Pick just one or two that resonate with you. Here are some suggestions for consideration; SLA Compliance Rate Over Time : Generate a report that shows the percentage of requests and incidents that met their SLA targets for response and resolution times over a specific period (e.g., monthly, quarterly, or yearly). SLA Breach Rate Over Time : Create a report that displays the percentage of requests and incidents that breached their SLA targets for response and resolution times, allowing you to analyse trends and identify potential issues. Resolution Time Trends : Generate a report that illustrates the trends in average resolution times for requests and incidents. This can help you gauge the overall efficiency of your help desk over time. First Response Time Trends : Create a report that shows the trends in average first response times for requests and incidents. This can provide insights into your team's responsiveness and customer satisfaction levels. First Contact Resolution (FCR) Rate Over Time : Generate a report that displays the FCR rate for a specific period, allowing you to track improvements in resolving issues on the first interaction with customers. Ticket Volume Trends : Create a report that shows the number of requests and incidents over time, which can help you identify patterns in workload and allocate resources effectively. SLA Performance by Category : Generate a report that breaks down SLA compliance and breach rates by ticket category, allowing you to pinpoint specific areas that may require process improvements or additional resources. SLA Performance by Priority : Create a report that displays SLA compliance and breach rates based on ticket priority. This can help you assess your help desk's effectiveness in handling high-priority requests and incidents. Escalations Over Time: Generate a report that shows the number of escalated tickets over time and the average time taken for escalation. This can provide insights into your team's ability to identify and address critical issues. SLA Performance by Agent : Create a report that displays individual agent performance regarding SLA compliance, breach rates, response times, and resolution times. This can help you identify top performers, staff training areas, and process improvement opportunities.

List your services in a standard format. Welcome to our Service List Template digital download page. This Excel template is your go-to resource for capturing all services provided by your IT department, ultimately facilitating the creation of a comprehensive Service Catalog. This document has been prepopulated with common services to get you off to a flying start. What is the Purpose of the Service List Template? The primary purpose of this template is to collate and summarise all the services offered by your IT department. By consolidating this information, you're laying the foundation for creating an organised Service Catalog that enhances service management, user experience, and strategic planning. Where and When to Use a Service List? The Service List Template is ideal for IT departments in organisations of any size looking to create or update their Service Catalog. It is especially useful during planning phases, IT audits, or any time there's a need to evaluate and manage services provided systematically. What's Inside? Additional Information The template includes various fields that capture crucial details about each service: Service Name: Clearly identifies the service. Service Description: Describes its purpose, functionalities, and benefits. Service Category: Classifies the service (e.g., Communication, Security). Eligibility Criteria: Specifies who can request the service. Prerequisites: Lists any conditions for using the service. Costs and Pricing: Provides cost details, if applicable. Request Process: Explains how to request the service. Fulfillment Time: Gives an estimated time for service delivery. Dependencies: Notes other services or systems upon which it relies. Additional Resources: Includes links to further guidance and FAQs. Why Choose Our Service List Template? Structured: It follows a logical structure that makes it simple to fill in and read. Comprehensive: Designed to capture all pertinent information about each service. Versatile: Useful for both small businesses and large enterprises. Facilitates Planning: Lays the groundwork for creating a detailed and user-friendly Service Catalog. Efficient: Streamlines the service management process, saving time and effort in the long run. This template will equip you with a consolidated view of all your IT services, making it easier to manage, distribute, and optimise them effectively.

Use this template to track budget and actual spend during a project. Introduction The Project Budget Document is an integral management tool that provides a comprehensive view of the financial dimensions of a project. Divided into three main sections—Budgeted Figures, Actuals, and Variance—this document aims to offer transparency, control, and foresight in managing project finances. Purpose of the Budget Tracker Template The primary objective of this budget document is to ensure financial discipline within the project as simply as possible. By offering estimations, real-time tracking, and comparative analysis, the document facilitates decision-making and enables optimal resource allocation. When and Where to Use? This Project Budget Document is utilised: At the project initiation phase for planning budget allocations. Throughout the project lifecycle for real-time financial tracking and control. Key Components Budgeted Figures: This section outlines the estimated expenses for the project, providing a financial blueprint. Actuals: This section records the actual expenditures as the project progresses, allowing for real-time tracking. Variance: Compares budgeted figures with actuals to identify discrepancies and triggers corrective actions when necessary. Each of these components is further broken down into five categories: People: Cost associated with human resources. Hardware: Expenditures on physical infrastructure. Software: Spending on software licenses, maintenance, etc. Third-Parties: Costs involving consultants, vendors, or any external agencies. Other: Miscellaneous costs that don’t fit into the above categories. Additional Features Detailed Categorisation: Allows for a nuanced understanding of where the budget is spent. Real-time Tracking: Facilitates immediate financial decisions based on actuals. Accountability: Assigns cost-centres, making it easier to hold departments or individuals accountable for their spending. Why Opt for this Project Budget Document? Financial Clarity: Provides a clear roadmap of planned vs actual spend. Resource Optimization: Helps in redistributing resources effectively. Risk Mitigation: Aids in early identification of financial risks and provides scope for corrective action. For project managers and financial analysts, this Project Budget Tracker Template is a must-have, ensuring that the project remains financially viable from start to finish.

Standard template for communicating known issues details and workarounds to stakeholders. In the ever-evolving landscape of technology, bugs and issues are unavoidable. Our Known Bug or Issue Notification Template is designed to help you communicate these issues transparently and efficiently with your stakeholders. What is the Purpose of the Known Bug or Issue Notification Template? This template serves to: Inform Stakeholders: Quickly notify users and stakeholders about any known bugs or issues that might affect their experience. Provide Workarounds: Offer immediate, practical solutions that allow users to continue their work with minimal disruption. Build Trust: Transparent communication during challenging times enhances your brand's credibility. Where and When to Use the Known Bug or Issue Notification Template? Ideal For: Software Companies SaaS Providers IT Service Providers When to Use: When a bug is identified but a fix is still in development When an issue arises that affects multiple users When you want to communicate a problem transparently What's Inside? The Known Bug or Issue Notification Template includes: Issue Details: Comprehensive information about the bug, its impact, and the affected versions. Workarounds: A list of temporary fixes to help users continue working. Support Channels: Information about how to reach customer support for further assistance. Additional Information Adaptable: The template can be customised to fit various issues and bugs. User-Centric: Focuses on providing immediate solutions to minimise user impact. Why Choose Our Known Bug or Issue Notification Template? Our template isn't just a way to inform—it's a way to show that you care. By being upfront about issues and providing temporary solutions, you're taking a step towards increased transparency and improved customer relations.

A template to help you capture the key items when preparing a customer review that outlines performance and services. This downloadable template is designed for IT professionals, managers, and consultants who need to prepare, analyse, or present service review reports. The template aims to standardise the presentation of key performance indicators, achievements, and recommendations. What is the Purpose of The Customer Service Review Template? The Service Review Report Template serves as a structured format for summarising and evaluating the performance of IT services over a specified period. It allows for an easy-to-understand report that highlights crucial data and insights. Where and When to Use this Template? This template is versatile, ideal for: Monthly, quarterly, or annual IT service reviews Consultants evaluating an IT service Internal audits or quality assurance checks What's Inside? The template comprises: Executive Summary: A brief synopsis highlighting key points and recommendations. Performance Overview: Summarises achievements, challenges, and trends. Service Level Agreements & KPIs: A table for measuring performance against set targets. Major Incidents During Period: Records significant incidents, their duration, and status. Releases During Period: Documents updates or changes released during the period. Planned Releases For Forthcoming Period: Lists any upcoming releases. Areas of Improvement and Recommendations: Provides actionable insights and suggestions. Conclusions: Concludes the report with major takeaways. Additional Information Customisability: The template is highly adaptable to fit various reporting needs and can be modified according to specific metrics or KPIs. Guidance Notes: Includes placeholder text to guide you through the reporting process. Why Choose Our Template? Comprehensive: Includes all essential sections for a thorough service review. User-Friendly: Designed for ease of use, enabling quick data input and analysis. Time-Efficient: Streamlines the reporting process, saving you valuable time. Professional: Ensures that your report aligns with industry standards and best practices. Utilise this Service Review Report Template to ensure a meticulous and professional evaluation of your IT services.

What is a SMART goal? SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. Applying this framework to goals will help ensure they are clear, focused, and actionable. How to set SMART goals for help desk metrics To set SMART goals for your help desk metrics, identify the key performance indicators (KPIs) you want to focus on, such as FCR, AHT, or CSAT. Then, follow these steps: Clearly define the desired outcome, specifying what you want to achieve, why it's essential, and how it will be accomplished. Determine the criteria for measuring progress and success and establish a baseline by analysing your team's performance. Assess the feasibility of your goal, considering available resources, potential obstacles, and the time required to achieve it. Then, make adjustments as needed to ensure the goal is realistic. Align your goal with organisational objectives and priorities, ensuring it supports your organisation's broader mission. Remember how senior management love that? 5) Set a deadline or timeframe for achieving your goal, and communicate this timeline to your team. Examples of SMART goals Here are a few examples of SMART goals for help desk metrics: Increase First Contact Resolution rate by 10% within the next three months by providing additional training on common customer issues and updating knowledge resources. Reduce Average Handle Time by 15% over the next six months by streamlining processes, investing in new support tools, and implementing a mentorship program for new agents. Improve Customer Satisfaction scores by 8% in the next quarter by enhancing communication skills, setting clear customer expectations, and promptly addressing negative feedback. By setting SMART goals for your help desk metrics, you can provide clear direction and focus for your team, ensure alignment with organisational objectives, and promote continuous improvement in your team's performance and customer satisfaction.

Hello! Let's have a look at something that has quite literally changed my approach to business strategy and goal setting – OKRs. I'm sure you're thinking, " Great. Corporate word soup. " But stay with me; I promise this one is different. I fell in love with it a couple of years ago and am absolutely evangelical about it. First off, what's an OKR, anyway? The acronym stands for Objectives and Key Results . The idea was brewed up by a chap named Andy Grove, former CEO of Intel, and later brought into the spotlight by the venture capitalist John Doerr, who introduced it to Google in the early days (and they still use them). Setting SMART (specific, measurable, achievable, relevant & timebound) goals isn't new. OKRs are similar but add a twist – they merge aspirational objectives with concrete key results that signal successful delivery. Suppose your objective is to " Be the number one ice cream seller in all of Brighton " (a noble and worthwhile goal). A key result might be " Increase monthly ice cream sales by 20%. " The objective is the vision, and the key result is the quantifiable measurement that shows you're on your way to making that dream a reality. Note; the key result is not an action but a measurable outcome. This simple yet potent formula is where the beauty of OKRs lies. Each objective requires some good, old-fashioned head-scratching to get right, and the key results that follow aren't just a nod of agreement; they're proof that you're hitting the bullseye. Here's another example; Objective: Successfully complete a marathon in under 5 hours. Key Results: Increase weekly running distance to 40 miles by the end of month 2. Complete three 20-mile runs at a consistent pace by the end of month 4. Incorporate two days of strength and flexibility training each week to reduce injury risk. Improve average pace to 10 minutes per mile in half-marathon distance runs by the end of month 3. Dedicate one day each week to recovery and cross-training exercises for balanced muscle development. What I love primarily about OKRs is their ability to focus the mind. In a project, too often, we sit down and talk about tasks, not outcomes. We focus on the doing part right out of the gate, not the results we need. Asking people to contribute to writing iron-clad key results that align with an objective can be invigorating, and you might find that what you thought was robust and well-understood... isn't. Another of the great features of OKRs is their versatility. They're not picky; you can use them at any level – from an individual contributor to the strategic echelons of a company. What's even better is how they cascade, a bit like a waterfall of strategic planning. A high-level key result for an organisation can trickle down to become a team's objective, sprouting its own set of key results. (In the purest world of OKRs, they are set bottom-up & top-down simultaneously, meeting and adjusting in the middle). Because OKRs are transparent and should be communicated to everyone, people feel more connected to their work and the broader objectives of the business. It's not just about clocking in and out; it's about contributing to the big picture, and people love to be part of that. So often, I've seen the people on the ground completely disconnected from the strategic direction and challenges of the organisation. This is a great way to deal with that. If I walked into your office or team right now and picked a junior staff member, would they know the objectives for the quarter/year, or would they just know that they have a series of tasks to complete, disconnected from a higher purpose? If the answer is 'no', consider the OKR process seriously. Now, here's where it gets a bit sticky. Many folks believe they've got their heads around OKRs, but they're dealing with a mutated version. These are often the result of organisations attempting to shoehorn OKRs into existing practices without fully understanding their nature. This usually leaves the magic of OKRs by the wayside. One of the big misconceptions is that OKRs should be tied to personal performance and bonuses. That's a no-go. Why? Because OKRs are meant to be ambitious, encourage innovative thinking, and prompt us to shoot for the stars. Tying them to bonuses risks people sandbagging and playing it safe, and that's not the spirit of OKRs. Aim high, and fail quickly. Nobody will want to fail if the outcome is tied to their paycheck. If you need more information on that, then check out this article . I'd suggest, though, especially for strategic planning, which suggests a quarterly OKR cycle, that you set annual objectives and not key results , but for each of the annual objectives, set the key results quarterly. It slickens the process. So, for example, have an annual objective that says, " Rank in the Top 3 results for Google Searches in our niche by the end of the year ", and update the key results for that objective quarterly. You keep the vision but break it down by saying, ' Okay, what are we going to do for that and be measured against during the next quarter? ' Create other objectives quarterly if you need, but keep that 'north star' objective. So, how can you learn more about OKRs and ensure you're on the right path? The book "Measure What Matters" by John Doerr is a brilliant, accessible starting point, offering in-depth insights into the world of OKRs. For online resources, the site www.whatmatters.com is a treasure trove of valuable information and a great companion to Doerr's book. Lots of examples and some really great training videos. There you have it, OKRs in a nutshell - simple, cascading, inclusive, and effective. So, go forth, explore the world of OKRs, and remember, they're not just about reaching your goals; they're about embarking on a journey of ambition, growth, and success. Ultimately, it's not just about the destination but the wonderful ride that gets you there.

Objectives and Key Results (OKRs) are a powerful tool for setting team goals. While there are multiple goal-setting methodologies, OKRs stand out for their adaptability, precision, and focus on alignment and accountability. Typically OKRs are used for corporate objective setting and cascading, but here, I will unlock OKRs and explore how they can focus a project's direction and increase its chances of success. What is an OKR? OKR stands for Objectives and Key Results. The technique was developed within Intel by Andy Grove in the 1960s but found fame through its use at Google under the direction of John Doerr in the 1990s. To this day, Google still uses OKRs as their predominant tool for setting corporate objectives. Hundreds of thousands of organisations seek to emulate the success of Google and use OKRs to set their company-wide and team objectives, and here we look at using them for project management. The approach is to define a goal through two parts: the objective and the key results. 1. Objective This qualitative goal is designed to be ambitious, inspiring, and actionable. It outlines what you aspire to achieve in a given time frame. The objective should be easy to understand, memorable, and something people can rally around. 2. Key Results These quantitative measures indicate that the objective is met. They should be specific, time-bound, and measurable, indicating progress toward the objective. There are usually 2-5 key results per objective. The idea of OKRs is straightforward, but as with many simple concepts, getting them right can be tricky. Let’s look at some examples. Examples Example 1 Let's say we want to train for a marathon. Our objective will become something like this; Successfully complete a marathon within the next 6 months. It's pretty concise as an objective. It's clear, outcome-focused and time-bound. Now, let's add Key Results into the mix. They might look like this; Run at least 4 times per week for a total weekly distance of 30 km or more Increase my longest run to 30 km within 4 months Finish a half-marathon within 2 hours and 30 minutes within the first 3 months Achieve a marathon completion time of under 5 hours. These key results are outcome-focused milestones on the road to successfully delivering our objective. It's important to note that they are not tasks but outcomes. If we tick each of these items off as we progress, they will show progress towards and then confirmation of completion of the objective. Example 2 Here is another example, this time for a software delivery project. Objective: Successfully launch our software product to capture a competitive position in the market within the next quarter. Key Results: Complete software development milestones on time, with a focus on core features Achieve a beta-tester satisfaction rate of 80% or higher Obtain 10 client testimonials within one month of launch for marketing Generate a minimum of £50,000 in revenue within the first two months post-launch A phrase like 'successfully launch' is subjective but is qualified in the key results. There should be no ambiguity that we meet our objective if we successfully complete key results 1 to 4. How To Unlock OKRs To Cascade Objectives The beauty of OKRs is that they scale and cascade very easily. Cascading OKRs within a project enables alignment from top-level objectives to individual team or even employee goals. This hierarchical approach ensures everyone's work is strategically linked to the project's overarching aims. When higher-level OKRs are established, subsidiary objectives and key results can be formulated at the departmental or team level to support them directly. This creates a chain of accountability and purpose that permeates the entire organisation. Cascading OKRs helps in identifying dependencies and allocating resources more effectively. By ensuring that each level of the organisation works towards a subset of common goals, projects are more likely to stay on course and achieve their intended outcomes. Here's an example of cascading OKRs. Project-Level OKR Objective: Successfully launch the mobile application to capture a competitive position in the healthcare sector within the next quarter. Key Results: Complete software development milestones on time, focusing on core features. Achieve a beta-tester satisfaction rate of 80% or higher. Secure 20 partnerships with healthcare providers within one month of launch. Generate a minimum of £100,000 in revenue within the first two months post-launch. Development Team OKR (Aligned with Project-Level Key Result 1) Objective: Deliver a robust and user-friendly mobile application with core features ready for beta testing within 8 weeks. Key Results: Complete the user interface by Week 3. Finish back-end development, focusing on security and scalability, by Week 5. Conduct internal testing and debugging by Week 7. Obtain approval from the quality assurance team by Week 8. Review Cycles In a strategic organisational OKR cycle, annual and quarterly OKRs are the bedrock for long-term planning, with regular monthly check-ins ensuring alignment and progress. However, project-based work often requires a more agile and focused approach. Projects can have varying durations and phases, each with unique challenges and deliverables. Therefore, adopting a one-size-fits-all approach to OKRs may not be the most effective strategy. To cater to the specific needs of a project, consider implementing a dual-layered OKR system. Firstly, overarching OKRs for the entire project act as your "guiding north star," providing long-term vision and alignment. These could be aligned with the project's primary objectives, such as successful delivery, user adoption, or achieving a particular return on investment. Secondly, set phase-specific OKRs that cater to the immediate goals of the project's current stage, whether that's the planning, execution, or closing phase. These shorter-term OKRs enable teams to focus on immediate tasks while contributing to the overall project objectives. These can be reviewed more frequently—perhaps bi-weekly or weekly—to ensure rapid responsiveness to project developments. The Benefits of OKRs in Project Management Alignment & Transparency Using OKRs to set the project's direction sharpens minds and crystalizes intent. Too often, poorly worded objectives that aren't outcome-based are used, which means they are open to interpretation. When the team misunderstands or interprets goals differently, it means there is bad alignment. OKRs help align the project team around what's important, not what they 'think' is important. It also helps with the transparency of objectives. Everyone on the project should know what the project is seeking to achieve. There should be no hidden agenda, only an agreed common purpose. Setting OKRs shouldn't be done alone in a dark room but in full view of significant stakeholders and their collaboration. This transparency and review will make the objectives and key results much more robust. Accountability Accountability is a cornerstone in the effective implementation of OKRs within any project. The framework lays down the roadmap for what needs to be achieved and explicitly states who is responsible for each aspect. As each key result is tied to measurable outcomes, there's an explicit criterion for success or failure. This unambiguousness leaves no room for misinterpretation, ensuring that individuals and teams know what is expected of them. Regular check-ins are essential for maintaining accountability throughout the project's life cycle. These meetings are a touchpoint for tracking progress, discussing roadblocks, and recalibrating if needed. By doing so, the team maintains high visibility on each OKR, making identifying areas that may require additional resources or intervention easier. This proactive approach to accountability helps mitigate risks and instil a culture of responsibility and ownership among all stakeholders. Simplicity The whole concept of OKRs is easy to explain. The project's focus can be on the results rather than the tasks, a common issue with projects that struggle to see the wood for the trees. Common OKR Pitfalls While OKRs can be game-changing, implementing them incorrectly can lessen their impact and undermine their value. Here are a few common pitfalls; Lack of Clarity: Ambiguous objectives and key results can result in confusion and misalignment. Every OKR should be clear, specific, and easy to understand. Argue about them, rewrite them, share them, but reach a common understanding. Overcomplicating OKRs: Aiming for perfection or including too many KRs can lead to analysis paralysis. Simplicity is key in OKRs. The fewer words, the better. Setting Unattainable Goals: While OKRs should be ambitious, setting them too high can discourage teams and result in missed targets. Set stretching targets, not impossible ones. Don't punish failure, and don't link OKRs to performance bonuses or you'll get sandbagging and a tendency to lower the goalposts. Insufficient Check-ins: Without regular review cycles, teams can lose focus or fail to adapt to new circumstances, derailing progress. How formal these check-ins are up to you. Maybe they are highlight report-based, or maybe verbal updates. However you choose to do it, make sure there are regular updates. Ignoring Adaptability: Projects and scope change. Being too rigid with your OKRs can result in missed opportunities or failure to adapt to setbacks. If something changes in the project that necessitates a change in an OKR, do it. But don’t do it in isolation. Make sure stakeholders are aware. Lack of Accountability: The chances of meeting objectives dwindle if it's unclear who is responsible for each key result. Always have an accountable owner for each key result. In conclusion, OKRs are a great tool. They are potentially game-changing for corporate governance and project managers as well. There are some great resources for OKRs out there. One of the better ones is www.whatmatters.com, which has free OKR review cycle templates and training.

The following is a curated and reviewed list of the top statistics around Project Management as of February 2024. Contents Top Project Management Statistics Project Management Best Practices Project Time & Resource Allocation Organisation Maturity Project Outcomes Future Trends Training & Development Agile Development Top Project Management Statistics Here are the top project management statistics that should grab your interest. 23 % (1 in 4) use a Project Management software. 77 % of high-performing projects use Project Management software. 54 % cannot track real-time project KPIs. 47 % of Agile developments are late, have budget overruns, or result in unhappy customers. 77 % of high-maturity organisations meet goals, compared to 63% of others. 11.4 % of investment is wasted due to poor project performance on average. 61 % of projects have highly evolved sponsors. 47 % of project managers believe they are expected to deliver more value with a reduced budget and timeline. 37 % of projects fail due to a lack of clear goals. 50 % reduction in delivery time, 75% fewer defects, and 34% lower productivity are reported by Agile teams that aggressively control Work in Progress (WiP). Project Management Tools Here are the top project management statistics about tools that should grab your interest: 22%  of organisations use project management software​  ( TeamStage ) ​. 77%  of high-performing projects use project management software​  ( TeamStage ) ​. 54%  of companies cannot track real-time project KPIs​  ( ProofHub ) ​. 41.96%  of organisations use Jira for project management​  ( FounderJar ) ​. 71%  of project management professionals report increased use of collaboration software in the past year​  ( Visual Planning ) ​. 54%  of the workforce believes automation tools could save them more than five hours per week​  ( ProofHub ) ​. 56%   of organizations find new project management software costs too high​  ( ProofHub ) ​. 47%  of Agile projects are late, have budget overruns, or result in unhappy customers​  ( Visual Planning ) ​. 77%  of high-performing teams use project management software that offers a wide variety of features​  ( ProofHub ) ​. Project Management Best Practices What can we learn about best practices in project management? 1/3 spend 1 or more days manually collating project reports. 52% of projects have a scoping document, and 58% follow a defined methodology. 64% of project managers engage in risk management. 61 % mostly or always apply a defined project methodology 61 % Mostly or always create a scoping document 50 % Mostly or always baseline their project schedules 60 % of Project managers always or mostly engage in risk management Project Time & Resource Allocation Statistics that tell us more about how project managers spend their time and manage resources. 68% of project managers' time is spent on formal projects and 23% on informal projects. 25% report not having the right technology to enable team collaboration on informal projects 50 % of projects fail to deliver on time, and 23% cite poor resource allocation as the primary cause. (PMI, 2022 Pulse of the Profession® report) 36% of companies use resource management to estimate and allocate resources often. 75 % of project managers say they have been asked to do too much work with too few resources. (PMI, 2021 Project Management Salary Survey) 20 % of the average project manager’s time is spent on resource allocation. 73 % more mistakes are likely to be made by overallocated resources. 50 % more resources are likely to leave their jobs when underallocated. Organisation Maturity Statistics that delve into the maturity of an organisation’s project management. 45% are dissatisfied with their organisation's current level of project management maturity. 82% of organizations have at least one PMO. 45% say their organization has a track record of project success. 53 % of organizations prioritize building a culture receptive to change. 70 % prioritize culture centred on delivering customer value. 69 % say senior leadership highly values project management. 1 in 5 are unsure what is being used to measure business value. Project Outcomes How often do projects succeed, and what conclusions we can draw? 34% of organisations complete projects on time, 36% deliver full project benefits 34% of projects are completed on budget 29 % of organisations mostly or always complete projects on time. 43 % mostly or always complete projects on budget 40 % of organisations believe they deliver the full benefits of their projects 67 % more project failures are reported by organisations that undervalue project management. 67 % of high-maturity organisations deliver on time, as opposed to 30% of others. 56 % of high-maturity organisations stay within budget, while only 21% of others do the same. 35 % of organisations consider organisational agility as a top factor in achieving future success. 32 % of organisations prioritise choosing the right technologies for success. 31 % of organisations emphasise securing relevant skills for success. Small Projects (less than $1 million) Large Projects (more than $10 million) 76% are successfully 10% are successful 20% are challenged 52% are challenged 4% fail 38% fail https://www.projectmanagementworks.co.uk/project-failure-statistics/ Future Trends These statistics outline the future of project management. 62% believe project work will increase in the future. 71% believe people will need more project management skills in the future. 2.3 million people will be needed each year to fill all project management-oriented positions expected to open by 2030. 49 % will invest in technology advancements in the next 3-5 years. 44 % will invest in digitalization in the next 3-5 years. 40 % of project workers say they might leave their jobs in the near future 27 % of IT departments will consider a hiring freeze to insulate themselves from economic downturns. Training & Development How much time do organisations spend on project management training? Read on. Power skills, often called soft skills, are interpersonal and emotional intelligence attributes that enable individuals to communicate, collaborate, and navigate complex situations effectively . 92 % of respondents agree that power skills help them work smarter. Organizations spend 51 % of their training budget on technical and 25 % on power skills. Project professionals spend 46 % of training time on technical skills and 29 % on power skills. 47 % say power skills were not discussed when hired or promoted. 12 % say their organization does not measure power skills in individuals. 20 % say their organization does not measure power skills in teams. Wasted investment due to poor project performance averages 4.8 % for organizations prioritizing power skills versus 8.8 % for those that don't. 65 % of organizations prioritizing power skills successfully meet business goals versus 25 % of those that don't. Organizations prioritize developing leadership ( 65 %), technical ( 68 %), business ( 58 %), and digital skills ( 50 %). 59 % use design thinking at least some of the time. 61 % provide project management training. 51 % require project role certification. Agile Development An exploration of statistics relating to the Agile Development approach. 52 % prioritise Agile practices for accelerating time to Market. 47 % of Agile teams are measured by on-time delivery. 70 % of agile organisations increase their time-to-market 36 % of product owners adopt Agile practices 4 out of 5 organisations have Agile teams distributed geographically. 27 % of Agile users are in the technology industry 2:1 difference in throughput between 95% or more dedicated teams compared with 50% or less dedicated teams. 250 % better quality is achieved by Agile Teams doing Full Scrum compared to teams doing no estimating. 40 % less predictability, 17% lower quality, but 17% higher productivity characterise teams of 1 to 3 people. 14 % higher productivity, 8% greater predictability, and 26% increased responsiveness are observed in teams with two-week sprints compared to those with four-week sprints, although quality is 5% lower.

I have long advocated for the Situational Leadership model Paul Hersey , and Ken Blanchard developed. Over the years, I've found it to be an invaluable framework for personal and professional growth and for guiding those I've had the privilege to lead. A lot of leadership discussion is, well, 'fluff'. But this strategy fundamentally changed how I approached management and leadership, how I engage with people, and also how I empathise. I'm not making any affiliated commission from this article; it is written only to help you to perhaps discover a technique that might be helpful. What is Situational Leadership? In a nutshell, Situational Leadership II (or SL2) is a technique for adapting your leadership style according to the followers' (sorry, I've really struggled to find a better word than 'follower' - hopefully, it'll make sense as we proceed) unique needs and maturity levels based on a given task and their ability to execute. Remember, leadership and management are two different things . Sure, there's a Venn diagram overlap between them, and it's unlikely you can be any kind of manager without leadership skills, but being a manager is about being at a point in the hierarchy, giving orders, direction and setting goals. Management typically involves processes, systems, planning, budgeting, staffing, and evaluating performance to achieve specific objectives within an organisation . Leadership is a soft skill, and you don't need to be in a position of power to be a leader; it's the process of 'influence' and inspiration. The Situational Leadership model delineates four distinct stages, or leadership styles, based on the support and direction needed. It helps leaders to tailor their approach to each employee or follower. Knowing when and how to apply the different approaches is important to success with the approach, and it is key that the follower understands why you are taking a certain approach and what they can expect as they mature. Otherwise, the situation can result in resentment around micromanagement in the earlier stages. By talking it through with the follower, you may learn that they have a different opinion of how much support and direction they need, which, of course, may or may not differ from your own opinion, but if it does, that gives you something to discuss. The Situational Leadership Model Below is a summary of the Situational Leadership model. As you can see, it indicates movement through each stage, starting with 'S1' and progressing to 'S4'. This shows the different leadership styles that should be applied depending on the follower's directive and supportive needs, which will change over time. As the follower increases in capability and confidence, the leadership style changes with them. It starts as highly directive and instructional and moves through to ultimately delegating and letting them get on with things but staying available if needed. The Stages of Leadership Directing (S1) The initial stage of 'Directing' is characterised by the leader offering explicit instructions and supervision to less experienced followers. Here, we are giving guidance on tackling the issue, perhaps explicit training or instruction, or maybe advice. It's important to understand that we aren't necessarily talking about someone who is not a skilled and knowledgeable person, but that they may be new to a task or the organisation. So, in the early days, they may need more instruction and not as much encouragement. Like me, when I'm looking for the coffee machine on my first day in a new office; I need to be pointed in the right direction and maybe shown how the darn thing works. Leaders focus on providing clear guidance, setting goals, and monitoring progress closely to ensure the successful completion of tasks. The follower will likely be full of naive optimism, whereby they'll overestimate their abilities or underestimate the complexity of the task ahead. So, they probably don't need a huge amount of support and confidence building but will require a high level of direction, whether they recognise it or not. When I learned to sail, I started as a ' noob ' as my kids say, and knew nothing about boats at all. I was a little nervous, thinking, 'How hard can this be?' Fortunately, I had a great teacher who let me get on with things and promptly watched me step off the jetty, onto my boat, which rolled under my weight, cast me sideways around the mast, and ended with me landing on my back in the boat next to mine (well, now it was my new boat as possession is nine-tenths of the law) with the class laughing at me. And my wife. Some scars will never heal. What should have happened, given my competence levels and overconfidence, was that I needed a high level of direction as to how to get into the boat without looking like an idiot. The instructor should have adjusted his leadership style to match my ability, which, looking back on it, maybe he didn't do just because it was probably the highlight of his day watching people fall into and out of their boats... or maybe he just didn't understand the SL2 model. Coaching (S2) As the follower transitions out of the 'Directing Stage', the leader moves into a coaching role as the follower builds their competence and confidence. While still offering direction and guidance, the leader should foster open communications and encourages input from the follower, thereby supporting their skill development and bolstering their self-assurance. This is the trickiest phase in my experience, as you'll likely get pushback from the follower if you don't discuss the approach and their needs with them openly. And, to be clear, Situational Leadership is an approach that should be clearly on the table, and both parties should talk about the perceived needs. At this stage, the follower may start to realise the level of complexity in the task assigned and may therefore feel a little disheartened as they learn it's going to take more effort or time than they had anticipated (a stage I go through with every DIY job I start). So, we as leaders have to give them a bit of additional support as well as direction to push them up that hill, building their confidence and ability. This is the point in the boating analogy, it's where you turn too tightly and the boat tips over and you find yourself going for an unscheduled swim. As a follower, you need a high level of direction from the instructor on how to right a boat that's upside down, and encouragement that it's within your ability to do so. Supporting (S3) When followers attain moderate competence and self-confidence, the leader adopts a supportive stance. At this juncture, the leader's role involves facilitating the follower's efforts, offering encouragement, and recognising achievements. Furthermore, by listening, empowering, and collaborating with followers, the leader helps hone their problem-solving and decision-making capabilities. When we get here, we are really starting to roll. As a leader, we shout from the sidelines things like 'You got this, buddy!' and 'Go get em!' and other cliches like a dad teaching his kids to ride a bike. We keep the support in place, but the direction and explicit instruction are being withdrawn. Delegating (S4) In the final stage, the leader assumes a delegating role for followers who exhibit high levels of competence and confidence. This involves entrusting tasks and responsibilities to followers, granting them the autonomy to work independently and make informed decisions. Hands off, stabilisers off. If they need you, they'll ask you. While the leader remains accessible for consultation and assistance, they trust the follower's ability to execute the task effectively. Effectively we let them get on and do it. It might take a few hours, days, weeks or months to get here depending upon the nature of the task, but once there, the individual is off to the races. And me and my boat were sailing into the distance, leaving all the other suckers behind in my literal wake, and I won that damn race. Oh yes, I did... Summary There is so much more that can be said around this subject and templates that can facilitate discussion, so I do recommend a book like "Leadership and the One Minute Manager", or better yet, getting on a two-day course if you can get access to one. By adopting the Situational Leadership model, leaders can attune their approach to the specific needs of their followers, fostering personal and professional growth over time. To further explore the Situational Leadership model and access relevant training resources, visit: https://www.kenblanchard.com/Solutions/SLII