I started running just before I turned 30. After realizing I had never completed a consecutive mile, I wanted to see if I could reduce the amount I sweat (my cooling system is a slick thing to be admired) and transform into a long-legged, running gazelle (nope). Still, what I have discovered after years of trotting is there are similarities between running a race (like a half marathon, 13.1 miles) and the project management work I do at Reach Partners (everyday, baby). For both, success starts by committing to do what I say I’ll do. I clarify goals. Training for a race starts with the need, so does project management. Maybe I need to expend energy, improve my health, get stronger, or run longer than my previous self. Whatever the goal, the objectives help me shape a forward-moving plan. Likewise, projects start with the business need, which shapes the project objectives.
I establish a plan. Whether I’m running a race or managing a project, I can’t expect something to happen overnight. I select a training plan based on where I’m at physically, my goals, and the amount of time that I have before race day. Likewise, a project plan requires thinking about what is needed (time, financial and resources) to meet the expected outcomes. Plans require flexibility and the willingness to adjust when needed, like needing a break if I get sick or sustain an injury. Without a plan, I might accidentally eat a half-pound burger, fries, and a shake before a run. Urp. I get buy-in from stakeholders. As a runner, I may get up at 5 a.m. to log miles. I need to communicate this plan with family and friends so they will support my plans to run early Saturday mornings and sleep Saturday afternoons. As a project manager, I need to communicate the plan to those whose support is necessary to complete the project. Without their buy-in, I can’t successfully shepherd a project to success. I identify needed resources. As a runner, I need certain resources to get to race day: sleep, fuel, proper shoes and clothing, water. As a project manager, one of my jobs is to make sure the resources are allocated and available to successfully complete a project: materials, time, expertise. I identify (and mitigate) risk. My running plan identifies ways to prevent or mitigate risks: chafing, soreness, torn muscles, and how to handle the weather (always hope for 38 degrees, no wind). Likewise, my project management plan always identifies potential obstacles and challenges. Not every training run or project is going to go as planned under ideal circumstances. But by identifying (and trying to avoid) potential hang-ups, I’m already ahead. I trust the plan. On race day, I have to trust the plan. Whatever it took to get to the starting line is the same method that propels me to put one foot in front of other. It gets me to the finish. It’s the same with a project. A solid, well-thought-out process will guide the way to completion. Of course, I never forget that the race isn’t over when I step over the finish line. Likewise, the project isn’t done at the deadline. I celebrate the success. I close with stories, a great beverage, and a yummy treat. And then, I start planning for the next race. Trot on, my friends. See you on race day! —Rachel
2 Comments
Jason Orloske
5/22/2024 02:59:13 pm
YES!!! I've always said training for a race is a project. Go forth and kick a$$ in your next event!!
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Rachel
5/22/2024 03:05:11 pm
Thanks, Jason!
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