Voices on Project Management

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Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with--or even disagree with--leave a comment.

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Cameron McGaughy
Marian Haus
Lynda Bourne
Lung-Hung Chou
Bernadine Douglas
Kevin Korterud
Conrado Morlan
Peter Tarhanidis
Mario Trentim
Jen Skrabak
David Wakeman
Roberto Toledo
Vivek Prakash
Cyndee Miller
Shobhna Raghupathy
Wanda Curlee
Rebecca Braglio
Rex Holmlin
Christian Bisson
Taralyn Frasqueri-Molina

Recent Posts

How to Think Big While Managing Small Projects

Portfolio Governance—Ensuring Alignment to Strategy (Part 2: Definitions)

Why Certifications Matter (to Me)

Managing for an Uncertain Future

How to Motivate Your Team (Part 2)

Project Leaders as Ethical Role Models

 

By Peter Tarhanidis            

This month’s theme at projectmanagement.com is ethics.  Project leaders are in a great position to be role models of ethical behavior. They can apply a system of values to drive the whole team’s ethical behavior.

First: What is ethics, exactly? It’s a branch of knowledge exploring the tension between the values one holds and how one acts in terms of right or wrong. This tension creates a complex system of moral principles that a particular group follows, which defines its culture. The complexity stems from how much value each person places on his or her principles, which can lead to conflict with other individuals.

Professional ethics can come from three sources:

  1. Your organization. It can share its values and conduct compliance training on acceptable company policy.
  2. Regulated industries. These have defined ethical standards to certify organizations.
  3. Certifying organizations. These expect certified individuals to comply with the certifying group’s ethical standards.

In project management, project leaders have a great opportunity to be seen as setting ethical leadership in an organization. Those project leaders who can align an organization’s values and integrate PMI’s ethics into each project will increase the team’s ethical behavior. 

PMI defines ethics as the moral principles that govern a person’s or group’s behavior. The values include honesty, responsibility, respect and fairness.

For example, a project leader who uses the PMI® Code of Ethics to increase a team’s ethical behavior might:

  • Create an environment that reviews ethical standards with the project team
  • Consider that some individuals bring different systems of moral values that project leaders may need to navigate if they conflict with their own ethics. Conflicting values can include professional organizations’ values as well as financial, legislative, religious, cultural and other values.
  • Communicate to the team the approach to be taken to resolve ethical dilemmas.

Please share any other ideas for elevating the ethical standards of project leaders and teams, and/or your own experiences!

Posted by Peter Tarhanidis on: February 22, 2016 09:45 AM | Permalink | Comments (19)

Help! I Have Both Waterfall & Agile Projects in My Program

By Kevin Korterud

As both a project and program manager, I’m always keen to have projects and programs take the right first steps toward success. In the past, this would involve selecting the unified delivery approach used for all of the projects on a program. The idea was to impart consistency to the way projects were managed as well as produce common metrics to indicate progress.

It’s not that easy anymore. Today’s programs have projects with agile, waterfall, supplier, corporate and sometimes regulatory-mandated delivery approaches. In addition, these approaches as well as the different arrangements made with suppliers (e.g., time and materials vs. fixed price with deliverables) have dramatically increased the level of complexity and diversity of delivery approaches within a program.

So as a program manager, how do I keep all of these projects in sync no matter the delivery method? As a project manager, how can I execute my project in concert with the overall program in order to maximize the value that will be delivered, while avoiding schedule and cost overruns resulting from projects not operating in harmony? 

These are emerging challenges for which there are no single easy answers, of course. But I have found a handful of tips useful in getting a program’s projects to operate in a synchronized manner. I’ll share the first few in this post and the final ones in my next post, appearing later this week.

1. Remember: There’s No Such Thing as Agile or Waterfall Programs  

Given the mix of project delivery approaches, the program needs to properly segment work to manage the budget, resources and schedule regardless of the project delivery approach. In addition, the schedule alignment points, budget forecast process and deliverable linkages need to be identified between the various projects.

Typically, I find that while there is effort to plan for these items at the project level, the upfront effort for this harmonization at the program level is underestimated or sometimes left out altogether—program managers think the project teams will figure this out themselves. This sets the program up for schedule and budget overruns as well as overall dilution of the program business case.

Some ways for a program manager to harmonize projects on a program include:

  • Determine which agile sprint cycles will be used for aligning data integration, requirements and deliverables with the other projects.
  • Forecast the number of agile sprint cycles possible given the program schedule and budget parameters.
  • Use an integrated schedule to constantly generate awareness of relative project progress within a program—no matter the delivery approach.
  • Identify key dependencies between projects in the program; this can include event, deliverable and external dependencies.
  • Use active resource management across all projects on the program. 

2.  Make the Correct Delivery Approach Choice Before a Project Begins

The type of delivery approach for a project is determined by the type of work being performed and the end consumer of the project’s deliverable.

For example, a project on a program that is slated to create a consumer portal would be a desirable candidate for an agile delivery method. Another project that involves heavy system integration that a consumer never sees would be a candidate for a waterfall approach. A project to pass data into a government system would likely have its delivery approach set by the governmental body.

So before a project starts, program and project managers should agree on the optimal delivery approach that is the best fit for the project.   

Look for more advice in my next post on synchronizing a program’s projects, regardless of delivery method.

 

Posted by Kevin Korterud on: February 13, 2016 11:40 AM | Permalink | Comments (1)

The Customer Is Always Digital—So Make the Experience Right

By Peter Tarhanidis

New and proliferating digital technologies are giving rise to new competitive businesses while transforming legacy organizations. It’s no longer just about the Internet, but increasingly tech-savvy users and inexpensive smartphones and tablets.

From an organizational perspective, it’s not just a matter of grappling with new technical platforms: The relationship between organizations and their customers is being transformed.

Before, the cornerstone of customer service was the golden rule: treat your customers the way you want to be treated. Customer relationships were facilitated and managed within just a few departments.

Disruptive technologies have enabled a shift to a new paradigm: customer empowerment. This ushered in the new platinum rule: treat your customers the way they want to be treated. Disruptive technologies integrate organizations to their digital customer experience and are simultaneously influenced by social, consumer and professional media portals like Facebook, Yelp, NetPromoter Scores, and LinkedIn.

Now, much of the work and measurement of this activity is shared across the entire supply chain of the customer journey, which requires more cross-team collaboration to report on the customer experience.

So the importation question has become: How can we make the digital customer experience flawless? This is the new competitive differentiator for companies. Those that stand apart in this respect build market leverage.

Project managers are one asset organizations have at their disposal to ensure success with this new digital customer experience dynamic. Here’s a four-stop roadmap for optimizing your organization for the brave new digital world we all live in.

  1. Establish a plan to:
    • Identify current customer journey paths.
    • Optimize those paths into one consistent and simple location.
    • Digitize that journey and make it available online, mobile and global.
  2. Build the requisite foundation required to sustain the digital journey (e.g., big data analytics, and mobile-first and cloud infrastructure).
  3. Transition customers from legacy operating approaches into the new digital journey with a change management plan that leads to sustainable adoption.
  4. Improve the experience by acting on key performance metrics that gauge the quality of the customer’s entire journey—don’t just rely on the customer service department for quality control.

How is your organization adapting to the new realities of our digital customer age? Please take a moment and share your thoughts.

Posted by Peter Tarhanidis on: November 17, 2015 03:48 PM | Permalink | Comments (15)

Risk Management Isn’t Optional. Here Are 5 Tips for Doing It Right

By Kevin Korterud

 

 

I’m amazed at how often I receive requests for help creating an effective risk management process. These inquiries usually come from organizations with a risk management process that hardly anyone uses. Stakeholders, program managers, department heads and executives are mystified about why nobody is declaring risks on their projects, which can create the false perception that everything is going fine.

Why does this happen? One reason is that project managers believe making risks visible to leadership could impair their efforts. Another reason is an organizational culture that creates a negative perception of risks. For example, I have seen some highly entrepreneurial companies foster a mindset of rugged heroism, which causes project managers to think they have to fix everything themselves. In this project environment, project managers worry that escalation to leadership will be seen as a sign of weakness.   

In fact, there’s no use pretending any project is risk-free. Risk management is an essential part of any project: Whether you’re climbing a mountain or changing a light bulb, there are always risks. For anyone who’s ever been leery about flagging risks, or is just looking for some new approaches, here are five tips.

 

1. Think of risk management as a way to get what you need, when you need it.

Project managers rarely have the financial or command authority to change schedules or release additional funding—that’s leadership’s job. For this basic reason, declaring and escalating risks enables leaders to provide risk mitigation assistance. 

Making risks visible to your leadership gives them enough lead time to provide relief when it is needed, not weeks or months later when unmitigated risks turn into project problems.     

 

2. Don’t forget: People can be risks, too.

I have seen many risk management plans focus entirely on things: systems that might not be ready, processes affected by outside regulatory bodies, estimates that were done in a hurry at year-end budget cycles, etc.

What project managers often fail to consider in their risk planning is that people can also be risks.

For example, let’s say your project sponsor is replaced by someone who has no experience in the subject areas of your project. This lack of experience initially will cause longer decision-making cycles as the new sponsor comes up to speed in the subject areas.

So be sure to include people risks in your risk register—they can affect your progress as much as more inanimate factors.  

 

3. Create guiding principles for risk management.

While there may be a process in place for managing risks once they appear, quite often it is unclear to project managers when and how to escalate risks to higher levels in an organization based on their potential impact.  

To create clarity and promote transparency around risk management, the best approach is to set guiding principles that govern the process. The rules should be simple and broadly communicated throughout an organization.

Examples of guiding principles include:

Declaring project risks demonstrates professional discipline that will be recognized by leadership.

 A potential mitigation approach should be prepared for every identified risk.  

Risks with greater potential impact need to be made visible at higher levels in the organization.

 

4. Use the 30/20/10 rule of thumb.

In my experience, the most frequent question asked by project managers is how many risks should be identified on a project. For example, a person might feel that a small project should have a small number of risks. But that’s not necessarily true, especially if a small project impacts a large population of people.

One risk management approach I recommend to project managers is the 30/20/10 rule, which starts with a broad slate of risks and narrows them down throughout the life of the project.

Here’s how it works: Identify risks at the beginning of the project that, if realized, would affect 30 percent of the schedule, budget or results. Midway through the project, the goal is to lower the potential impact of risks to 20 percent of the schedule, budget or results. By the end of the project, the project should carry risks containing no more than a 10 percent impact.

 

5. Don’t forget the bigger picture.   

Project managers frequently tell me they would have finished a project on schedule, but team members were pulled into another project. Translation: another project was more important. And the strategic relevance of your project matters just as much as how you manage that project on a day-to-day basis.

 

To manage the risk of irrelevance, conduct an assessment on a recurring basis of how your project fits into your organization’s strategy and portfolio. Validate the relative priority of the project against other active and pending projects, and check on potential scheduling dependencies that may impact your plans, as well as any resource conflicts that may be triggered by other projects.

 

What techniques do you use to identify and mitigate risks on a project? If you’ve worked at an organization where flagging risks attracted negative attention from higher-ups, how did you deal with this challenge? 

Posted by Kevin Korterud on: February 27, 2015 10:40 AM | Permalink | Comments (8)

Leadership Tips from Entrepreneur and Sports Legend Earvin “Magic” Johnson

Categories: PMI

A legend on the basketball court and in the business world, Earvin “Magic” Johnson understands how to build all-star teams.

“You’ve got to know every teammate. I know the strengths and weaknesses of everybody that works with me — what they can and can’t handle,” said Mr. Johnson, who kicked off PMI® Global Congress — North America in Phoenix, Arizona, USA. “It’s about understanding how they can get to the next level. When they believe that you’re for them, then you can lead them.”

Mr. Johnson knows how to get teams to play at the top of their game: After leading the Los Angeles Lakers to five National Basketball Association championships, the Hall of Famer went on to become the most successful African-American businessman in the United States. As CEO of Magic Johnson Enterprises, he operates subsidiaries spanning the entertainment, foodservice and healthcare industries, among others.

Despite that track record, he never rests on his laurels. “I’m still learning, I’m still growing, I still have room for growth—and I know you do too,” Mr. Johnson told the 2,200 attendees gathered from 60 countries around the world.

Without that commitment to learning, project practitioners and their organizations risk being left in the dust.

“The marketplace is moving so fast. If you can’t adapt and adjust, it’s going to move right past you,” he said.

He urged audience members to conduct biannual SWOT (strengths, weaknesses, opportunities and threats) analyses — for themselves and their businesses.

And before they begin planning projects, organizations must understand the environment they operate in. When his company gets a new contract, Mr. Johnson said, “we have town hall meetings and listen to what people say. And then we deliver what they’re looking for.”

To get the right results, organizations must go in with the right strategy — and then make sure team members are on board and have the right skills to get the job done.

“You have to sell your team on the strategy so they can be successful,” he said. “The best basketball players I know made their teammates better. Ask yourself, how can you make the people you work with better?”

Congress attendees appreciated the “magic tricks.”

"There's a lot of truth in his approach to life — of the importance of hard work and relying on the right people for the job,” says Harold Mosley Jr., PMP, director, project management processes, Zachry Industrial Inc., San Antonio, Texas, USA. “You have to set high expectations and get the right people to fulfill them.”

Posted by Cyndee Miller on: October 27, 2014 03:25 PM | Permalink | Comments (1)
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