by Dave Wakeman
The new year is a good time for every project manager to take a moment to pause and reflect on what has worked and what hasn’t worked during the last 12 months. Many of my blog posts last year (like this one, and this one) focused on the intersection of strategy and project management. So I thought it could be valuable to suggest three ways you can propel yourself, your projects and your organization forward in 2016.
1. Set clear goals and objectives. As a project manager, you’re usually like the CEO of your project. So even if you’re in an environment where most determinants of success and failure are laid out by others, you still have the opportunity to set goals and objectives that will set your team up for success.
Imagine a project that is stuck. If you’re in the middle of this situation, it’s a good time to sit down and look at the project holistically and try to define some goals and objectives to get the project moving again.
This might require more than just saying what you hope to achieve over the next month, quarter or year—it could involve ways that you can give your team some short-term wins to create new forward momentum. The important thing is to take the opportunity to stop, think carefully, and decide with intention which way you want to move.
2. Simplify communications and decision-making. One of the supreme challenges for all project managers is the constant need to juggle information and communicate to various stakeholders effectively. Being the filter for most communications can hamper and complicate the communication process. As a strategic-minded practitioner, you’re going to have to simplify processes to avoid becoming a bottleneck.
You may find it easy to streamline your communications and decision-making processes by taking the following three steps:
First, set clear expectations for communication.
Second, empower your teams to use their best judgment and to take action within certain well-defined parameters.
Third, regularly review these processes to reinforce what’s working and change things that aren’t working.
3. Always return to the outcomes you need to produce. I’m guilty of belaboring this point, because it’s essential. The end results are what you need to be working toward. You have to be clear on expected outcomes and what you are trying to achieve. This will inform every action, tactic and process you roll out in your projects.
Get started by clarifying the desired results of your project, and then break them down by each piece of work that you need to produce to make them reality.
If you do this in combination with the items in #2, you’re on your way to becoming even more of a strategic partner in your organization’s success.
By the way, I write a weekly newsletter that focuses on strategy, value, and performance. If you enjoyed this piece, you will really enjoy the weekly newsletter. Make sure you never miss it! Sign up here or send me an email at email@example.com!
By Kevin Korterud
After many years of challenges and successes as a project manager, I took a moment to reflect on what made me leave my functional role and embrace project management. While I enjoyed working as an individual contributor with a particular function, project managers seemed to have a unique set of skills that I both respected and envied.
Here are four factors that set me off down the project management road. Hopefully, these insights will prove helpful to people considering project management roles and project managers who might need to re-energize themselves.
1. Projects Allow You To Build Things
When I was growing up, I loved to build models of aircraft, ships and cars. The process of making something interesting out of a disparate set of parts, selection of paints and sometimes vague instructions appealed to me. While sometimes the final product did not look exactly as I hoped, the journey helped build cognitive and visualization skills that made the next model turn out better.
Projects are not unlike model building. You have a set of parts (people, process and technologies), paint colors to select (requirements, communications) and quite often limited instructions from stakeholders on how to achieve success.
However, projects have additional complexities. You need to create the instructions (a project plan), determine who helps with what parts (project work activities) and coordinate when the parts are assembled.
2. The “People Factor” of Projects
As a functional specialist, I began to observe how effectively selecting, engaging and guiding people had a great impact on the project’s outcome. Often, the ability to produce a good team had more of an impact than my individual contributions.
One of a project manager’s most powerful skills is the ability to form and lead a team. While processes and technologies tend to behave in a somewhat predictable manner, people often do not.
As I grew as a project manager, I found that in addition to core project management skills, I needed to also build soft skills. These included: verbal communications, presentation skills, clarity in written communications and more.
In retrospect, working with people on project teams to achieve successful outcomes as well as helping them grow professionally has been one of the most rewarding aspects of my project management career.
3. Projects Yield Visible Results
When I was a functional specialist, I was most commonly tasked with creating and implementing a set of project deliverables. I was rarely on a project long enough to see the complete implementation and final results.
When I became a project manager, I began to see how I was responsible for the outcomes that created visible results. The project’s desired outcomes were more than the successful installation of a process or technology. It had to create a benefit once adopted by the project stakeholders.
The notion of producing visible results from a project can be very exciting. I was once involved in leading several projects that touched on the health and safety of employees. There was no greater professional and personal satisfaction than to complete a project that someday might save someone’s life.
4. Projects Build Personal and Professional Character
We all have days where things go so bad, we think, “If I could only return to my former role before becoming a project manager.” Project managers have to deal with constant uncertainty, a wide range of emotions, a lack of resources, schedule conflicts, missed milestones and more. However, all of these challenges have unintended positive consequences.
I once worked for a project manager who had been assigned to more failed or failing projects than anyone else in her group. It was a source of pride for her that these challenging projects strengthened her professional abilities and her character. By constantly having to work through adversities, she quickly built advanced skills and rapidly developed her confidence level.
In many ways, projects mirror situations we face in everyday life. By learning to adapt to ever-changing conditions, we grow in our ability to deal with difficulties, be they in a project plan or missing the train to work. I found that when I became a project manager, my professional and personal skills grew at an accelerated pace.
So what got you to become a project manager?
By Peter Tarhanidis
Many organizations rely on traditional curriculum-based learning to develop project leaders. However, such approaches are deeply rooted in pedagogy—the teaching of children.
Even though top managers at many organizations invest in traditional project management curricula, these courses have limited utility for adult project managers, slowing down the organization from reaching goals. In my experience, organizations tend to employ disparate training methodologies while teams dive into execution with little planning. With scattered approaches to talent management and knowledge transfer, they miss project goals.
All this creates an opportunity for an enterprise-wide approach that integrates contemporary adult learning and development practices.
Leveraging this approach allows the organization to motivate and sustain increased individual and project performance to achieve the organization’s strategic plan.
In coming up with such an approach, organizations should consider several adult learning and development theories. For example, consider Malcolm Knowles’ six aspects of successful adult learning: self-directed learning, building experiences, developing social networks, the practicability of using new knowledge, the internal drive to want to understand why, and how to use new knowledge.
And they must also keep in mind how the aging project management workforce of project managers drives organizational performance. Other considerations include:
Try these eight steps to build a more flexible and integrated adult learning framework.
New integrative learning approaches are required to increase project managers’ competence while motivating and sustaining older adult learners.
By applying these practices to critical needed competencies, organizations can create new capabilities to meet their strategic plans.
By Wanda Curlee
Some would say the Internet of Things (IoT) is still so embryonic and amorphous that there aren’t many job opportunities. But there are already project managers working on the IoT—which refers to a growing network of physical objects embedded with sensors, such as Wi-Fi-connected thermostats you can control from anywhere with your smartphone.
And there will be many more IoT projects in the future. McKinsey Global Institute researchers estimate the potential economic impact of IoT technologies to be USD$2.7 trillion to USD$6.2 trillion annually by 2025. Think of Amazon’s plan to deliver packages via drones. Those drones will need to communicate with customers, employees, the corporate office, and maybe at some point, air traffic controllers. All of this requires a project manager, starting in the research and development stage and going through development and upgrades. This is a never-ending cycle.
All of these projects create the need for programs. Many companies will have a large overlap of IoT projects. A program manager is needed to drive the strategy of the IoT program to benefit the company’s bottom line. In fact, I would venture to say there will be sub-programs and maybe even more than one IoT program. The Internet of Things is so broad, it will be the program managers who define the benefit realization plans and roadmaps and may even decide their program is too broad and needs to be subdivided or spun off into new programs. It will take years for companies and internal business units to determine what IoT will do and how they will drive it.
The company’s CEO will set the IoT strategy, which will then become the portfolio manager’s responsibility to execute. Let’s say the CEO wants to modernize delivery. The portfolio manager should meet with the CEO to have a better understanding of what this means. The portfolio manager will scour the enterprise to determine what needs to be in the portfolio (such as drones) and what should be stopped. The governance committee will assist the portfolio manager. There will be many IoT portfolios throughout many different industries and organizations, including not-for-profits and militaries.
IoT will drive the next opportunities for many in the decades to come. Fasten your seat belts, and hold on for the new adventure and wave of jobs. These projects will be different, but as in many other fields, the project management discipline will drive job creation.
How to Make the Jump From PM to Delivery Lead
By Kevin Korterud
As project managers, our career paths typically involve increasing levels of delivery responsibility on larger and more complex projects. As we grow, many of us have the opportunity to take on delivery responsibilities that focus more on enablement and orchestration of multiple projects in a program manager role.
Beyond that level of responsibility, there is a need for people capable of overseeing multiple programs that can contain many projects. Concurrent multiprogram/project delivery involves the need for a new set of skills that transcends traditional project and program management competencies.
In my company, Accenture, people who serve in multiprogram/project delivery roles are called delivery leads. I think of them as “super program managers”—they’re not as high-level as portfolio managers, but they also don’t get caught up in deep project delivery activities.
One of the most frequent questions posed to me is how project and program managers can “graduate” to delivery lead. Here’s some advice I’ve offered in the past to budding delivery leads.
1. Adopt A ‘Big Picture’ Delivery Mindset
By the nature of what they do, project and program managers immerse themselves in the details around schedule, budget, scope and other project essentials. Their day-to-day roles involve processing a lot of information that enables them to make effective project management decisions.
Delivery leads, on the other hand, need to stand back from program and project management to broadly view the delivery landscape. This perspective gives a delivery lead the ability to see the interconnected delivery “big picture” that enables him or her to take strategic action to keep all programs and projects on track to success.
2. Don’t Manage Projects, Guide Them
In the course of typical project duties, effective project and program managers strive to resolve risks and challenges. They spend a significant amount of time reacting to unforeseen situations.
Delivery leads, on the other hand, should resist jumping into specific delivery details and instead focus their efforts on preventing situations that cause project and program managers to spend all of their time reacting to situations.
Delivery leads accomplish this by providing people, budget, tools, processes and assets to project and program managers in advance of their need. In addition, delivery leads also set policies, governance and other forms of delivery guidance that effectively orchestrate the overall delivery process.
3. Acquire Business Knowledge
Project and program managers invest a large amount of energy and expense in becoming well-versed in practices that enhance their project management skills.
Professional development for delivery leads, on the other hand, assumes a foundational knowledge of project management that needs to be balanced with industry domain knowledge related to the organization’s projects and programs. Delivery leads don’t have to be subject matter experts, but they should be able to communicate effectively with all forms of stakeholders.
For delivery leads, making an investment in business domain knowledge such as supply chain, oil refining, equity trading or other specific industry knowledge enables them to be effective communicators.
4. Manage for Business Outcomes
For project or program managers, success most often comes in the form of achieving key project metrics such as schedule variance, budget variance, planned versus actual progress and other key elements of project delivery.
As a delivery lead, the measures of success change dramatically. Effective delivery leads must be able to translate project results into cost savings, increased sales and improved customer satisfaction as well as other measurements that don’t necessarily fall into traditional delivery activities. This shift in success criteria to business outcomes comes about from delivery leads being accountable for the business rationale behind executing projects and programs.
The journey from project or program manager to delivery lead is best characterized as relieving oneself of common managerial habits in favor of broader leadership activities.
Areas such as governance, orchestrating the schedules of multiple programs, complex resource management and external dependencies become new competencies needed to handle larger delivery responsibilities. In addition, you will also serve as a visible leader to project and program managers who are starting on the same journey.
Does your organization have delivery leads or something like that role? What advice would you offer to help project and program managers who are starting this journey?