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?
The 3 Things That Transcend All Project Approaches
Human Aspects of PM,
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Categories: Agile, Best Practices, Change Management, Communication, Complexity, Facilitation, Generational PM, Government, Human Aspects of PM, Innovation, IT, Leadership, Lessons Learned, Mentoring, New to Project Management, PMOs, Program Management, Project Delivery, Project Failure, Stakeholder, Strategy, Talent Management, Teams
by Dave Wakeman
Recently I had the chance to engage with Microsoft’s social media team about some of the issues I have been covering here. Their team brought up a question you may have asked as well: How do you differentiate between “digital” project management and project management?
It’s an interesting question, because I firmly believe all projects should be delivered within a very similar framework. The framework enables you to make wise decisions and understand the project’s goals and objectives.
I understand that there are many types of project management philosophies: waterfall, agile, etc. Each of these methods has pros and cons. Of course, you should use the method you are most comfortable with and that gives you the greatest likelihood of success.
But regardless of which project management approach you employ, there are three things all practitioners should remember at the outset of every project to move forward with confidence.
Every project needs a clear objective. Even if you aren’t 100-percent certain what the “completed” project is going to look like, you can still have an idea of what you want the project’s initial iteration to achieve. This allows you to begin work with a direction and not just a group of tasks.
So, even if you only have one potential outcome you want to achieve, starting there is better than just saying, “Let’s do these activities and hope something comes out of it.”
Frameworks enable valuable conversations. I love talking about decision-making frameworks for both organizations and teams. They’re valuable not because they limit thought processes, but because they enable you to make decisions based on what you’re attempting to achieve.
Instead of looking at the framework as a checklist, think of it as a conversation you’re having with your project and your team. This conversation enables you to keep moving your project toward its goal.
During the execution phase, it can give you the chance to check the deliverable against your original goals and the current state of the project within the organization. Just never allow the framework to put you in a position where you feel like you absolutely have to do something that doesn’t make sense.
Strong communication is the bedrock. To go back to the question from Microsoft’s social media team about digital vs. regular project management: the key concept isn’t the field or areas that a project takes place in.
No matter what kind of project you’re working on and in which sector you’re in, the critical skill for project success is your ability to communicate effectively with all the project stakeholders.
This skill transcends any specific industry. As many of us have learned, it may constitute about 90 percent of a project manager’s job. You can put this into practice in any project by taking a moment to write down your key stakeholders and the information you need to get across to them. Then put time in your calendar to help make sure you are effective in delivering your communications.
In the end, I don’t think there should be much differentiation between “digital” projects or any other kind of projects. All projects benefit from having a set of goals and ideas that guide them. By trying to distinguish between different project classifications, we lose sight of the real key to success in project management: teamwork and communication.
What do you think?
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When Is a Project Actually Over?
By Kevin Korterud
As project managers, we spend a considerable amount of time mobilizing a project to ensure it’s set up for success. To realize value from projects, that same level of attention and focus is also required to successfully end a project. It is key for project managers to have a plan for closure that defines specific activities to wind down and complete essential functions that end the project on a high note.
Here are some essentials to help your project complete successfully so you can enjoy the satisfaction of a job well done:
1. Complete the Project Adoption Schedule
Project managers need to have an objective indicator that signals completion of their projects. In some cases, project managers use indications that determine the completion of the project far too early.
These premature indications can include the installation of technology, signoff of key deliverables or perhaps a subjective decision by the sponsor that the project is over.
One effective means of determining the end of a project is for a project manager to create a schedule for the complete adoption of what the project is creating, e.g., new technology, processes and products. An adoption schedule defines the details around the timeframe, functions and geographies by which the outputs from the project are to be assumed by the various stakeholders.
In essence, a project adoption schedule is a structure that provides an outcome-based path to how the project is supposed to end.
For example, one form of an adoption schedule would be to define the number of users or stakeholder groups that are to use a new technology solution. The adoption schedule would present which geographies would use the new technology over a certain timeframe.
2. Measure Against the Project Business Case
As project managers, we sometimes become so obsessed with on-time, on-budget delivery that we can neglect the rationale that shaped the need for the project. As part of closing out a project, it is important that progress toward the original business case is measured.
The best way to do this on a project is to have business case checkpoints defined from the start to the end of the project. These checkpoints identify and measure the project’s key outcomes. By starting the business case measurement process at the beginning of the project, you eliminate the last-minute rush to determine whether the project was successful from a business perspective.
3. Assure Regulatory Compliance
Even if we do a great job with delivery as well as producing business outcomes, what we do in the area of regulations and other legal mandates is also key. A project that does not comply with regulatory needs stands the chance of diluting its success by requiring additional effort and time to mitigate issues.
As part of project closure planning, schedule timely completion of deliverables required to meet regulatory needs. The effort and schedule allocated for this type of deliverable needs to be given equal importance with other project deliverables.
For example, a project that involves the chemical industry may require material safety data sheets to be filed when a new type of material is introduced into a chemical plant. Even if the introduction of the new chemical material was successful, the project cannot be truly closed until this regulatory deliverable is created.
4. Pay It Forward
Project or program managers sometimes miss out on the opportunity to leverage the fine work we have done to help others in our profession. While it is typical to have a lessons-learned session at the end of the project, quite often those newly created assets, practices and other valuable content are filed away and not leveraged for other projects.
To unlock this potentially untapped source of project management value, work with the Program Management Office or other delivery assurance group to review the completed project and capture artifacts that might assist other projects. This group can take what has been created by your project, refine it and publish the artifact so it can immediately assist other projects.
Have unique activities proven valuable for completing your projects? Perhaps others can benefit from your insights while finishing their project journey. Please comment below!
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
Transitioning from the military into the civilian workforce can be difficult. If you’re interested in project management, however, you may find that you have valuable skills and experience. When I was introduced to project management years after I finished my service in the U.S. Navy, one of my first thoughts was: I’ve done this before.
Still, it can be hard to know how to start a civilian career as a project manager. Here’s some food for thought.
First, think about tasks you did in the military, whether it was organizing a 5K race or walk for the base, preparing for deployment, returning from deployment, or staging a change of command or retirement ceremony. Just like in project management, all these tasks had a definite beginning and end. Even if the event had been held before, each time was unique. For all of these tasks, a team helped you implement your project.
As you delve into project management as a possible career, I suggest reviewing Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). You may discover your military experience directly relates to the project management knowledge areas it details:
Integration management is making sure that processes and project management activities occur when they should. In other words, you would not finish the planning for the change of command ceremony when you are just starting the project. Tasks can happen in parallel and can jump from process to process, but need to occur in an orderly fashion.
Scope management is about making sure the project doesn’t expand beyond what was agreed upon with the project sponsor. For example, you are leading the team that ensures all heavy equipment arrives back at the base after deployment. Your scope is the heavy equipment, not the laptops and desktop computers. Scope change may not be bad, but it has to be monitored.
Cost management can be tricky for military personnel because some types of military projects—such as returning a unit home from overseas deployment—don’t always have clear budgets. But many, such as organizing a dinner or race, do. If you handled smaller projects such as these, you had a finite amount of money—and you knew it would not be fun to have to ask your superiors for more.
Quality management is straightforward in a military context. Anyone who has served as junior officer or senior enlisted officer has made sure the team followed the rules and made good judgment calls.
Human resource management is a no-brainer for officers and senior enlisted officers: they know how to lead teams. (By the way, one of my pet peeves is how PMI refers to human resource “management” rather than leadership.)
Communications management is another no-brainer. Without communication in the military, no one would survive. On a project, communication is formal and informal, and both types need to be documented.
Risk management is understanding what about the environment or team might derail the project. In my day, we commonly referred to this as “operational planning.”
Procurement management is what you need to buy for the project. You might not have had experience with this in the military, but if you have been given a budget, you may have dealt with various vendors to determine the best deal to implement your project.
Stakeholder management is the process of leading the individuals who have a stake in the project, and dealing with any concerns they may have. This is all about knowing people, including their likes, wants and agendas, and managing those.
If any of this piques your interest, consider pursuing a project management certification to develop your skills and signal them to potential employers. In the civilian world, the most globally known one is PMI’s Project Management Professional (PMP)® credential. (A list of PMI’s registered education providers is here.)
If you hope to work for the civilian side of the U.S. military, check out the Defense Acquisition University (DAU). Anyone with a current U.S. military affiliation is eligible for free DAU courses and certifications, which aim to develop the U.S. Department of Defense’s acquisition (aka procurement/contract) management workforce.
Beyond certifications, many universities and companies offer project management certificates and degrees. Not all of these programs are well respected, so make sure to examine their curricula closely before signing up and/or get to know their reputation through online research. (A directory of accredited university programs around the world is here.)
LinkedIn groups can also help you transition into civilian project management and deepen your project management knowledge. (I recommend the Gr8MilitaryPM group.)
Finally, keep in mind that as a transitioning service member, many free or low-cost training options may be available to you. For example, in the United States, funds for training and certification exam reimbursement are available to military veterans through the Department of Veterans Affairs and the G.I. Bill.