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.

About this Blog

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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

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What Do Next-Gen Project Leaders Look Like?

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Future-Proof Projects — and Careers — With a Little Engineered Serendipity

I, Project: A Peek Into a Machine-Powered Future

Is Your Agile Communications Toolkit Up to Snuff?

By Taralyn Frasqueri-Molina

A lot of things change when moving from traditional project management frameworks to agile ones. But what doesn't change (or shouldn't!) is how much and how often teams communicate. 

Agile frameworks don't actually require daily stand-ups or regular retrospectives. But you should consider adding some new trade tools and a few other staples to your project management toolkit if you’ll be working in an agile context. You may find that they quickly become essential to keeping communication flowing through your team—and your project on track.

Here's a short list of tools I've used on all of my projects.  

Sync-ups/Planning Meetings: This helps me start a project off right by making sure the product owner and execution team are on the same page. We set expectations, talk requirements and the direction for deliverables in areas such as UX, design, marketing.  

Daily Stand-Ups: Quick check-ins with the entire team help gauge project health and bring roadblocks to the forefront sooner rather than later. This is also where we address scope creep, taking note of good ideas that need more exploration before being included in the backlog.

Retrospectives: After each sprint and after each project, a retro helps the team ensure processes are working— and decide if we want to carry over those processes to the next iteration.

Wiki: These often get a bad rap but can act as an excellent centralized location for real-time documentation editing and sharing. In my experience, it can serve as a digital asset management (DAM) system for sharing web copy and design assets. While not a perfect DAM solution, it will do in a pinch.

Instant Messaging: Whether collocated or remote, teams sometimes need quick answers to questions—and a meeting can be overkill as a way to get answers. The challenge with instant messaging, though, is to make sure teams are on the same page about how and when to use an IM tool.

Email: This tool still reigns supreme when it comes to quickly keeping a lot of people in the loop about what's going on. Even if it's an email directing people to a wiki, it's still one of the best tools for mass communication. But maybe not for decision-making!

What tools am I missing? And do you find any of the tools mentioned particularly good or bad for certain kinds of communications? Share your thoughts below.

Posted by Taralyn Frasqueri-Molina on: March 24, 2016 12:30 PM | Permalink | Comments (7)

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)

Don’t Shout the Loudest—Think Ahead

communications comic

Have you been in situations where it seems that only shouting generates results? Or has your team been pressured to complete tasks that don’t appear to benefit your project? Maybe as the project manager, you have been in the middle of confusion and agitation that seem to undermine your project management abilities.

Could it be that many of the scenarios you encounter have their roots in conflicting stakeholder requests and misunderstandings? Well, it’s possible to avoid these types of predicaments. Consider utilizing the following three tools that allow you to have better control of your project and your project team:

1) Communications Plan. Outline a plan with names, contact information, and details on when and what messages need to be delivered to and from you. This tool allows you to know the frequency of message exchanges and the media required for specific contacts. 

It also lets you know what level of detail the message should have, i.e., if it is going to a senior manager vs. a member of the supporting team.

2) Stakeholder Analysis. Prepare an analysis of your stakeholders to understand what their roles are and what area of your project is impacted by their involvement. This tool can help you with the department that has the biggest impact all the way down to the departments that have even a small effect.

Additionally, this tool can show how those who are directly or indirectly connected to your project may have an influence that can be detrimental.

3) Project Plan. Develop a plan with the focus on your project objectives and what the project will entail. Organize the plan for what needs to be done and when. The tool should show ownership and timings that you can share with stakeholders to also make them aware of the potential influence of their requests. 

Sometimes, we get can get distracted when trying so hard to make sure our projects meet every need. There are many voices, conflicts, risks and events that affect the success of our project. Leaning on these tools may make your stakeholder management process smoother.


What tools do you leverage to ease stakeholder management issues?

 

 

Posted by Bernadine Douglas on: November 25, 2015 06:30 PM | Permalink | Comments (12)

Are You There in the Ways That Matter?

Hello, project manager? You are needed in the meeting room; you are needed for an online chat; you are needed on the phone.

Typical, right? You may feel overwhelmed if you’re expected to be in all places at once. It can help to realize there are only three realms in which you’re truly needed: physical, mental and electronic. Here’s how to address each.

Physical: If possible, try to be physically present for your team. Walk around and talk to stakeholders, team members and others to gather details about your projects.

This provides you with the current status and tidbits that will allow you to be proactive on your projects. It also lets you build rapport with team members.

Mental: You don’t have to be an expert in a programming language or even in the company’s industry. It bodes well, though, when you have some idea of the jargon for conversations with your stakeholders. You’ll want to be aware of the environment—all the external and internal factors and their impact on your projects.

You’ll also need to stay abreast of the benefits your projects bring to the organization. Project managers have to stay mentally focused on their project’s objectives and bottom line.

Try thinking about lessons learned from previous projects to help you gain understanding of how to address potential problems. Investigate tools that allow you to present project results to all levels of management and team members, too.

A detailed report on planned versus actual data is a source that can be shared in various audience-specific formats. You may be called on at any moment for project results and can rely on these tools to support your efforts to be mentally there.

Electronic: Social media and mobile technology allow people to be reached easily. Apps let you track and stay in touch with others. You will want to take advantage of these programs to gain information and respond to concerns about your projects. In many cases, they allow us to address and resolve concerns more quickly.

No matter how you do it, being a project manager means you have to be accessible. We have to manage our projects, not let them manage us.

Posted by Bernadine Douglas on: October 01, 2015 08:23 PM | Permalink | Comments (10)

Taiwanese Firm Simplifies Green Building Projects

by Lung-Hung Chou

For practitioners who manage the construction of green buildings, projects can be complicated by different environmental standards around the world.

Taipei, Taiwan-based Sinotech Engineering Consultants, Inc. (SEC) set out to solve this problem by customizing a Building Information Modeling (BIM) software application used in the engineering and construction industry.

To help its project managers execute a project to build a new research and development building in Taipei, the organization incorporated environmental standards and concepts, along with a work breakdown structure (WBS) and critical chain approach to project management, in innovative ways.

Let’s take a closer look at this project, which PMI’s Taipei, Taiwan chapter recognized with a Project Management Benchmarking Enterprise Award.

A Solution for the Entire Life Cycle

Sinotech’s custom BIM application didn’t only collect different environmental standards for building construction that might apply to the project at hand. It also allowed standards to be applied at each stage of the building's progress from design to completion.

This means that during design, planning and construction phases—and even demolition and disposal—project managers could find the relevant standards and incorporate them into blueprints and project plans. For example, because the research and development building sought U.S. Green Building Council’s Gold LEED certification, the team imported into their plans the standards upon which that certification level is based.

Sinotech’s custom BIM application allows managers to comprehend all applicable environmental requirements throughout the entire life cycle of a building.The idea was to help project managers consider all green standards early in the project so they could be translated into specific design, planning and construction requirements.

This would allow architects and engineers to know—even before a single brick or slab of concrete was laid—if a building would meet a targeted environmental certification. If it wouldn’t meet the certification, inexpensive design changes could be made—and expensive changes after construction was underway could be avoided.

With all design and construction team members given access to the relevant information about green building standards, the custom BIM application strengthened communication—helping teams catch problems early in the project. 

The Project Management Connection

By adopting a work breakdown structure (WBS) for all the different standards involved in any given building management project, Sinotech integrated into its BIM system an understanding of project management.

This meant that standards would directly correlate to the work packages required to meet those standards. With complicated environmental standards translated into concrete goals and work packages, managers and workers can avoid being overwhelmed by different levels of requirements and complicated information for each work item.

SEC also built a critical chain project management approach into the application. Suppliers and subcontractors, and the resources they require across the entire supply chain, can be efficiently scheduled in accordance with their cost and co-dependence by integrating an enterprise resource planning (ERP) system into the BIM system. This helps building projects move closer to lean construction.

The End Results

For green building standards to deliver their financial and environmental benefits, they have to be incorporated into every stage of the project.

By facilitating that process, Sinotech brought clear value to the organization’s project. As planned, the new research and development building in Taipei’s Neihu Light Industrial Zone obtained green building certifications including Gold LEED level and Taiwan Architecture & Research Center’s Intelligent Building Silver level and Gold EEWH level.  

Posted by Lung-Hung Chou on: March 19, 2015 05:30 AM | Permalink | Comments (3)
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