The PMBOK 5th Edition Hindi Translation Team Gets Recognition
This piece continues my previous blog posts, “The Techniques That Don't Resolve Conflict” and “The Only Technique That Resolves Conflicts,” which looked at why no technique other than collaborate/problem-solve truly resolves a conflict.
Researcher Bruce Tuckman suggested that a project team generally goes through the forming, storming, norming and performing stages. In this post, I will discuss a team that skipped the storming stage—or, rather, they managed their conflicts so well that they spent most of their time in the performing stage. Fortunately, I was part of the team.
PMI India took up the task to provide the PMBOK Guide—Fifth Edition in Hindi to promote project management in Hindi-speaking regions. The project initiated in February 2013 and aimed to finish by August 2013 so the new Hindi version could launch at the PMI National Conference in Delhi in September 2013. We had only six months, and the team was yet to be recruited. We had to onboard a translator and form a Translation Verification Committee (TVC) of subject matter experts who were native Hindi speakers with sound knowledge of the PMBOK Guide—Fifth Edition.
The cover of the PMBOK 5th Edition Hindi version.
PMI India already had some volunteers for the TVC. We selected a few names and started interviewing. We also tried to persuade people who were part of the TVC for the Fourth Edition to participate. We intended to select eight people for the TVC, but we settled for seven.
Facing and Overcoming the Challenges
After finalizing the team, the kickoff meeting happened on 31 March, 2013. So we had only five months to complete the job. We met the first time to understand each other and set the agenda. We prepared a schedule with our best estimates. It turned out those estimates had us completing the project in October! That was not acceptable, but we decided to start work on the first three chapters and revisit the schedule later. We decided on one face-to-face meeting per month on a weekend and to connect via a conference call in between.
In the first call, we could see what we feared most. There was a lot of discussion to select the right word and sentences, and we couldn’t make much progress.
At the second meeting, the target was to finalize Chapter 1 on the first day, but again there was a lot of discussion about choosing the right word, and we could not complete the chapter. It was a matter of concern now.
We decided to set ground rules:
At the third meeting, we lost one of the team members. Before the fourth meeting, another was transferred out of the country, reducing his availability significantly. Now the only way to complete the project before 31 August was to take less time in review. The only way to do that without losing quality was to keep our conflicts in control. Forming the above rules turned out to be the most critical factor. Obeying these rules reduced unnecessary discussion and considerably improved the pace. We completed all the activities by 27 August, leaving two weeks for printing and publishing.
Working on this project, I closely observed how a team can manage its conflicts and focus on delivering the work. The following five factors were most critical:
Do you have a similar experience or opposite to it? Please share your view.
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.
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 Dave Wakeman
I’m always looking for a way to tie project management to college football, and the start of football season is a great time to do just that. I went to the University of Alabama, which has been on one of the greatest runs in college football history over the last nine years. This is due in part to the vision of coach Nick Saban.
If you don’t know much about college football and Nick Saban, you’re probably wondering what this has to do with project management. But Saban’s success stems in part from his coaching philosophy, which he calls “The Process.” His reasoning is straightforward, as he once said: “Process guarantees success. A good process produces good results.”
Here are several lessons project managers can learn from coach Saban’s process.
Culture is everything: Every organization has a culture. Some are well thought-out, methodical inventions imprinted through consistent actions and accountabilities. Other organizations, not so much.
At the University of Alabama, “The Process” is at its heart a cultural tool that seeps into every action that every member of the football program takes over the course of the year. Saban is consistent in his discussion of creating a culture that allows his team to focus on the aspects of their “jobs” that create success.
As a manager and leader of your projects, you might be able to deliver the same sort of project culture by clearly stating your expectations for communications, reporting or meetings—or all three.
Regardless of your priorities, take a look at how you can communicate the kind of project culture you want to create.
Success is a process: As leaders, we have to balance two competing interests: the long-term success of our projects and our organization and the short-term tasks involved in delivering us to the long-term outcomes.
One of the big things Saban has done at Alabama is emphasize setting long-term goals for each team and the program, while also consistently focusing his players on the task at hand. This most readily plays out in his insistence that his players focus only on winning the play of the moment, treating each play as its own mission and never looking at the scoreboard.
You might help your teams by setting clear long-term project goals, but then breaking them down into phases with each phase having its own individual stages with a beginning and end. More emphasis should be placed on the specific stage than the overall project.
Communication is key: The image of Saban as a fiery hard-to-please taskmaster may have some validity. But one thing that often goes unnoticed is that he’s typically toughest on his teams when they’re winning and have a tendency to lose focus. When the team is losing a game, he tends to be very encouraging and measured.
As the leader of your team, you can put this idea to work by looking at the way you communicate with your own team and think about what is and what isn’t effective. Maybe you’ll find you’re pushing when you should be nurturing or nurturing when a good push is needed.
Even if you don’t like Alabama, Nick Saban or football, you can and should learn lessons from college football. A great college football team is very similar to a great project team, and a great coach has to be a great project manager.
For your enjoyment, here’s a 60 Minutes TV show profile of University of Alabama’s team from a few years back:
Let me know what you think in the comments! And, most importantly, Roll Tide!
By the way, I've started a brand new weekly newsletter that focuses on strategy, value, and performance. Make sure you never don't miss it, sign up here or send me an email at email@example.com!
The 3 Things That Transcend All Project Approaches
Human Aspects of PM,
New to Project Management,
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?
By the way, I've started a brand new weekly newsletter that focuses on strategy, value, and performance. Make sure you never miss it! Sign up here or send me an email at firstname.lastname@example.org!