by Dave Wakeman
Care to do a little thought experiment with me? Let’s imagine what the new and improved next-gen project leader should look like. And let’s come up with a few key attributes that would make this new and improved project leader successful.
Here are a few of my ideas about how to achieve success in the future of project management:
1. Emphasize strategic ownership of your projects and your role in the organization.
I know that I’ve been hitting a constant drumbeat over the last few months about the need for project managers to become more strategic in their thinking and their actions. For good reason: As our businesses and organizations become more project-focused, the need to think and act strategically becomes a key factor in our success or failure.
One way you can jump on this before everyone else does is by always taking the initiative to frame your projects in a strategic manner when dealing with your sponsors and key stakeholders. Work with sponsors on ways that you can manipulate and focus your projects strategically.
2. Less domain knowledge and more business acumen.
The project management role in an organization has changed. Even in industries that have long embraced project management principles and the job title (e.g., IT), technical knowledge aspects have become less important because of specialization.
What has replaced the emphasis on specialization in the project manager’s role? An emphasis on strategic thinking and business acumen. This is likely to accelerate to become the new normal.
You can take advantage of this trend by working to think about your projects as tools to increase the value of your company and its products and services to your customers and prospects.
3. Communicate or die.
This last point shouldn’t be a surprise. Being a good communicator has been the differentiator between successful and unsuccessful project managers as long as project management has been a thing.
But as our world becomes more interconnected through technology, with teams dispersed across continents instead of floors, the ability to effectively communicate is going to be more and more important. And the ability to be that communicator is going to have a bigger and more meaningful impact on your career and your success in your organization.
What qualities do you think next-gen project leaders require? Please post your comments below!
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 firstname.lastname@example.org!
By Kevin Korterud
My last posthttp://www.projectmanagement.com/blog/Voices-on-Project-Management/20344/ offered two tips for project managers who want to develop a big-project mindset while executing small projects: leverage support resources and implement quality assurance practices. But why stop there? Here are two more.
1. Understand Change Management
It’s easy to think small projects don’t require many business change management activities. But even a project that has a modest projected budget could face unforeseen change management activities.
For example, I worked on a project several years back that was straightforward to implement but required specialized support for remote locations. The original project budget estimate had not considered this.
Even for projects of modest size, project managers should examine the need for business change management activities such as business process transitions, different types and levels of training materials, and measuring the timely adoption of the functionality the project creates.
2. Validate the Project’s Complexity and Forecasting
Project managers running small projects are often handed a budget and schedule that allow for neither timely nor successful implementation. This usually comes about from poor estimation processes that don’t take into consideration the necessary complexity analysis typically found on big projects.
This in turn can create budget and schedule errors of a much larger percentage than the small project can absorb. In addition, small project schedules can be affected by adjustments of large projects if they share a project or technical dependency, which creates unanticipated impacts to schedule and budget.
Project managers can save themselves a lot of future pain by initially confirming the complexity assumptions for the project before proceeding. In addition, project managers running small projects still need to undertake the same level of forecasting rigor found on large projects: resource availability, work planning, milestone progress, cross-project and technical dependencies, business outage windows and other considerations that can more greatly impact a small project.
When project managers “think big” on small projects, it allows them to be successful no matter the size of the project. Do you have any advice for project managers running small projects on how to think big?
By Kevin Korterud
It’s typical for new project managers to be assigned to a small project to build their skills. Why? Small projects have a limited value at risk, a modest budget, a shorter schedule and a smaller team. But project managers early in their career who have successfully led small projects often ask me how they can move on to leading big projects.
Small projects, to some degree, can be more difficult to lead than larger ones. You are given much less in the way of reserve budget, schedule and resources. However, big projects are not just smaller projects with larger budgets and longer schedules. They have inherent complexities relative to stakeholders, scheduling, resources and deliverables not found on small projects.
My recommendation to project managers wanting to move to larger projects is to “think big” while running smaller projects. Thinking big involves adopting, where possible, practices required for large projects.
Here are two ways project managers can think big on projects. My next post will offer two more tips.
1. Leverage Support Resources
Many times, project managers running small projects attempt to perform all of the project operations activities themselves. This can include creating new work plans, calculating progress metrics, scheduling status meetings, and performing a host of supporting activities for the project.
While it may be a source of great pride to a project manager to perform these activities, they represent an opportunity cost. In other words, the project manager could instead be working on higher-value activities like stakeholder management or risk management.
Employing support resources even on small projects can save valuable time and costs. It also means the project manager doesn’t have to spend time becoming an expert in the tools and internal project operations processes. By having other people assist with the mechanics of building project plans and producing metrics, the project manager will have additional capacity for running the project.
2. Implement Quality Assurance Processes
Project managers on small projects tend to become immersed in a level of detail not possible on large projects. The small project also allows for deep interaction with team members that may not be effective on large projects.
In addition, a project manager on a small project may be tempted to start serving in roles akin to a business analyst or technology designer. This can distract the project manager from actually running the project.
To keep focused on project management activities, quality assurance processes should be implemented. Phase gate reviews, deliverable peer reviews, change control processes, quality performance metrics and the definition of project acceptance criteria are all good examples of quality processes. With the implementation of these processes, project managers can focus on deliverables and outcomes without getting too deeply immersed in the details of the project.
Check back for my next post on more ways project managers can develop a big-project mindset while executing small projects.
Innovation is a natural skill in human beings—that’s how we moved from the Stone Age to the Space Age. The corporate world, however, seems like it’s in a different universe, where everyone wants innovation but appears to be racing to kill it. Here are a few easy-to-use tricks for you to join the race.
1. Focus on the quarter
Make sure you’re not allowing your team to think beyond a quarter. Quarterly results are dear to CEOs. So only focus on the next quarterly result and make sure everyone on your team does too.
2. Be Impatient
Patience is a weapon of lethargic people. You should never allow it to develop in your team. Any project or idea that takes time to materialize should not be your cup of tea. Let your team members continue to focus on your short-term goals.
3. Keep the team busy
You should be a very strict taskmaster. Check what time your team comes in and leaves for the day, and all the activities they do in between to ensure they are continuously busy in day-to-day activities. Keep their task list overflowing so that no room is left for any free time or “blue sky” thinking.
4. Maintain order
You should lay down strict processes and not allow any deviation at any cost. Teams must follow the process even if it is not required. You never know how a simple deviation could turn out to be an innovation. Explain to your team that doing things differently is the job of other teams!
5. Stay safe
Just in case the above suggestions do not impress you enough, and some little spark in the corner of your heart wants to allow a deviation, let me warn you—they all are full of risks. Risks mean uncertainty that can put your project in trouble or jeopardize your dearest short-term goals. They can even hit your reputation of consistently delivering linear results. You should play it safe by taking the routine paths already proven by others.
6. Don’t listen
Listening will be seriously injurious. If anyone comes to you suggesting a solution to a problem or a new way of doing something, don’t listen. Sometimes, you may be tempted, especially if someone’s sharing success stories. But ignore it all, lest innovation seeps in. If anyone suggests any idea, reject it immediately, giving a very routine reason, such as “it will not work in our project.” You should not give any new reason, otherwise it will appear that you are doing some innovation.
7. Reward only the million-dollar idea
Rewards are precious and should be given to the best of the best people. If a stubborn team member implements a good idea despite all your efforts, immediately point out a flaw in it, ignoring everything else. If this person meets some early-stage failure, that’s an opportunity for you to explain to the team why they should not try new things. Thoughts of rewarding someone should not even occur to you until the idea is recognized by some external agency.
I’m being facetious, of course. My point is that breakthrough innovations are not harder in practice than many seem to think—but our day-to-day responsibilities and deadlines make it hard to step back and change thinking.
What do you think are the most common practices that prevent innovative thinking? How can they be avoided? Please share your thoughts in a comment below.
Project Leaders as Ethical Role Models
Human Aspects of PM,
New to Project Management,
Nontraditional Project Management,
PM Think About It,
Reflections on the PM Life,
Categories: Best Practices, Career Help, Communication, Communication, Complexity, Ethics, Facilitation, Generational PM, Human Aspects of PM, Leadership, Leadership, New to Project Management, Nontraditional Project Management, PM Think About It, PMI, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Roundtable, Social Responsibility, Stakeholder, Strategy, Talent Management, Teams, Tools
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:
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:
Please share any other ideas for elevating the ethical standards of project leaders and teams, and/or your own experiences!