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.

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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

Portfolio Governance—Ensuring Alignment to Strategy (Part 2: Definitions)

Why Certifications Matter (to Me)

Managing for an Uncertain Future

How to Motivate Your Team (Part 2)

How to Motivate Your Team

7 Easy Tricks to Kill Innovation on Your Team

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.

Posted by Vivek Prakash on: March 05, 2016 10:05 PM | Permalink | Comments (12)

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)

How to Spot a Top-Shelf Project Manager

By Christian Bisson

The number of years a project manager has been working certainly gives you a clue about his or her ability. But this isn’t (and shouldn’t be) the only information you can use to spot a project manager who is a cut above the rest.

Below are a few tips to help you assess if someone really knows their stuff. Just as you’d adapt your expectations of junior project managers to their experience, use these tips to get a sense of how “experienced” or “senior” someone really is. I’ve recently put them to good use when a project manager was temporarily hired to take my place while I was out on paternity leave.

Ready to Ask Questions

The first sign is simple. A project manager who aims to do the job correctly will proactively ask questions when planning a project, instead of delivering an asset that is incorrect. Or, the project manager will deliver the assets but will clearly state he or she was missing some information and did what he or she could as best as possible.

If you receive an asset that is supposed to be ready and yet you need to revise multiple times, you’re probably working with an inexperienced project manager.

Organized and Responsive

Being organized is a typical quality used to describe a project manager, and it’s something that should also develop throughout the years. Assuming the project manager’s workload is reasonable, here are a few clues to help spot if the person really is organized:

  • If he or she is managing multiple projects, are projects being prioritized properly?
  • Are emails sent to the project manager acted on in a timely manner, or do you have to follow up on most of them?
  • If simple, straightforward information is discussed, has it been noted or used properly, or has it been forgotten (for instance, a delivery date discussed that should be added to a schedule)?

Can Cope With Change

Change is part of project management, whether because of client requests or other issues that arise. An experienced project manager is able to adapt accordingly and drive the project forward. Ask yourself these questions about your project manager:

  • Is the team properly made aware of the changes?
  • Does the project manager remain calm at the prospect of change?
  • Are issues met with a solution-oriented approach?

Past Jobs

This is the only tip that could help assess a project manager’s experience prior to working with him or her. Although it’s a vague indication, spotting the extremes can help.

  • If project mangers worked at only one place all their career, it might indicate that they are used to the routine of that place and are inexperienced in anything else.
  • On the other hand, project managers who seem to change jobs every few months might not be well-suited for this line of work.
  • Also note that where someone worked means little; what really matters is what he or she did.

Have additional tips for judging a project manager’s abilities? Please don’t hesitate to share.

Posted by Christian Bisson on: January 26, 2016 08:08 PM | Permalink | Comments (15)

3 Lessons From My First Project Manager Job

By Jen Skrabak, PMP, PfMP

Fifteen years ago, I transitioned from being an IT manager to a project manager for the first time. With this month’s theme at projectmanagement.com being “new practitioner PM,” here are three key lessons I learned while managing my first projects.

When I was an IT manager, I always had projects that were assigned to my department. I loved being part of large projects so much I realized I wanted to do it full-time. So I made a conscious decision to transition to being a dedicated project manager.

Managing a project is truly like being a CEO of your own company—you have authority over budget, resource and key decision-making responsibilities. However, it’s an art, and mastery takes time. These are the three fundamental lessons I learned:

1) Communication is about simplifying and personalizing.

Although we may hear that 90 percent of a project manager’s job is to communicate, the best communication is one that doesn’t contain acronyms, special terminology or techno-speak.

Remember that key stakeholders are often involved in multiple projects. To get their attention, you need to make your communications concise and personal while clearly specifying the action desired.

Avoid lengthy mass emails, and tailor the frequency and channel according to the person. One sponsor told me she gets so many emails that I should schedule a meeting if it’s important. Another sponsor told me he works best with instant messaging if I needed something immediately.

The key is to know your audience and adapt accordingly. My first sponsor meeting always includes finding out how and when he or she would like to be communicated with.

2) Project management is about knowing which tools to use when.

Yes, project management is about processes, knowledge areas and ITTOs (inputs, tools and techniques, outputs), according to the PMBOK Guide. But, most importantly, it’s a menu of available options.

Trying to do everything by the book or insisting on adherence to every single template and tool is setting yourself up for disaster. Assess the needs of the project, and don’t ignore the culture of the organization. You can’t go from zero processes to textbook processes overnight. You may need to start slow by introducing concepts and build from there.

3) Build relationships.

Trust is key. When you’re starting out as a project manager, you’re an unknown, so you need to work extra hard to establish the relationships. It’s important to come across as professional, yet approachable and flexible in order to build confidence with your team, and most importantly, your sponsors and key stakeholders. Regular, relaxed one-on-one meetings, such as getting coffee or grabbing lunch, help to build cohesive partnerships that will pay dividends when the going gets tough on the project.

Posted by Jen Skrabak on: January 23, 2016 07:29 PM | Permalink | Comments (13)

3 Strategic Resolutions For The New Year

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 dave@davewakeman.com! 

Posted by David Wakeman on: January 15, 2016 12:28 PM | Permalink | Comments (9)
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