Strategic Project Management

Benjamin Franklin said, "In this world nothing is certain but death and taxes."  Franklin wasn't talking about project-based work, however the way we think about and manage work is always changing.  As organizations' work management processes mature, change happens.  Whether unintentional or by design, it's never easy implementing new work management methodologies.  That being said, some of the most common implementation problems are excuses, not roadblocks.

Knowing (and then educating everyone involved with the change) upfront what to expect can make the culture shock a little easier to deal with.  I've found that "fear of change" in most cases is a fear of the unknown.  Here are some of the most common fears that organizations face as they try to change or implement new project management methodologies:

1. It's different.  Realizing that there are some people who thrive on change, but most people don't, is important.  You may get some push-back simply because it's a change.
2. Some managers are uncomfortable with additional scrutiny.  Projects that might be important to one senior manager may not be as important to others.  This could make some managers a little nervous that their projects might not stand up to peer review.
3. Some projects are more important than others.  Implementing a sound work management methodology will mean that only those projects that provide the most business value will get pushed forward—not the "pet" projects of influential stakeholders.  Because this might negatively impact some projects, those stakeholders may try to block the process.
4. There are tough decisions to be made.  Best practice requires that some projects will get funded and others will not.  It's important that senior managers understand that they have a responsibility to the organization—not just their individual departments.  There will be managers who don't like this fact.
5. Implementation takes time.  Implementing a new methodology for project-based work takes time.  Because it doesn't happen overnight, there will be those who will say they don't have time for this—but it's necessary to take the time to be successful.

Like any organizational culture change, there will be those who embrace the change and others who don't.  Be prepared for both, and your efforts will be a success.  What are some of the challenges you have successfully faced when implementing project management methodologies?

I was reading the PapercutPM's blog last week and came across his article titled Is the PMP Losing its Value.  Citing other articles written by Kareem Shaker and Derek Huether, Geoff suggest that there are some "certified" project managers who shouldn't really be anywhere near a project.  I have to agree, I've known a few project managers (certified and otherwise), who shouldn't be managing projects myself.

However, I don't think I'm ready to say the PMI's certification is irrelevant quite yet. 

Regardless of the industry, certification doesn't necessarily indicate proficiency in the discipline, but rather a successful completion of a particular course of study, followed by the completion of a test.  I've known very successful college graduates that don't have a "real" understanding of what they've learned until they've had some experience in the workforce.  I wonder if the same could be said for the PMI's certification.

I've known very capable PMI certified project managers—but I know just as many "accidental" project managers, who are incredible project leaders.  Certification is not a guarantee that your newly hired project manager will be the "perfect" project manager for your organization, anymore than an engineering degree from the local University will guarantee that your newly hired engineer will be up to the job either.

Should certification be the determining factor when interviewing a potential project manager for hire?  I don't think so.  However, that's not to say that it shouldn't be a consideration. 

I'm a believer that any capable leader can learn how to successfully manage project-based work.  That being said, would the training required to earn the PMI's certification provide value to a project manager?  Possibly.

Geoff brings up a number of questions regarding the PMI and other "for profit" organizations that provide certification, and questions whether certification provides any appreciable value.  However, I believe the burden of demonstrating the value of any certification rests within the certification body, in this case the PMI.  For those of us who would like to see the professional status of project managers increase (and I would assume the PMI would want to be included in the group), I would like to see the PMI publicly demonstrate how their certification provides value to our profession and what they are doing within the industry to promote the professional image of project managers to industry.

Feel free to share your thoughts.
 

Now considered one of the greatest military figures in history, General George S. Patton never suffered a major defeat in World War II.  Credited with introducing armored warfare into the U.S. Army, Patton proved to be one of the most outstanding front-line commanders of the war.

Patton is remembered for his fierce determination and showmanship, often appearing in full dress uniform adorned with medals and ribbons—including the .45 caliber, ivory-handled pistols he wore on his belt.  By the end of WWII, "Old Blood and Guts" had lead the Third Army to liberate or conquer 81,522 square miles of territory.  Patton's greatest success was his ability to lead men in combat and motivate them to succeed against great odds.

In a post written by Cindi Smith, she asks "Does a successful project manager = a successful project?" I certainly believe it can.  I agree that there is much more to a successful work management approach than establishing milestones and assigning resources.  Part of what made the Third Army successful in battle was the leadership of "Old Blood and Guts."  Below are five leadership skills shared by successful project managers:

1. A collaborative management style: Engaging the team and stakeholders in problem-solving and decision-making is critical for work management success.
2. Adaptability: Project teams and individual projects are always different.  Successful project managers are able to adapt and overcome the challenges new projects present.  A fluid project management approach is a very effective method for managing project-based work.
3. "Figure-it-out" resourcefulness:  This implies creativity and occasional out-of-the-box thinking to solve problems along with a tenacious, never-give-up approach to overcoming obstacles and resource allocation issues.
4. Highly-developed communication skills:  It's paramount that project managers are able to effectively communicate with stakeholders, project teams, and their peers.  If project managers are unable to customize their communication style to the appropriate audience, success will be elusive.
5. Flexibility: Adapted from a line in To a Mouse, by Robert Burns, "The best laid plans of mice and men often go awry."  No matter how well a project is planned, there will always be something or someone that throws a monkey-wrench into the works.  Flexibility is the genesis of creative thinking—which is critical for project success.

Are there any other skills you would like to add to the list?

Over the weekend I was talking to a friend of mine that I hadn't spoken to in a while. He doesn't work in high tech, but is a professional, one of several people who analyzes data for his company.  He's what we would call a knowledge worker—and he's been doing this type of work for many years.  He's a very capable analyst, and I was surprised to hear that after all this time he's somewhat disenchanted with his current position.

Although they don't call them projects, they are project-based and managed that way. They recently implemented a new system to manage their analysts, which is a command-and-control work management approach that doesn't allow him or any of his colleagues input into prioritization or time-lines. He expressed that there is no consideration for the individual nuances of each project, and that for the first time in his career, he felt like he was on the equivalent of an assembly line and just another cog in the machine.  "It's oppressive," he lamented. "For the first time in my career, it feels like my company has no confidence in my ability to get the job done—even though I have been doing this for over 20 years."

I don't think this situation is unique. I believe my friend represents a large number of highly skilled and talented people who because of the way they are managed at work feel like they are trapped on a treadmill for eight hours every day in an unfulfilling job working for people who don't appreciate their individual skills and need to micro-manage everything they do. In large part, I think this is the result of the tools they use, but there are some organizations that don't understand that today's workforce just doesn't respond to a command-and-control management style.

Solving my friends problem would be simple:

1. Empower him with a little bit of ownership and flexibility regarding deliverables and deadlines.  Give he and his colleagues the ability to contribute to the establishment of benchmarks and time-lines—which would also give them a greater sense of responsibility.
2. A little recognition for a job well done goes a long way—provided it's sincere, relevant, and public.  Organizations that facilitate the recognition of individual team member accomplishments foster an environment where team members are motivated to perform.

As organizations turn to project management software or other PPM solutions to manage their project-based work, it's important to consider how the software will help their team members interact with their managers and the work.  As most of you know, I'm a big proponent of a more social project management model, which engages team members in the process and ultimately improves the accuracy of the information that flows upward in the organization and is used to make decisions. After all, project management success is about people—and starts with the people on the front lines.

How do you keep the "assembly line" feel out of all of your project-based work?

 

It doesn't require an economist to tell us that the current recession has been going on for a long time, in fact there are some sources that suggest that this recession is likely to be the longest since World War II and the worst since the Great Depression.

Earlier this year the Huffington Post reported that Douglas Elmendorf, the new Director of the Congressional Budget Office, testified before Congress that without a major economic stimulus plan, "the shortfall in the nation's output relative to its potential would be the largest—in terms of both length and depth—since the Depression of the 1930s." 

Even though there has been some encouraging news in recent weeks, companies continue to look for ways to increase efficiencies and remain viable in a difficult economy.  However, expecting people to work harder, work longer, and earn incrementally less money is probably not the best solution.  How can organizations maximize capabilities without doing irreparable damage to their resource infrastructure?  Three keys to help maximize resources and increase profitability without crossing the line are:

1. Make certain your organization has access to accurate information
2. Focus on bottom-line activities
3. Make the organization's vision accessible to everyone

Accurate Information Informs Good Decisions: Choosing the right projects to work on can make the difference between an organization that succeeds and one that fails.  Bad information leads to poor decisions and poor decisions lead to bad investments.  In other words, if project teams are working on the wrong projects, they are wasting precious resources that could be spent someplace else.  Without access to accurate information, executives, stakeholders, and project teams might as well pull out a Ouija board every time they want to make a project decision.

Focusing on Bottom-Line Activities Makes Project Teams More Productive: Carving out a project environment that focuses on bottom-line activities doesn't require a machete when a scalpel will do.  I once read a study conducted by the Marriott Corporation that, according to Marriott Executive Bill Munck, suggests "...relatively small changes in productivity can have a major impact on shareholder returns."

I guess the real question then becomes, "How do project teams realize these small, incremental, productivity improvements?" I'd suggest:

1. Increased Collaboration Equals Increase Efficiency: Incorporating a systemic approach to encouraging collaboration within your work management methodology is critical.  Utilize project management tools that foster a collaborative environment.
2. Evaluating the Value of Potential Projects Ultimately Makes Projects More Valuable: The best time to consider whether or not a particular project meets with organizational goals is before it's even started.  Creating a formalized process protects organizations and project teams from spending valuable resources on projects of marginal value.
3. Empower Employees to Improve Process: Those nearest the work tend to understand it the best.  By giving employees more ownership and responsibility to improve the process from the grass roots, productivity increases and project teams become more effective.

Make the Vision Accessible to Everyone: Many project management solutions provide top-down visibility into projects.  They may give executives insight into what project teams are doing, but they neglect to give project teams insight into why they are doing it.  Organizations that trust individual project team members with the vision of why they are engaged in any particular project and how it impacts the overall mission and vision of the organization are able to see the goals of management become the deliverables of project teams.  As project leaders, don't make the mistake of keeping the business objectives of projects a secret from those in a position to make it happen.

What would you add to the list?