Project Management

PMI Global Insights

by , , , , ,
Whether it’s in-person or virtual, PMI events give you the right skills to complete amazing projects. In this blog, whether it be our Virtual Experience Series, PMI Training (formerly Seminars World) or PMI® Global Summit, experienced event presenters past, present and future from the entire PMI event family share their knowledge on a wide range of issues important to project managers.

About this Blog

RSS

View Posts By:

Cameron McGaughy
Julie Ho
Heather McLarnon
Laura Schofield
Michelle Brown
Kimberly Whitby

Past Contributors:

Johanna Rusly
April Birchmeier
Nikki Evans
Dalibor Ninkovic
Dr. Deepa Bhide
Chris DiBella
Nic Jain
Nicholas Sonnenberg
Karen Chovan
Jack Duggal
Catalin Dogaru
Priya Patra
Josh Parrott
Scott Lesnick-CSP
Antonio Nieto
Dimitrios Zaires
Ahmed Zouhair
Carmine Paragano
Te Wu
Scott Bain
Katie Mcconochie
Fabiola Maisonnier
Erik Agudelo
Paul Capello
Kiron Bondale
Jamie Champagne
Esra Tepeli
Renaldi Gondosubroto
Mel Ross
Laura Lazzerini
Kim Essendrup
Geetha Gopal
David Summers
Carol Martinez
Tai Cochran
Fabio Rigamonti
Archana Shetty
Geneviève Bouchard
Teresa Lawrence, PhD, PMP, CSM
Randall Englund
Kristy Tan Neckowicz
Moritz Sprenger
Mike Frenette
O. Chima Okereke
David Maynard
Nancie Celini
Brantlee Underhill
Claudia Alcelay
Sandra MacGillivray
Vibha Tripathi
Sharmila Das
Gina Abudi
Greg Githens
Joy Beatty
Sarah Mersereau
Lawrence Cooper
Donna Gregorio
Seth Greenwald
Bruce Gay
Wael Ramadan
Fiona Lin
Somnath Ghosh
Yasmina Khelifi
Erik Rueter
Joe Shi
Michel Thiry
Heather van Wyk
Jennifer Donahue
Barbara Trautlein
Steve Salisbury
Jill Diffendal
Yves Cavarec
Drew Craig
Stephanie Jaeger
Diana Robertson
Zahid Khan
Benjamin C. Anyacho
Nadia Vincent
Carlos Javier Pampliega García
Norma Lynch
Emily Luijbregts
Susan Coleman
Michelle Stronach
Sydni Neptune
Louise Fournier
Quincy Wright
Nesrin Aykac
Laura Samsó
Lily Woi
Jill Almaguer
Mayte Mata-Sivera
Marcos Arias
Karthik Ramamurthy
Michelle Venezia
Yoram Solomon
Cheryl Lee
Kelly George
Dan Furlong
Kristin Jones
Jeannette Cabanis-Brewin
Olivia Montgomery
Carlene Szostak
Hilary Kinney
Annmarie Curley
David Davis

Recent Posts

Are You Going to Be Bitter or Better? Top Takeaways from a Keynote on Change

Lessons Learned From PMI Global Summit 2023

Diversity Celebrated at PMI Global Summit

Lean Portfolio Management to Align Enterprise Strategy

A Glimpse into PMI Global Summit 2023: PMOs, Change Management, Strategy and Networking!

Categories

Agile, Agility, alignment, Ask the Expert, Benefits Realization, Best Practices, Bonding, Business Analysis, Calculating Project Value, Capital Projects, Career Development, Change Management, Cloud Computing, Collaboration, collaboration, Communication, Complexity, Congress 2016 Ask an Expert, Construction, Curiosity, Digital Transformation, digital transformation, Documentation, Earned Value Management, Education, EMEA, EMEA Congress Reflections, Engagement, engagement, Ethics, Events, Extra Info, Facilitation, forecasting, future, Generational PM, Global Congress 2016, Global Congress 2016 - North America, Global Summit, Global Summit 2023, Good News, Government, Healthcare, Human Aspects of PM, Human Resources, Identity, Innovation, IT Project Management, Kickoff, Leadership, Lessons Learned, Mentoring, Metrics, Networking, New Practitioners, Nontraditional Project Management, organisations, Organizational Risk, PM & the Economy, PM Think About It, PMI, PMI Congress, PMI Congress NA 2016, PMI EMEA Congress 2018, PMI Global Conference, PMI Global Conference 2017, PMI Global Conference 2019, PMI Global Congress - 2016, PMI Global Congress 2012 - North America, PMI Global Congress 2013 - EMEA, PMI Global Congress 2014 - North America, Pmi global congress 2014 - North America, PMI Global Congress 2015, PMI Global Congress 2015 - Ask the Expert, PMI Global Congress 2016 - EMEA, PMI Hours for Impact, PMI PMO Symposium 2013, PMI Pulse of the Profession, PMI Training, PMI Virtual Experience Series, PMIEMEA17, PMIEMEA19, PMO, PMXPO, Portfolio Management, Procurement, Professional Development, Program Management, Programs (PMO), Project Delivery, Project Failure, project kickoff, Project Planning, Project Requirements, Reflections on the PM Life, Risk, Risk Management, ROI, Roundtable, Scheduling, SeminarsWorld, Social Responsibility, SoftSkills, Stakeholder, Strategy, Sustainability, Talent Management, Teams, Techniques, test, The Moon, Tools, Training, Translations, Videos, Virtual Experience Series, Virtual Teams, Volunteering, war

Date

Viewing Posts by Greg Githens

How to Measure Business Acumen

By Greg Githens, PMP

I was trained in the sciences and have always liked this quote from the British scientist Lord Kelvin -  

“When you can measure what you are speaking about, you know something about it. When you cannot, your knowledge is of a meager and unsatisfactory kind.”

In this article, I apply the spirit of Kelvin’s quotation to the concept of business acumen. Because many people use it as a gauzy and subjective buzzword, we will all benefit from a better understanding.

We begin with understanding acumen as a general topic. Then, we will examine the specific topic of business acumen.

A person with acumen is sharp minded. The word’s direct Latin ancestor is the verb acuere, which means “to sharpen,” and a related Latin noun is acus for “needle.” Sharp needles are very useful tools for tailors and physicians, and the analogy extends to strategic thinking. A person with acumen is sharp and able to penetrate a complicated system.

Many people incorrectly associate the word acumen with the word accumulate or Cumulous (clouds), which draws from the Latin, to pile up.

The lesson here is, remember that acumen is like acupuncture. It is an ability to penetrate a topic to deliver benefits.

The bLAID framework for evaluating acumen. The bLAID framework unpacks business acumen into four elements.

business Literacy – Just as a literate person can distinguish fiction from non-fiction, a business-literate person knows the principles of accounting, finance, operations, human resources, and the like. Business literacy resembles book-learned knowledge. Business literacy is a baseline of understanding. It is not the same thing as acumen.

Since the topic is business acumen, I made the “b” lowercase, which allows us to distinguish other kinds of acumen; for example, project literacy, financial literacy, or technology literacy.

Analysis – A necessary step in showing acumen is to probe the situation. (As mentioned above, the “acu-“ part of the word acumen relates to penetrating.) A skilled analyst can probe quickly and intuitively. A less-skilled person may require more time to identify the crux of the business issue. Regardless, acumen is fundamentally a concept of achieving a better understanding of the situation and not accepting mediocre and conventional explanations.

Analysis naturally leads to insight.

Insight – Everyone has had an insight: a sudden realization of a better explanation of a situation or a resolution to a challenging issue. The activities of analysis and reframing naturally tend to generate insights.

The insight sparks some initial design ideas. As you further refined those ideas you improve the quality of your solution.

Design – Design is an iterative activity that starts with the insight, generates options, and refines the solution space.

 

Evaluating a group of executives. I was once invited to help a not-for-profit community organization with its strategy. An important element of this example is that this organization was floundering. If the Board could not provide leadership and value to the community, the organization would cease operations.

I met with the members of the Board. As a discussion starter (and as an assessment of their business acumen), I needed an icebreaker exercise. I asked each member to answer this question.

A philanthropist is willing to grant your organization a significant amount of money. How (and why) would you invest that money to best benefit your organization?

 

Each person wrote a few sentences, which we returned at a later meeting. I contend that the answers reflect the business acumen of the person. The bLAID framework provided some guidance on what to look for.

The best answer was this: ask for a grant of $100,000 and use it to hire a full-time administrator for the organization. It was a good answer because it addressed a large specific challenge for the organization: the current ad hoc, part-time, volunteer structure was not efficient or impactful.

The other answers were narrow-framed, and uninspired. The ideas would only result in incremental improvement of the status quo.

Subjective measures are common (and acceptable). While objective, quantitative measurements are desirable, the fact is that we can and do accept subjective measurements.

One example is in the judging of gymnasts. Most of us have seen the Olympics and watched the feats of gymnasts. At the end of each routine, we see judges posting their individual ratings up to the perfection of a 10.

Another is the judging of dog shows, where there are awards for best of breed and best of show.

We accept as valid the winners of gymnastic competitions and dog shows. The reason is that, firstly, there is an understanding of what makes for good quality. Gymnastic routines require certain kinds of movements and challenges. Judges grade the dogs on their conformity to breed standards.

Business acumen scoring models. I evaluate business acumen though assessing five qualities.

First, I do a general assessment of competence, which I define as “the ability to understand a situation and act reasonably.” In the above example of the not-for profit, the best answer also reflected an understanding of the reality of the situation: this organization was struggling and not getting sufficient attention from its Board.

Second, is an assessment of the proposed design. Is it plausible?

Third, is the scalability of the design and the positive impact on stakeholders. This was a strong factor in finding the best solution in the above example of the not-for-profit organization.

Ingenuity is the fourth criterion of the model. Insight reveals itself in ingenuity of solutions.

Lastly, I look to see if the proposal creates options for future action. This was also a benefit of the best solution in the above example.

Want to learn more? Join me on 7 October in Session #428 at PMI’s October Virtual Experience Series Event to learn more about measuring business acumen. Further the dialogue by taking part in the discussion threads with me and the rest of the PM community.

Posted by Greg Githens on: September 01, 2021 10:21 AM | Permalink | Comments (10)
ADVERTISEMENTS

"Few people think more than two or three times a year; I have made an international reputation for myself by thinking once or twice a week."

- George Bernard Shaw

ADVERTISEMENT

Sponsors