By Peter Tarhanidis
These days there is such a high influx of projects and such a demand for project managers, but such a limited supply of practitioners. How can companies help their project professionals improve their skills and knowledge so that they can work to meet that need?
Leaders deliver more results by sponsoring grassroots project management learning and development programs. Common approaches and best practices are shared across all levels of project managers—ranging from novices to practitioners. Therefore, if an organization has more employees who can learn to leverage project management disciplines, then the organization can meet the increasing demand, and are more likely to develop mature practices that achieve better results.
One type of grassroots effort is to establish a project management community of practice (CoP). CoPs are groups of people who share a craft or a profession. Members operationalize the processes and strategies they learn in an instructional setting. The group evolves based on common interests or missions with the goal of gaining knowledge related to their field.
For project managers, there is a specific added benefit of CoPs. They bring together a group who are traditionally part of separately managed units within an organization focused on strategic portfolios and programs.
CoP members develop by sharing information and experiences, which in turn develops professional competence and personal leadership. CoPs are interactive places to meet online, discuss ideas and build the profession’s body of knowledge. Knowledge is developed that is both explicit (concepts, principles, procedures) and implicit (knowledge that we cannot articulate).
In my experience, I have seen CoP utilized in lieu of project management offices. The members define a common set of tools, process and methodology. The CoP distributed work across more participants, increased their productivity to deliver hundreds of projects, improved the visibility of the members with management and positioned members for functional rotations throughout the business.
Which do you think drive better performance outcomes—establishing hierarchal project management organizations or mature project management disciplines through CoPs?
3 Steps to Outsourcing Success
Nontraditional Project Management,
PM & the Economy,
Categories: Benefits Realization, Best Practices, Change Management, Complexity, Innovation, Innovation, Leadership, Leadership, Lessons Learned, Lessons Learned, Nontraditional Project Management, PM & the Economy, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Risk Management, ROI, Roundtable, Stakeholder, Strategy, Teams
By Peter Tarhanidis
When leaders use outsourcing it is often in an effort to enhance the organization’s value proposition to its stakeholders.
Outsourcing allows leaders to focus on and invest in the firm’s core services while using cost effective alternative sources of expertise for support services.
When services are outsourced, management and employees need to prepare for a transformation in organizational operations—and project managers must establish a strategy to guide that change.
Creating an Outsourcing Strategy
Project managers can help to create an effective outsourcing strategy based on a three-part structure:
1. Assess the current state
This assessment should define the firm’s:
2. Consider the “to-be” state
The to-be state should be designed based on a comprehensive evaluation and request for proposal, including a good list of best alternatives to negotiated agreement items.
The to-be state must consider:
3. Consider the governance required to sustain the future state
A new internal operating model needs to be formed. This includes establishing teams to manage the contract, such as senior sponsorship, an operational management team or a vendor management team.
Then the outsourcer and the outsourcing organization should focus on continuous improvements that can be made to the process.
Avoiding Outsourcing Pitfalls
Project managers can avoid a few common pitfalls in their outsourcing projects:
Overall, if done with a defined end in mind, leaders can capitalize on outsourcing by reducing operational costs, reinvesting those savings in core services, and providing access to expertise and IT systems that would normally not have been funded via capital appropriation.
Have you been a part of any outsourcing efforts? What advice would you offer to project managers involved in similar projects?
By Kevin Korterud
As project delivery methods have evolved, so has project leadership. Hybrid approaches have emerged: Traditional waterfall project and program managers are now faced with the prospect of having a portion of their work use iterative agile approaches. Agile Scrum Masters and product managers executing rapid iterations of new products now have to contend with budgets, financial forecasts, release schedules and business case benefits, as well as with aligning implementation of products with other projects across the enterprise.
With this as a backdrop, a frequent question that comes up from my colleagues is whether an industry needs a project manager who knows agile, or agile leads who are competent in more traditional project management practices. In today’s complex world of delivery, we urgently need both.
1. Project Managers Need to Understand Agile
It’s inevitable that a project manager will at some point oversee an agile delivery process. So it’s important that project managers start their journey to competency as soon as possible. This journey can begin with training in agile methods as well as shadowing an agile lead to see how the iterative process works.
As the journey continues, project managers will start to immerse themselves in advanced areas such as agile metrics, alignment of agile to testing and release processes as well as the people factors. A project manager will soon see what sort of projects can best be delivered through agile vs. waterfall methods, as well as the linkages to enterprise functions required regardless of delivery approach.
2. Agile Leads Need to Understand Project Management
Agile leads typically have experience with iterative methods used to quickly shape and deliver solutions. In addition, they typically have a strong business analysis background that comes into play when defining user stories.
In the past, these skills alone were sufficient for agile delivery efforts.
With the complexities of contemporary delivery, however, many agile leads now encounter similar expectations when it to comes to schedule, budget, product quality and business case realization as their waterfall counterparts.
These expectations compel agile leads to gain skills in traditional project management areas such as estimation, forecasting, resource management, technical requirements as well as testing and implementation practices. Acquiring these skills will enable agile leads to deliver higher-quality products in a more timely and efficient manner.
3. Everyone Needs Enterprise Function Support
As hybrid project delivery approaches become more common, the considerations for aligning delivery activities to produce the most value to an organization become more numerous. These considerations can include (but are not limited to) the speed at which agile produces product iterations, business and technology complexities, and the increasing expectations of consumers.
All of this amplifies the importance of enterprise functions such as portfolio management, release management and resource management. These and other traditional enterprise delivery disciplines have been identified by the Scaled Agile Framework (“SAFe”) as being key to success.
It’s not so much that the SAFe framework has had a “eureka moment” around enterprise functions as new innovations. Rather, it has identified the critical need to have these functions in place and engaged for all types of delivery. Both project managers as well as agile leads can be more successful when tightly integrated with enterprise functions. Without having robust enterprise functions in place, organizations will struggle with more frequent schedule, resource, dependency, testing and implementation conflicts. And those conflicts dilute the business value of projects regardless of delivery style.
What do you think? Do organizations need agile leads with project management knowledge, or project managers with agile knowledge? I welcome thoughts regarding delivery successes and failures relative to either or both roles.
By Taralyn Frasqueri-Molina
Project managers come in all kinds of flavors. During my 15 years in the biz, I've been lucky to use all kinds of methodologies and frameworks to deliver a variety of projects. These last few years, I’ve mainly been a digital project manager.
But just within the digital world, there are many different kinds of project managers. Here's a brief overview of a few. There are nuances to every role, of course; these are broad-stroke descriptions.
Tech PM: This designation used to include all things digital before digital splintered off. Now a tech PM usually works in the IT/infrastructure realm.
These PMs are the keepers of the critical backend of your business—email, broadcast pipelines, data storage, cloud systems, security, software integrations, etc. They’re leading large enterprise-wide initiatives to enable organizations to adopt new tools and processes.
OTT device and app PM: PMs in this area often work on products related to "over the top" (OTT) video platforms. AppleTV, Roku and Amazon Fire Stick are all OTT devices. So are gaming consoles like Xbox and PlayStation.
PMs in this area may manage development of the device itself, but more often they are leading app development initiatives that focus on getting video/music content to customers.
Mobile app PM: Direct to your phone or tablet: no muss, no fuss. PMs in this area often strictly focus on delivery of apps (and their requisite updates) for various handheld smart devices.
The reason why this isn't rolled into OTT is because mobile devices and OTT devices are very different beasts! An app may look and even act the same on both OTT and mobile devices, but the backend of both are quite different. There are thousands and thousands of apps in the world. You could make your career as a brilliant PM just in this area alone.
Web/mobile/livestreaming PM: PMs in this area lead projects in the dotcom space at organizations like Facebook, Twitter, YouTube, Google, Twitch.tv, etc. There is often crossover from mobile app to web/mobile because most businesses have app offerings, but this PM isn't strictly app-focused. He or she is leading teams to develop engaging desktop experiences while simultaneously being focused on how that desktop experience translates to a mobile device outside of an app.
That's why using Twitter in a web browser on your laptop looks almost exactly like it does in a browser on your phone. Want to add in more complexity? These PMs understand how livestreaming (and soon VR) affects their organization and work with teams to figure out how to leverage both for their customers.
Web/mobile ecommerce PM: Just a few days ago, I bought my groceries online. I'm sure it will become the main way I shop for food! An offshoot of the web/mobile PM, the ecommerce PM is an expert in helping teams deliver all manner of web shopping portals.
Big box retailers with online presences, independent artist Etsy-type sites, auction sites, Paypal and subscription services are all where these PMs live. This PM has to understand the nuances of payment types (both domestic and international), billing and recurring charges, payment funnels and how customers move through them, customer accounting and requirements for handling extremely sensitive data.
From gaming to video-on-demand SMEs, there’s a world of opportunities out there for digital project managers—and they’re changing all the time. What other common digital PM roles do you know of?
by Dave Wakeman
In recent months, I’ve been talking about how to become a more strategic project manager on this blog (see here, here and here). I thought it would be a good idea to circle back and talk about how being an effective communicator will help you be more strategic.
Here are three tips to remember:
1. Communications is at the base of performance.
Never lose sight of the fact that as a project manager, you are basically a paid communicator. And, as a communicator, you have certain responsibilities: being clear, keeping your message concise and making sure you are understood.
If you aren’t meeting these requirements, you are likely going to struggle to achieve success in your projects. In addition, poor communicating may mean you miss the message about why this project is important to the organization. You also may miss information from the team on the ground that would shape the organization’s deliberations about the project.
So always focus on making sure that your communications up and down the organization are clear, concise and understood.
2. A free flow of communications delivers new ideas.
Managing a lot of communications and information is challenging—I get that. But by the same token, if you aren’t exposing yourself to information from many different sources (both inside and outside the organization), you’re likely missing out on ideas that can transform your opinions and open you up to new ways of looking at things.
While being a strong project manager is about having a good, solid framework for decision-making, you aren’t going to have all the technical expertise yourself. In addition, your team may be only focused on the one area that they are in charge of. So it’s important that someone is open to the flow of ideas that can come from any direction and that may have the power to reshape your project in unimaginable ways.
You can achieve this by making sure you have conversations up and down the organization and pay attention to things outside of your scope of work. You never know where a good idea is going to come from.
3. Relationships are the key to project success—and they’re built through communication.
If we aren’t careful, we can forget that our project teams are groups of people with wants and needs. Remember: at the heart of our work are real people whom our projects impact.
That’s why it’s essential that you focus on the human aspect of being a project manager, especially if you want to become a top-notch, strategic project manager. Our human interactions and relationships are the key to our success as project managers.
This is something you should be taking action on all the time. Maybe you start by pulling someone on your team aside for a conversation about what’s going on. Maybe you find out a little more about the person’s home life. Or, you just make sure you have an open-door policy when it comes to information on your projects.
The key is to make sure you give your personal relationships an opportunity to thrive in the project setting.
Let me know what you think in a comment 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 email@example.com!