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
Joanna Newman
Christian Bisson
Linda Agyapong
Jess Tayel
Rex Holmlin
Ramiro Rodrigues
Taralyn Frasqueri-Molina
Wanda Curlee

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Agile Evolves

3 Tips to Enhance Your Leadership IQ

3 Tips for Becoming a Better Listener—and a Better Project Manager

Maximizing the Value of Agile

Take Advantage of the Talent Gap

By Jen Skrabak, PMP, PfMP

There’s great news for the profession: According to PMI’s latest Job Growth and Talent Gap report, there will be a need to fill 2.2 million jobs globally each year until 2027, growing to a total of 88 million project management jobs in all. Moreover, much of the growth is outside the United States—in places such as China, India, Brazil and Japan. 

Project-related job growth is expected to be 33 percent overall, with health care (17 percent), manufacturing/construction (10 percent) and information services/publishing (6 percent) representing the top three industries.

How can you position yourself to take advantage of these trends? Here are three things to work on.

1.   Get a Certification

Although certification by itself doesn’t guarantee that you will be hired, it does mean that you have demonstrated knowledge and experience in project, program or portfolio management. There aren’t many PMI Portfolio Management Professional (PfMP)® credential holders out there, so obtaining this certification will help set you apart.

But, instead of viewing the PfMP certification as the goal, plan to take it as a journey. If you find that you don’t have the requisite experience, how can you position yourself by taking volunteer roles to gain the experience? 

Career development should be a joint responsibility between you and your manager. You should express the desire and develop the knowledge to grow your experience in certain areas, and your manager can work to open up opportunities to help you practice your knowledge.

2.   Practice

Work on delivering strategic initiatives, driving change and providing innovation consistently and reliably. It’s not experimenting, but actually delivering—first on a smaller scale, then on a larger scale.

For portfolio managers, for example, you may start by managing the portfolio of a department or product, then move to an entire business unit, segment or product line, and finally on to an enterprise level. 

There are three key areas to grow the depth and breadth of your experience:

1.   Strategic alignment: Go beyond understanding the strategy and proactively work to translate that strategy into specific initiatives. This can be done by defining the business cases, developing multi-year roadmaps or translating high-level concepts into specific projects that will deliver the result, benefit or transformation promised.

2.   Benefits realization: This starts with validating the business case and ownership of the benefits, and is typically realized three to six months after the project/program delivery via operational budget savings, reductions or reallocations. Few organizations realize the benefits because they are often too optimistic in the upfront business case and fail to follow through by ensuring that operational budgets reflect the promised savings or headcount efficiencies. 

3.   Project/program delivery: The foundation of portfolio management is good project and program execution to deliver the product, service or result on time, on budget and per the scope. It doesn’t matter if it’s agile, waterfall or hybrid. Although the portfolio manager may not be responsible for the delivery, the delivery affects the portfolio value.  Ensuring that the portfolio value is realized means ensuring the project or program was delivered effectively and efficiently regardless of the methodology.

3.   Communicate Effectively

Working on the portfolio level means that you’re communicating a vast amount of information—anywhere from 15 to 50 projects and programs—in an actionable way to executives. I’ve had executives tell me, “Don’t tell me what’s going right, tell me what’s going wrong and how to fix it.”  Your role is to remember the four “C”s—clear, concise, compelling and credible. Be to the point, tell the story and build trust with a clear plan of action to fix any potential issues proactively. 

Posted by Jen Skrabak on: August 07, 2017 11:41 AM | Permalink | Comments (10)

A Checklist for Shared Outcomes

By Peter Tarhanidis

I was recently assigned to transform a procurement team into one that managed outsourcing partnerships. I realized the team was very disengaged, leaving the strategy up to me to define. There was no buy-in. The team and the partnerships were sure to fail.

But I was determined to make the team successful. For me, this meant it would be accountable for managing thriving partnerships and delivering superior outcomes.

To get things back on track, I had to first get alignment on goals. Setting shared goals can help to shape collaborative and accountable teams that produce desired outcomes.

Establishing goal alignment can be a difficult leadership challenge; however, leaders must gather the needs of all stakeholders and analyze their importance to achieve the desired organization outcome.

I often use this checklist to tackle this challenge:

  1. Set shared goals in consensus with teams to motivate them to achieve the desired outcome.
  2. Link shared goals to key performance indicators (KPIs) that lead to the desired outcome.
  3. Integrate goals into individual and project performance reviews to drive accountability.
  4. Measure KPIs to keep teams on track.

I used this checklist during the procurement team project and it helped to reset and reinvigorate the team. Once we aligned around shared goals, team collaboration increased and the organization started to achieve the targeted business benefits.

If you’ve used a checklist like this before, where have you stumbled and how did you turn it around?

Posted by Peter Tarhanidis on: July 18, 2017 03:55 PM | Permalink | Comments (11)

Leaders exert influence for success

By Peter Tarhanidis

Whenever I’m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be disastrous if you lose your team or if tensions arise that reduce one’s effectiveness to achieve a goal.

I recall one of my client assignments where the goal was to ensure a successful integration of a complex merger and acquisition. The team had slipped on dates, missed key meetings and there were no formalized milestones.

I set up casual meetings to discuss with each member what would motivate them to participate. One clear signal was that management had changed the acquisition date several times. This disengaged the team due to false starts that took time away from other priorities.

During the sponsor review, I reported there was a communication breakdown and that no one shared this effort as a priority. At that point, the sponsor could have used his position of power to pressure everyone to do their part. However, the sponsor did not want to come off as autocratic.

Instead, he asked if I would be willing to find an alternative approach to get the team’s buy in.

I realized my influence was low, but I wanted to help improve the outcome for this team. So I talked again with each team member to negotiate a common approach with the goal to be integration-ready without having an exact date.

Ultimately, our goal was to have all milestones met while a smaller core team could later remain to implement the integration when management announced the final date.

A leader uses influence as part of the process to communicate ideas, gain approval and motivate colleagues to implement the concepts through changes to the organization. 

In many cases, success increases as a leaders exert influence over others to find a shared purpose.

Tell me, which creates your best outcomes as a leader: influencing others through power or through negotiation?

Posted by Peter Tarhanidis on: May 31, 2017 10:10 AM | Permalink | Comments (15)

The Strategic Alignment of the Project Portfolio (Part 2)

By Conrado Morlan

“Without strategy, execution is aimless. Without execution, strategy is useless.” —Morris Chang, founding CEO, Taiwan Semiconductor Manufacturing Company Ltd.

In the first part of this series, I outlined the groups in the organization that must support the strategic alignment of the project portfolio:

  • Executive Group
  • Project Group
  • Operations Group

Let’s dive into those groups a little further.

The Executive Group

The executive group shares the strategic plan with the organization, highlighting the high–level strategic objectives that will support its growth and move it to the next stage.

This group defines the strategic governance processes — that includes policies and monitoring guidelines to ensure the strategic objectives will be achieved. It establishes a governing body that will ensure accountability, fairness and transparency. The project portfolio governance will adhere to the strategic governance to align the project portfolio and drive the execution of the strategic plan.

During the development of the strategic plan, a thorough risk assessment should be conducted to assign a risk level to the initiatives included in the strategic plan. The risk assessment will feed into the strategic alignment process to ensure the portfolio of projects will keep these risks top of mind each step of the way.

The governance body will also monitor the performance of  programs and project to ensure the expected benefits are being delivered as planned.

The executive group will interact on a frequent basis with the project group to address governance issues, changes in strategy that may impact the portfolio and risks. Meetings with the operations team, on the other hand, will focus on monitoring whether benefits are being created and harvested, as well as how those benefits are impacting — postively or negatively —the strategic objectives.

The Project Group

The project group will cover all areas of the project management profession: portfolio management, program management and project management.

This group will “translate” the strategic plan into elements of the project portfolio and align them with the strategy. Priorities, sequences, dependencies, risks and other elements from the strategic plan will cascade into the project portfolio.

The project portfolio will establish an execution framework that will consider the organization’s existing cross-functional capabilities, operations, and processes, and assess technical and operational requirements to identify gaps that need to be filled to support the successful execution of the project portfolio.

The project tam will:

  • Monitor risk: Establish the context of the risk identified in the strategic plan with the project portfolio and additional risks that have been identified in the portfolio. Update mitigation plans as required based on discussions with executive team.
  • Adhere to organizational governance: The project portfolio will follow the guidelines of corporate culture, transparent communication, accountability and integrity.
  • Assess capabilities: Identify the required capabilities through short-term and long-term program and project scenarios to ensure the required resources will be available when needed.
  • Delineate operational and technical requirements: Based on the prioritization and sequence of programs and projects defined in the portfolio, define the requirements with a holistic portfolio view and bind them with the strategic plan.
  • Establish metrics: Integrate metrics across operations and technology using industry baseline metrics in order to provide credibility to measurements and a route to quantification.

The project group will interact on a frequent basis with the operations group to ensure projects will deliver the expected benefits, and define how those benefits will be “harvested” and used as an input to subsequent phases of the protfolio and strategic plan.

The Operations Group

The operations group will support program and project teams during implementation and will be the recipient of the benefits delivered by the programs and projects. The execution of the strategic plan is a cross-functional effort and every function in the organization will need to contribute to its success.

The operations group may encompass many of the functions of the organization and will be active participants throughout project implementation. But this group’s participation is most important in the post-implementation phase to ensure a sustainable environment for the achievement of the strategic goals.

This group will work closely with the project group on the ongoing management of the portfolio to monitor benefits realization, and will play an active role in the orchestration of demand management and capability management to ensure resources will be available when needed in order to avoid any delays in the portfolio.

If you’ve worked on strategic initiatives, how have you collaborated with these groups in your organization? What advice can you share?

 

Posted by Conrado Morlan on: April 18, 2017 08:59 AM | Permalink | Comments (7)

The Strategic Alignment of the Project Portfolio (Part 1)

By Conrado Morlan

“The essence of strategy is choosing what not to do.”  —Michael Porter

Over the last two decades, organizations looking to remain competitive have realized that creating a strategic plan is not enough. The smart execution of that strategy is also needed to move an organization to the next stage.

One way to drive better execution is to align the project portfolio with the organization’s strategy. This should encompass all current and future initiatives, programs and projects — including business projects, operations projects, technology projects, etc.

The project portfolio is the strategic plan’s execution framework. It calls for cross-functional efforts that provide a holistic view to the participating areas, and helps them better understand the strategic goals and how their contributions will move the organization to the next level. This instills a sense of ownership among the participants.

Strategically aligning the project portfolio allows an organization to establish an execution approach that will allow it to improve existing processes and optimize the selection and sequence of initiatives.

Leaders should screen, filter, and select programs and projects based on the organizational strategy and — for those selected — they should define:

Roles and responsibilities: Who will be involved, as well as each person’s level of involvement and authority

Stakeholders: Who will be impacted by the initiatives and their level of influence in the organization

Resources: What resources could be assigned to programs and projects, and their current capacity and capabilities to support the selected initiatives

Funding: What funds will be available to implement the selected programs and projects

Risks: What internal and external risks would affect the strategic plan and therefore the portfolio of projects, and what risks will be accepted or mitigated

Benefits Realization: What benefits will be produced by each program and how those will be harvested

To achieve that alignment, the following groups must support the initiative:

  • Executive Group: This group will provide the strategic and portfolio governance guidelines.
  • Project Group: This group will handle portfolio management, focusing on delivering value to the business.
  • Operations Group: This group will ensure the organization can sustainably achieve its strategic goals.

In the second part of this series I will explore how these groups interact to establish the best execution approach and achieve the strategic goals defined in the strategic plan.

As a portfolio, program or project manager, have you been involved in the strategic alignment of the project portfolio in your organization? What was your experience?

 

Posted by Conrado Morlan on: April 15, 2017 07:47 AM | Permalink | Comments (16)
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