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:
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:
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?
Playing the Right Leadership Role
Education and Training,
Human Aspects of PM,
New to Project Management,
Reflections on the PM Life,
Categories: Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Facilitation, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, New to Project Management, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Roundtable, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis
It is not unusual for project leaders to fill a variety of leadership roles over the course of the many unique initiatives we take on.
As I transition from one client, program, employer or team to another, my personal challenge is to quickly work out the best leadership role to play in my new environment. Therefore, I find it helpful to have some knowledge of leadership theory and research.
Leaders must understand the role they fill in relation to staff and management. That typically falls into three categories, as defined by Henry Mintzberg, Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University, Montreal, Quebec, Canada:
Interpersonal: A leader who is either organizing the firm or a department, or acting as an intermediary. He or she is the figurehead, leader or liaison.
Informational: A leader that gathers, communicates and shares information with internal and external stakeholders. He or she is the mentor, disseminator, and spokesman.
Decisional: A leader that governs and has to make decisions, manage conflict and negotiate accords. He or she is the entrepreneur, disturbance handler, resource allocator and negotiator.
During one of my recent transitions, I thought I was a decisional leader, but I was expected to play an informational role. When I acted on information rather than sharing it and gaining consensus toward a common goal, my team was very confused. That’s why it’s so important to know the role you’re expected to fill.
When you start a new effort, how do you determine what role you’re expected to play? How has that contributed to your success?
By Taralyn Frasqueri-Molina
Because human resources is so process-oriented, it’s easy to overlook its need for project and program management.
The human resources department’s projects may not be customer-facing and highly visible, but it is very likely that they will make your work life easier! They might be focused on integrating or retrofitting an HR information system, changing an organization-wide benefits provider, developing a new employee handbook or designing and releasing an employee satisfaction survey.
I’ve had the pleasure of working on several HR projects. Though they weren’t product launches delivering external customer value, they were critical to internal business operations. Because they are so essential to internal success, if you’re the person responsible for enterprise roadmapping, you must ensure HR projects are part of the way forward.
One human resources area that benefits exceptionally well from stellar project management is organizational design. Don’t pass up the chance to work on an organization redesign project—you’ll be teaming up with not only human resources, but also with service designers, team managers and executive leadership.
There are many stages to an organizational design project. Organizational design projects have a lot of moving parts. Early on, it can be easy to get stuck in the research and design parts, constantly reviewing and revising. Later, ensuring companywide adoption can seem like a never-ending slog. A project manager can be a boon during these critical phases by keeping the focus on smaller, incremental milestones, and communicating when that milestone progress is made. This keeps the project moving forward, the momentum continuing even though the results of the final goal may be nebulous and still too far away.
In the end, you’ll deliver a model that will become the operating structure for the entire organization—helping all of its employees navigate through a changing business environment. And maybe even disruptive changes that pose grave threats to the organization.
What types of human resources projects have you led? Where else do you thinking project management could be beneficial for human resources?
by Peter Tarhanidis
I’ve served in various leadership roles throughout my career. In one role, I worked with engineers to build and deliver a technical roadmap of solutions. In another, I was charged with coordinating team efforts to ensure a post-merger integration would be successful.
All of my leadership roles ultimately taught me there’s no-one-size-fits-all style for how to head up a team. Instead, the situation and structure of the team determines the right approach.
Traditional teams are comprised of a sole leader in charge of several team members with set job descriptions and specialized skills, each with individual tasks and accountability. The leader in this environment serves as the chief motivator, the coach and mentor, and the culture enforcer. He or she is also the primary role model—and therefore expected to set a strong example.
But, this traditional team setup is not always the norm.
Take self-managed teams, for example. On these teams, the roles are interchangeable, the team is accountable as one unit, the work is interdependent, the job roles are flexible and the team is multi-skilled, according to Leadership: Theory, Application, & Skill Development, written by Robert M. Lussier, a professor of business management at Springfield College in Springfield, Massachusetts, USA.
On a self-managed team, each person’s capabilities support the team’s overall effectiveness. While these teams do need to have their efforts coordinated, they spread leadership accountability across the group.
Members each initiate and coordinate team efforts without relying on an individual leader’s direction, according to Expertise Coordination over Distance: Shared Leadership in Dispersed New Product Development Teams by Miriam Muethel and Martin Hoegl.
Effective leaders adjust their style to the needs of varied situations and the capability of their followers. Their styles are not automatic. Instead, they get to know their team members and ensure their teams are set up to succeed.
How do you pick the right leadership style to use with your teams?
By Wanda L. Curlee
Could neuroscience be the next big thing for the project management profession?
Today, there are many theories about leadership, management, and psychology, yet, no one is quite certain how the brain works in concert with these theories—or even if it does.
In the pursuit of more information, neuroscience—including functional magnetic resonance imaging (fMRI) and positron emission tomography (PET) —is being used to study what the brain activity of business-minded individual’s looks like during thought and during motion. (This technology can map new neural pathways as they are created—pathways that can be created until death.)
Already this scientific field is creating new fields of study across the business landscape. Neuroeconomics, for example, is “the application of neuroscientific methods to analyze and understand economically relevant behavior such as evaluating decisions, categorizing risks and rewards, and interactions among economic agents,” according to Dr. Zainal Ariffin Ahmad, a professor in the Business Research for Applied Innovations in Neurosciences (BRAIN) Lab at the Universiti Sains Malaysia’s Graduate School of Business.
With portfolio management still in its infancy, neuroleadership and neurogovernance could potentially assist portfolio managers. By extracting knowledge from the sciences of neuroleadership and neurogovernance, PMI could differentiate itself and its body of knowledge from the various other project management associations and standards.
By using cutting-edge knowledge about how the human brain works to help create standards, PMI could move project management closer to a profession such as medicine. When the standards of the profession are based on empirical scientific knowledge, rather than good practices done on most projects most of the time, project management could become even more science than art.
What do you think? Can and should neuroscience be part of the future of project management?