Voices on Project Management

by , , , , , , , , , , , , , , , , , , , , , ,
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.

About this Blog

RSS

View Posts By:

Cameron McGaughy
Marian Haus
Lynda Bourne
Lung-Hung Chou
Bernadine Douglas
Conrado Morlan
Kevin Korterud
Peter Tarhanidis
Vivek Prakash
Cyndee Miller
David Wakeman
Jen Skrabak
Mario Trentim
Shobhna Raghupathy
Roberto Toledo
Joanna Newman
Christian Bisson
Linda Agyapong
Jess Tayel
Rex Holmlin
Ramiro Rodrigues
Taralyn Frasqueri-Molina
Wanda Curlee

Recent Posts

The Secrets to Business Transformation Success

Specialist or Generalist: The Great Career Conundrum

Project Management Is For Everyone

Project Management? There’s an App for That.

Bring on the Praise

Project Management? There’s an App for That.

By Conrado Morlan

If all you have is a hammer, everything looks like a nail” - Abraham Maslow

Over the last two decades, the project management profession has rapidly evolved. The number of professionals has grown worldwide, organizations have adopted, adapted or created frameworks and methodologies to support their projects, and technology has flooded the market with a plethora of mobile, desktop, server and cloud tools.

These tools are big players in establishing the ideal project management environment for organizations that want to track project metrics, performance, pipeline optimization, resource management, time, cost and budget—and the list can go on and on. These versatile apps also support an endless range of frameworks and approaches, from waterfall to agile to Kanban.

Organizations may go thru a selection process to choose the right tool for their environment. Many support their decision-making process with external sources from consulting companies that had reviewed several tools and classified them based on different criteria.

Once a tool is selected, the next step is to put together the various pieces of the puzzle—the project, practitioners and tool. They don’t always naturally match up—and that’s to be expected. That means training.

However, I’ve recently noticed a disturbing trend. I’ve seen several job postings in which the most important trait is the years of experience using a particular project management tool. Some of the job seekers told me that they did not get the job because of their lack of experience in a particular tool.

It makes me wonder: Are organizations “toolizing” project management? Are they boxing themselves into a tool environment? Why is a tool more important than a discipline?

Experienced project professionals exposed to different frameworks or project management methodologies may apply their knowledge to the tool and manage the portfolio, program or project. A tool expert does not make a project management professional.

Remember, at the end of the day, a fool with a tool is still a fool.

Do you think organizations are becoming “tool-centric”? If so, what’s driving this trend?

Posted by Conrado Morlan on: November 27, 2017 09:10 PM | Permalink | Comments (14)

3 Metrics For Project Manager Performance

I’m frequently asked for insights on performance measurement criteria for project managers. This comes as a bit of a surprise given how professional certification programs, such as PMI’s Project Management Professional (PMP®) certification, have brought more consistency to project management skills.

 

Organizations’ typical performance measurement framework for functional roles is focused on growth and results. But that framework is becoming less effective at measuring project managers.

 

Project managers differ from functional roles in that they perform their duties with definitive time periods, outside influences, ever-changing activities and a higher level of uncertainty.

 

At the same time, more and more companies are seeking both individual and aggregate project management performance measures. Aggregate measures provide insights into overall capabilities and indicate if improvement initiatives — training, methods, processes — are actually increasing project manager productivity.

 

I’ve spent some time thinking about how to improve measurement criteria for project manager performance. Here are three areas I believe must be included:

 

  1. Project Metrics: Companies go to great lengths to capture and share metrics on project performance. If that same data is analyzed based on a project manager, it serves as a current and historical view of project manager performance.

 

Over time, individual project manager metrics, such as schedule and budget, can be analyzed to show the project manager’s track record. Supplementary metrics, such as change control activity, deliverable finish date delays and cost of poor quality, can provide a complete picture of project manager performance.

 

By aggregating and averaging these metrics — as well as using other data points such as labor cost — the enterprise capability of project managers can be measured.

 

 

 

2. Project Manager Engagement Reviews: The ability of a project manager to successfully engage with stakeholders is a key success factor for projects. A high level of engagement allows for early visibility to potential delivery issues, as well as a stronger understanding of the success criteria for a project.

 

The most effective means to measure project engagement is to conduct a post-project review with the project’s primary stakeholder. As engagement is not a binary yes/no condition, open-ended questions allow for deeper insights into the project manager’s level of engagement. For example, probing when project managers anticipated potential project issues would help to reveal engagement. These reviews are not meant to be punitive, but instead to guide and educate.

 

In addition, the reviewer should also look at the engagement level of the primary stakeholder. It’s not uncommon to find unengaged stakeholders, which can lead to poor delivery results for which the project manager is unfairly held to account. A balanced view of both the project manager and stakeholder will give the reviewer a true measure of engagement.

 

  1. Project Manager Histories: Beyond capturing fundamentals of project manager experience, credentials and projects, capturing performance details of projects led by project managers is of great value.


When interviewing project managers, I ask them to complete a table of both project fundamentals as well as performance histories. This profile helps me determine what would be the next best project for them, thus enabling a better chance of delivery success.  

Capturing project performance data allows project managers to share successes, as well as provide rationale for when things might not have gone as well as anticipated. It serves as a platform for career growth.

A project manager that comes to an interview prepared with structured project histories is usually well prepared to take on the next level of projects.

In today’s world of ever-increasing project complexity and scale, both companies and project managers need to expand their demonstrated performance results beyond what is found today.  

 

How do you measure project manager performance? Do traditional performance measurement frameworks for functional roles continue to meet the need? 

Posted by Kevin Korterud on: November 03, 2017 05:05 PM | Permalink | Comments (21)

3 Tips to Enhance Your Leadership IQ

By Peter Tarhanidis

The boards I serve have common opportunities and challenges revolving around promoting a brand, balancing the operating budget and growing capital. Yet, while flawless leadership is expected, in actuality it is difficult to sustain.

As I reflected on why many organizations were challenged around execution, I realized that executives must improve their leadership intelligence around three key factors to enable success:

  1. Improve speed and quality. When leaders struggle to make quick or quality decisions, it’s often viewed as not having the right team in place, or not having enough intelligence on the matter or the specific responsibilities related to the decision. One can increase cognitive abilities through investing in formal education, training and access to subject matter experts to gain the necessary knowledge.
  2. Repair team alienation and restore loss of confidence. Building trust in teams can improve leadership intelligence. Commit to a path of restoring relationships by understanding yourself and others. Assess emotional intelligence techniques to gain self-awareness and rationale for team motivation.
  3. Become aware of stakeholders on social media. Thanks to social media, a large audience judges every executive decision. Expand stakeholder relationship management to include communication and change management via social media channels. Seek out team members who are knowledgeable in social media so that they can proactively engage stakeholders and integrate feedback to reduce blind spots.

In my experience as a mentor and leadership coach, these tips can help align decision-making, leader accountability and stakeholder engagement to the needs of the customers, and improve the overall culture of the organization. As a result, the brand will come to life.

How have you improved your leadership intelligence?

Posted by Peter Tarhanidis on: September 06, 2017 10:54 PM | Permalink | Comments (11)

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 (12)

What Defines Project Success?

By Linda Agyapong

During lunch one day, project managers Jim, Mary and Alex got into an argument over who was best adhering to their industry’s project success criteria. They all had sound arguments. The problem was, however, an “industry standard” did not appear to exist.

Jim argued that he follows the good old “triple constraints” or “iron triangle” concept (i.e., time, cost and scope). Mary sharply retorted that she follows the “quadruple constraints” concept (i.e., time, cost, scope and quality), where the “quality” minimized bugs or defects. Alex quickly asserted that he is the best project manager because in addition to what both Jim and Mary did, he reduces risk, meets stakeholder expectations, and his projects generally add value to the organization in extra areas.

Before we jump into crowning who we think should be project manager of the year, let’s take a trip down some project manager memory lane based on recent research I performed.

Although PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) makes certain recommendations, the subject of project success criteria has been evolving for more than five decades.

In her report, Kate Davis summed up the different success criteria throughout the years:

1970s: Project success was centered on the “operations side, tools and techniques (‘iron triangle’).”

1980s: The technical components of the project and its relationship with the project team and project manager.

1990s: The “critical success factor” framework, and its subsequent dependence on both external and internal stakeholders.

21st century: The focus has primarily been on the stakeholder.

Davis isn’t the only one pointing out the changing criteria. Many academics and authors have noted the differences, including:

1980s: Jeffrey K. Pinto and Dennis P. Slevin expressed their frustration in a Project Management Journal article by asking, “How can we truly assess the outcome of a project when we (in the project management field) cannot fully agree on how project “success” should be determined?”

Late 1990s: David Baccarini from the Curtin University of Technology recounted in a Project Management Journal article that “a review of the project management literature provides no consistent interpretation of the term ‘project success.’”

2008: Graeme Thomas and Walter Fernández said that “although IT project failure is considered widespread, there is no commonly agreed definition of success and failure.” They described project success as being “a difficult and elusive concept, with many different meanings,” and hence called it protean (likening it to the Greek sea-god Proteus), based on its ability to continually change its “form to avoid capture.”

The current decade: Hans Georg Gemünden criticized the triple constraints for failing to consider other factors, such as stakeholder impact, since value lies in the eye of the beholder.” He recommended project success criteria be based on its “targeted outcome and impact” to the organization’s business case.

Standish Group’s 2015 CHAOS Report redefined a successful project from one being “on time, on budget and on target,” to one being “on time, on budget and with a satisfactory result.” This redefinition was to ensure project deliverables met stakeholder expectations and also added value to the organization.

So based on the above, which of our three project managers (Jim, Mary or Alex) should be crowned project manager of the year?  

Posted by Linda Agyapong on: June 27, 2017 08:27 PM | Permalink | Comments (45)
ADVERTISEMENTS

A verbal contract isn't worth the paper it's written on.

- Sam Goldwyn

ADVERTISEMENT

Sponsors