By Lynda Bourne
Far too many sponsors, executives and project managers waste far too much time in ineffective steering committee meetings or project/program control board meetings (both referred to as PCB in this post).
The first key question for the organization’s governance team to consider is whether there is any need for a PCB. In most cases, provided the organization has well-trained and effective sponsors, there is no need for a PCB.
When deciding if the costs of a PCB are warranted, consider the following questions:
If the answer to any two of the above questions is affirmative, a PCB is probably warranted. If only one answer is affirmative, it is probably sufficient to appoint an experienced and committed sponsor, but the risks, costs and stakeholder attitudes need to be considered.
If the project is business-as-usual, there should be no need for a PCB. The organization’s normal governance, surveillance, project management and stakeholder engagement processes should be sufficient. The most cost-effective PCBs are the ones you don’t have!
Making the PCB Efficient
If a PCB is needed, no meeting should take longer than 30 minutes. The costs of running a PCB are in the range of $2,000 to $5,000 per hour (sometimes more), and the organization needs to recoup value from each meeting.
This objective is achievable, but the PCB needs designing and managing so that it is cost- and process-efficient. The design and management functions are best assigned to either the portfolio management office or an executive level project management office (PMO).
The key elements in designing the PCB are:
Developing PCBs that work efficiently does require the PMO responsible for the process to develop coaching and advocacy skills in addition to the PCB processes and procedures.
New PCB members will need coaching in their roles. Project managers will need supervising to ensure effective, timely and complete information is made available to the PCB, to ensure proper governance processes are followed, and to ensure there are no surprises in either direction by connecting the executive decision-makers on the PCB to the project/program delivery teams.
None of this is rocket science. But if implemented effectively, this advice will lead to projects and programs that keep progressing with open communication and efficient decision-making. This will make both the project sponsor and the project manager’s life easier and more productive, generating increased value for the organization.
How effective are your steering committees or project control boards?
By Marian Haus
About 75-90 percent of a project manager’s time is spent formally or informally communicating, according to PMI’s Guide to the Project Management Body of Knowledge (aka, PMBOK). No surprise, then, how much communication is linked to project success.
PMI’s latest Pulse of the Profession report, published this month, reveals that up to a third of surveyed project managers identify inadequate or poor communication as a cause of project failure. A Towers Watson survey conducted in 2012 showed that companies emphasizing effective communication practices are 1.7 times more likely to succeed financially than their peers.
So what can project managers and organizations do to improve communication and hence drive success? Here are six good habits.
How much time do you estimate you spend communicating? What best practices can you share?
Project Leaders as Ethical Role Models
Human Aspects of PM,
New to Project Management,
Nontraditional Project Management,
PM Think About It,
Reflections on the PM Life,
Categories: Best Practices, Career Help, Communication, Communication, Complexity, Ethics, Facilitation, Generational PM, Human Aspects of PM, Leadership, Leadership, New to Project Management, Nontraditional Project Management, PM Think About It, PMI, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Roundtable, Social Responsibility, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis
This month’s theme at projectmanagement.com is ethics. Project leaders are in a great position to be role models of ethical behavior. They can apply a system of values to drive the whole team’s ethical behavior.
First: What is ethics, exactly? It’s a branch of knowledge exploring the tension between the values one holds and how one acts in terms of right or wrong. This tension creates a complex system of moral principles that a particular group follows, which defines its culture. The complexity stems from how much value each person places on his or her principles, which can lead to conflict with other individuals.
Professional ethics can come from three sources:
In project management, project leaders have a great opportunity to be seen as setting ethical leadership in an organization. Those project leaders who can align an organization’s values and integrate PMI’s ethics into each project will increase the team’s ethical behavior.
PMI defines ethics as the moral principles that govern a person’s or group’s behavior. The values include honesty, responsibility, respect and fairness.
For example, a project leader who uses the PMI® Code of Ethics to increase a team’s ethical behavior might:
Please share any other ideas for elevating the ethical standards of project leaders and teams, and/or your own experiences!
The 3 Things That Transcend All Project Approaches
Human Aspects of PM,
New to Project Management,
Categories: Agile, Best Practices, Change Management, Communication, Complexity, Facilitation, Generational PM, Government, Human Aspects of PM, Innovation, IT, Leadership, Lessons Learned, Mentoring, New to Project Management, PMOs, Program Management, Project Delivery, Project Failure, Stakeholder, Strategy, Talent Management, Teams
by Dave Wakeman
Recently I had the chance to engage with Microsoft’s social media team about some of the issues I have been covering here. Their team brought up a question you may have asked as well: How do you differentiate between “digital” project management and project management?
It’s an interesting question, because I firmly believe all projects should be delivered within a very similar framework. The framework enables you to make wise decisions and understand the project’s goals and objectives.
I understand that there are many types of project management philosophies: waterfall, agile, etc. Each of these methods has pros and cons. Of course, you should use the method you are most comfortable with and that gives you the greatest likelihood of success.
But regardless of which project management approach you employ, there are three things all practitioners should remember at the outset of every project to move forward with confidence.
Every project needs a clear objective. Even if you aren’t 100-percent certain what the “completed” project is going to look like, you can still have an idea of what you want the project’s initial iteration to achieve. This allows you to begin work with a direction and not just a group of tasks.
So, even if you only have one potential outcome you want to achieve, starting there is better than just saying, “Let’s do these activities and hope something comes out of it.”
Frameworks enable valuable conversations. I love talking about decision-making frameworks for both organizations and teams. They’re valuable not because they limit thought processes, but because they enable you to make decisions based on what you’re attempting to achieve.
Instead of looking at the framework as a checklist, think of it as a conversation you’re having with your project and your team. This conversation enables you to keep moving your project toward its goal.
During the execution phase, it can give you the chance to check the deliverable against your original goals and the current state of the project within the organization. Just never allow the framework to put you in a position where you feel like you absolutely have to do something that doesn’t make sense.
Strong communication is the bedrock. To go back to the question from Microsoft’s social media team about digital vs. regular project management: the key concept isn’t the field or areas that a project takes place in.
No matter what kind of project you’re working on and in which sector you’re in, the critical skill for project success is your ability to communicate effectively with all the project stakeholders.
This skill transcends any specific industry. As many of us have learned, it may constitute about 90 percent of a project manager’s job. You can put this into practice in any project by taking a moment to write down your key stakeholders and the information you need to get across to them. Then put time in your calendar to help make sure you are effective in delivering your communications.
In the end, I don’t think there should be much differentiation between “digital” projects or any other kind of projects. All projects benefit from having a set of goals and ideas that guide them. By trying to distinguish between different project classifications, we lose sight of the real key to success in project management: teamwork and communication.
What do you think?
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|In a previous post, I referred to brainstorming as one of the most constructive and fruitful techniques to collect project requirements. |
Brainstorming can be similarly effective and efficient when applied to solving challenges in a project. Project managers can gather the project team together and brainstorm for creative ways to address the issues.
In a brainstorming session, the project manager can take on the planner role, as well as the facilitator role.
As a planner, project managers might consider the following guidelines: