A Checklist for Shared Outcomes
Education and Training,
Human Aspects of PM,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Mentoring, PMOs, Portfolio Management, Procurement, Program Management, Project Delivery, Project Failure, Project Planning, Roundtable, Stakeholder, Strategy, Talent Management, Teams
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:
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?
Imagine this scenario: You are the project manager of a new, strategic project of your company. Excited, you prepare the necessary documents and schedule the project's kick-off meeting.
The kick-off meeting seem to be going well, until you start presenting the necessities and you notice resistance coming from functional managers in ceding their resources.
And it’s only then you realize your mistake: You should have invited the project sponsor to the kick-off.
Kick-off meetings, which should take place between the end of the planning stage and the beginning of implementation, are of paramount importance to the success (or failure) of a project. And you must prepare.
For the project manager, the kick off is a great opportunity to ensure that your stakeholders are identified, to demonstrate that there is a common gain in the success of the project, to map out the stakeholder predispositions and to ensure that their respective roles are understood.
Here are four things to keep in mind:
1. The Invite List: You must have the other relevant stakeholders in the room—functional managers, the customer of the project product and all those who can have an influence, either positively or negatively.
2. The Meeting Infrastructure: The size of the room, amenities, coffee break and everything else that make the environment appropriate.
3. The Presentation: The kick-off meeting will be your moment to demonstrate that the project is well planned with mapped risks. But, keep your audience in mind. For example, the sponsor, usually an executive with no time to see the details, will be present at this meeting. Make your presentation concise and objective by showing that you have a clear vision of where you want to go.
4. The Sponsor: The great benefit of the kick-off meeting is to get commitment to the development and success of the project. Without it, the project manager always runs the risk of having their needs not met. This is where the essential participation of the sponsor comes in. He or she typically has a politician's nature.
Even though it is up to the project manager to conduct the meeting, it is essential that, soon after the welcome is given, the project manager gives the floor to the sponsor. They can use their position within the organization to "suggest" to those involved to give their support, resources and conditions to the project manager on behalf of the expected results of the project. With the sponsor message given—even if he or she leaves right after they speak—there is a greater chance that everyone else will understand and support the project and that will make the rest of the meeting easier for you.
Leaders exert influence for success
Education and Training,
Human Aspects of PM,
New to Project Management,
PM Think About It,
PMI Pulse of the Profession,
Reflections on the PM Life,
Categories: Agile, Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, New to Project Management, PM Think About It, PMI, PMI Pulse of the Profession, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Reflections on the PM Life, Roundtable, Stakeholder, Strategy, Talent Management, Teams
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?
By Christian Bisson, PMP
A deadline is the project objective defined in terms of time. But on some projects (a lot of them, unfortunately) the delivery date is not necessarily realistic.
When projects get delayed, the obvious solution is to push back the deadline. But it’s not so simple for every project.
Here are a few factors to weigh before deciding how to move forward when facing project setbacks:
The Client Relationship
Assuming the agency runs client-facing projects, not internal products, this is typically the most important reason to deliver a project on time. Happy clients bring in more projects—and other clients by word of mouth.
Determining whether or not your client will react negatively to a project delay may depend on the cause of the holdup. Is the delay related to client actions, such as adding new requirements or delivering assets late? Or is it due to internal errors, such as poor estimating or planning?
Keeping clients happy also presents a sort of balancing act for many agencies. You have to keep clients happy because they bring in the money that runs the agency. But, on the other hand, you don’t want your team members so bogged down with additional requests and revisions that they become tired or frustrated to the point they will leave.
Projects often have what we call hard deadlines, meaning the date cannot be changed under any circumstances. For example, in e-commerce, there are projects tied to holiday sales and, obviously, those dates cannot move. Missing those opportunities can have a drastic impact on sales. In these cases, it might actually be more cost-efficient to invest in more resources to speed up the project and have it ready on time.
The Big Picture
Delaying a project can have a direct impact on other projects, as well. Team members may be scheduled to move to another project once the first is completed, for example, so delaying that transition date can have a chain reaction on an agency’s planning. Talk to someone with a wide-angle view of the organization’s portfolio to better understand these potential implications.
There’s no magic solution for dealing with a delayed project. All you can do is balance the pros and cons and make a judgment call.
What factors do you typically weigh when deciding whether or not to push back the deadline on a delayed project? What advice do you have for other project managers facing a delay?
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?