Viewing Posts by Conrado Morlan
By Conrado Morlan
“An investment in knowledge always pays the best interest.” ―Benjamin Franklin
I’ve heard from colleagues in project management that they don’t have access to professional development opportunities to help them improve and increase their capabilities. That led me to do some research. I found Training magazine's Training Industry Report, which is recognized as the training industry’s most trusted source of data on budgets, staffing and programs in the United States. It found that U.S. companies spent over US$90 billion on training and development activities in 2017, which represents a year-over-year increase of 32.5 percent.
With that information on hand, I took the opportunity to ask my colleagues if the companies they work for are among the organizations spending money on training and professional development.
Some of them were fortunate to work for companies with professional development budgets, but they didn’t take the training due to their workload or personal reasons. In other words, the opportunity was there but it was neglected.
For those who worked for companies without professional development dollars, their main complaint was that the company did not appreciate them and the opportunities to develop more capabilities were so limited.
I asked them: Who takes charge of your professional development? You, or the company you work for? Many of them responded that the responsibility fell to the company they work for, because training would help create a more competitive workforce, increased employee retention and higher employee engagement. I agree on all the benefits the company would get, but ultimately the individual is responsible for their professional development.
I have worked for both types of companies. In the ones with development budgets, I saw former colleagues neglecting opportunities because “they did not have time,” they did not like to travel or simply because they felt it was not needed. In the ones without budgets, I heard the same claims mentioned above.
While working for the latter type of company, I took ownership of my professional development. Instead of seeing roadblocks, I saw opportunities, which led me to do the following:
So do not solely hold the company you work for responsible for your growth. Take charge of your professional development. After all, if you do not invest in yourself, nobody will.
How do you take charge of your own professional development?
By Conrado Morlan
“Hybrid” is commonly used in biology to designate the offspring of two plants or animals of different species or varieties. For example, a mule is the hybrid of a donkey and a horse.
But the word has also been adopted in different contexts. Perhaps when you hear “hybrid,” the first thought that comes to your mind is a hybrid vehicle, which relies on two or more distinct types of power to stay in motion.
The world of project management has its own hybrids. New delivery approaches, frameworks and skills can come together in a hybrid form to create something different and valuable.
In different project management forums, I’ve recently participated in discussions about the hybrid project manager. Some proponents were concerned with the technical side of project management, focusing on which method or approach—such as waterfall (predictive) or agile—is better. Others interpreted hybrid as bringing together the best of two worlds to provide results for the organization.
Here are my takeaways from those discussions.
Some project management practitioners think about the profession in purely technical terms. They have devoted themselves to learning new methods, best practices and frameworks that they consider innovative, trendy and useful to support the needs of the projects in their organization.
But some project managers who approach their work in this way tend to think that the method, best practice or framework they most recently mastered is a "silver bullet," pushing previous knowledge they acquired into obsolescence.
Just like any other profession, project management is evolving. There is no escaping the fact that today, many organizations see portfolio, program and project management as the way to link projects with their overall strategy.
Therefore, project practitioners need to consider the heterogeneous elements from the business side of the house to better understand the inextricable link between strategy and execution—regardless of the method, practice or framework. This is how they will deliver unparalleled value to the organization.
This type of practitioner is paying more attention to the PMI Talent Triangle® to identify the skills they will need to be a successful hybrid project manager.
The Hybrid Advantage
Organizations with the right mix of hybrid project managers will:
Do you consider yourself a hybrid project manager? If not, would you accept the challenge of becoming one?
by Conrado Morlan
When I started working for a leading global logistics company, I had to wait about three months to get my first regional program assigned. The program, which is still in the works, includes the deployment of a new centralized billing system — including changes to processes and reporting — across 50 countries and territories.
I did not dread the wait. Instead, I made the most of my time and began networking. I started to meet — in person or via teleconference — with people across the regions in which the system would be deployed.
This helped me build a strong foundation with cross-functional stakeholders across the region. I also got information in advance that helped me to draft my stakeholder engagement plan.
When the billing system inevitably changed, I had to perform support for each individual country’s CEO, CFO, CIO and human resources team to help them understand the new features, the improved processes, the consolidated reports and ultimately the benefits.
The program plans and benefits were discussed and approved during an annual strategy meeting with all of the individual country CEOs, CFOs, CIOs and human resources teams in attendance. However, I still faced difficulties with the deployment in those first few countries.
In the pre-implementation meetings, I had to reiterate the benefits of the program and why it was needed. I had to answer questions and provide solid arguments to justify the tradeoffs between the new and old billing system.
But I used these difficulties to refine my stakeholder engagement plan as I moved to the next country. Understanding the source of change and the stakeholders’ motivations helped me become a better change agent and provide better support during the program implementation.
For the early adopters, it took about three to four months to mature their operation and fully adopt the new system. It was a rough start. But after two months of having the new billing system running, country executives have started to accept the new way of operating.
To build credibility and engage executives from the remaining countries, I asked early adopting executives to share their story and the benefits of the new system.
With this program, I learned how important it is to be an influencer and to build strong arguments that will convince stakeholders to accept projects and programs that change their business-as-usual practices.
What difficulties have you faced when implementing significant change? How did you get buy-in?
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?
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?