Voices on Project Management

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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.

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

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Viewing Posts by Peter Tarhanidis

Customizing Your Leadership Style

 

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?

Posted by Peter Tarhanidis on: December 22, 2016 03:13 PM | Permalink | Comments (8)

The Case for Grassroots Communities of Practice

By Peter Tarhanidis

These days there is such a high influx of projects and such a demand for project managers, but such a limited supply of practitioners. How can companies help their project professionals improve their skills and knowledge so that they can work to meet that need?

Leaders deliver more results by sponsoring grassroots project management learning and development programs. Common approaches and best practices are shared across all levels of project managers—ranging from novices to practitioners. Therefore, if an organization has more employees who can learn to leverage project management disciplines, then the organization can meet the increasing demand, and are more likely to develop mature practices that achieve better results.

One type of grassroots effort is to establish a project management community of practice (CoP). CoPs are groups of people who share a craft or a profession. Members operationalize the processes and strategies they learn in an instructional setting. The group evolves based on common interests or missions with the goal of gaining knowledge related to their field.

For project managers, there is a specific added benefit of CoPs. They bring together a group who are traditionally part of separately managed units within an organization focused on strategic portfolios and programs.

CoP members develop by sharing information and experiences, which in turn develops professional competence and personal leadership. CoPs are interactive places to meet online, discuss ideas and build the profession’s body of knowledge. Knowledge is developed that is both explicit (concepts, principles, procedures) and implicit (knowledge that we cannot articulate).

In my experience, I have seen CoP utilized in lieu of project management offices. The members define a common set of tools, process and methodology. The CoP distributed work across more participants, increased their productivity to deliver hundreds of projects, improved the visibility of the members with management and positioned members for functional rotations throughout the business.

Which do you think drive better performance outcomes—establishing hierarchal project management organizations or mature project management disciplines through CoPs?

Posted by Peter Tarhanidis on: September 21, 2016 07:46 PM | Permalink | Comments (6)

3 Steps to Outsourcing Success

By Peter Tarhanidis

When leaders use outsourcing it is often in an effort to enhance the organization’s value proposition to its stakeholders.

Outsourcing allows leaders to focus on and invest in the firm’s core services while using cost effective alternative sources of expertise for support services.

When services are outsourced, management and employees need to prepare for a transformation in organizational operations—and project managers must establish a strategy to guide that change.

 

Creating an Outsourcing Strategy

Project managers can help to create an effective outsourcing strategy based on a three-part structure:

1. Assess the current state

This assessment should define the firm’s:

  • Labor expertise and associated labor costs
  • Value versus non-value support services
  • Baseline of operational measures and service levels

 

2. Consider the “to-be” state

The to-be state should be designed based on a comprehensive evaluation and request for proposal, including a good list of best alternatives to negotiated agreement items.

The to-be state must consider:

  • Access to low cost, high expertise labor and the marketplace arbitrage. This may evaluate onshore, right-shore, offshore and hybrid labor models.
  • Whether the firm should invest to “fix and ship” its processes or to “ship and fix” and adopt the providers processes.
  • Productivity gains that may be measured via the labor arbitrage, process capability improvements, speed to software application and deployment, automation of processes and IT management services, robotics, etc.

 

3. Consider the governance required to sustain the future state

A new internal operating model needs to be formed. This includes establishing teams to manage the contract, such as senior sponsorship, an operational management team or a vendor management team.

Then the outsourcer and the outsourcing organization should focus on continuous improvements that can be made to the process.

 

Avoiding Outsourcing Pitfalls

Project managers can avoid a few common pitfalls in their outsourcing projects:

  1. Add procurement and legal outsourcing experts on the project team to construct the agreement.
  2. Engage senior leaders to steer the initiative and align it to the business mission.
  3. Garner senior leadership support with change management actions to help guide the organization across this journey.

Overall, if done with a defined end in mind, leaders can capitalize on outsourcing by reducing operational costs, reinvesting those savings in core services, and providing access to expertise and IT systems that would normally not have been funded via capital appropriation.

Have you been a part of any outsourcing efforts? What advice would you offer to project managers involved in similar projects?

Posted by Peter Tarhanidis on: August 26, 2016 11:40 AM | Permalink | Comments (5)

Here’s How to Make Sure Digital Projects Boost Customer Experience

By Peter Tarhanidis

 

Happy customers are better customers. Savvy organizations develop a customer experience strategy to make them happy, and savvy project managers understand that the customer experience should drive digital projects forward. Smart digital practices should enable a better customer experience by re-evaluating the customer value of processes and the performance of operational teams.

Here are three tips for project managers delivering digital projects tied to a customer experience strategy:

1. Align the attributes that drive customer experience across projects. Once identified, chart these attributes back to customer journey maps, processes and service level measurements, and integrate them into technology investment decisions. This will ensure funding for digital projects.

2. Automate customer experiences to simplify the journey maps. Analyze the pain points across the customer journey map. Empathize with how they interact with the channels to obtain your product or service. Hone in on the negative areas that drive the experience and create a portfolio of improvement opportunities. These improvements should have a complementary operational cost reduction. Moving away from intense labor-driven activities to automated customer self-service approaches achieves operational excellence.

3. Create a service culture in your organization. While transitioning a project into operations, train teams on providing superior customer service, recognize service representatives who model best practices, and integrate customer experience measures into performance compensation systems to drive behavior changes and reinforce the new culture.  

 

Thankfully, technology advancements in customer relationship management have created measurement tools that make it easier than ever to understand what customers are thinking and want changed. Look to these three categories to help target improvement efforts:

Net Promoter Score defines the voice of the customer and an overall satisfaction rating.

Tools that scan social media platforms (e.g., Facebook, Twitter, Instagram) to gather brand feedback.

Channel content management tools that highlight the performance and value of various types of customer interactions—whether via email, websites, or phone, for example.

 

The bottom line: Let the customer experience guide the selection and execution of customer-facing digital projects—and then look for boosts to customer experience scores.

Posted by Peter Tarhanidis on: July 19, 2016 08:30 PM | Permalink | Comments (0)

Project Leaders as Ethical Role Models

 

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:

  1. Your organization. It can share its values and conduct compliance training on acceptable company policy.
  2. Regulated industries. These have defined ethical standards to certify organizations.
  3. Certifying organizations. These expect certified individuals to comply with the certifying group’s ethical standards.

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:

  • Create an environment that reviews ethical standards with the project team
  • Consider that some individuals bring different systems of moral values that project leaders may need to navigate if they conflict with their own ethics. Conflicting values can include professional organizations’ values as well as financial, legislative, religious, cultural and other values.
  • Communicate to the team the approach to be taken to resolve ethical dilemmas.

Please share any other ideas for elevating the ethical standards of project leaders and teams, and/or your own experiences!

Posted by Peter Tarhanidis on: February 22, 2016 09:45 AM | Permalink | Comments (19)
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