Viewing Posts by David Wakeman
By Dave Wakeman
I’ve been thinking a lot about personal branding lately. When I consider how it applies to the world of project management, I come around to the idea that maybe we haven’t put enough emphasis on it.
Why? Well, I’m going to let you in on a secret.
Are you ready? You sure?
Not all project managers are created equal!
This might not be a surprise. But if I ask you to step back and think about how you position yourself t, are you doing enough to differentiate yourself from others around you?
This is important because differentiation can be the difference between working on awesome projects or not.
So, how do you differentiate yourself as a project manager? Here are a few ideas.
1. Focus on the outcomes you have produced.
Most of the time we think about spec, am I right? Unfortunately, that doesn’t do us the most good because just doing our job often isn’t enough to stand out from the competition. We need to know how delivering spec or going beyond spec leads to improved business outcomes for our organization, our partners, our team.
Just think about the ways your work made your business money, saved money or sped up a project. All of those can be expressed as outcomes that will make you stand out in comparison to others.
To turbocharge a focus on outcomes, answer the all-important question: “Why did my work matter?”
2. Emphasize and highlight opportunities created and risks protected against.
Risk mitigation is a core skill of every project manager, or it should be. On the other hand, how often do we think about our ability to create opportunities?
Here’s how you can put your opportunity creation into words that highlight your importance and differentiate you from other project managers. Focus once again on the outcomes and the way the opportunities repositioned your organization or your partners. Maybe you saved a lot of money due to spotting an opportunity to streamline a process.
It could be that you recognized an opportunity to add to a current project in a way that was impactful for your partners and created new revenue. The “how” isn’t so important—focus on how you are impacting the projects you work on or investigate by your PM skills.
3. Toot your own horn.
Humility seems like a high calling. It may have been in the past, but in today’s world—where everyone is sharing their best life on social media—humility is a career defeater.
When I first started out as a consultant a number of years ago, I had the same feeling…people will buy from me due to the quality of my work. Wrong! You have to tell people how you help them and how you can create value for them.
You don’t have to be a blowhard to do it well. Just focus on some of the ideas we discussed above, like your ability to generate positive outcomes for your projects and partners. Show the ways that your skills have increased the profitability of your business. Share some ideas that you have developed through your experience that can help other people do their jobs better.
The most important thing is to make certain you are letting people know that you are not just a project manager, but an excellent project manager who focuses on the right things and gets results. That’s really all differentiation is.
How have you differentiated yourself? Please share your experiences below.
by Dave Wakeman
I recently came across some of management guru Peter Drucker’s thoughts on project management.
As often happens with Drucker’s writing, the lessons he wrote about many years ago are still applicable today.
In his thinking about project management, Drucker came up with the idea that it really came down to three ideas: objectives, measurements and results.
Let’s take each of these areas and think about how we should approach them today.
Objectives: Many projects get stuck before they even begin, due to a poor framing of the project’s objectives. We should be undertaking our projects only when we have moved through the project-planning phase to such an extent that we have a strong grasp of what we are hoping to achieve.
These objectives shouldn’t be fuzzy or wishy-washy. They should be solid and rooted in the overall strategy of the organization you are performing the project for.
This means you have to ask the question: “Does this project move us toward our goals?”
If the answer is “yes,” it’s likely a project that should be launched.
If the answer is “no,” it’s likely a project that needs to be fleshed out more, rethought or not undertaken at all.
Measurements: Drucker is famous for this adage: What gets measured gets managed.
In thinking about project management, measurements aren’t just about being able to improve project delivery. They’re also essential to ensure the project is headed in the right direction.
To effectively measure our projects, we need to have laid out key measurements alongside the project’s objectives.
The measurements should be specific, with expected outputs and completion dates, so you can affirm whether you are on schedule, behind schedule or ahead of schedule.
At the same time, the measurements should inform you of your progress as it compares to your strategic goals.
Results: Ultimately, projects are about results.
To paraphrase another great thinker, Nick Saban: If you focus on doing your job right on each play, you’ll put yourself in a position to be successful at achieving your goals.
Saban coaches U.S. football, but this works just as well for all of us in project management.
If we are focusing our energy on tying our projects to our organization’s strategy, through this strategy we focus our project efforts on the correct objectives in line with our strategy. Then we use those objectives to measure our progress against the strategy. We should be putting ourselves in a position to get the results that we need from our projects.
These results should be measured as positive outcomes. In Saban’s case, that’s wins. In your case, it might be a new technology solution, a successful new ad campaign or a profitable fundraising effort.
To me, reviewing Drucker’s thoughts on project management is a reminder: Even though there is a constant pull of new technologies, never-ending demands on our attention and a world where change feels accelerated, sometimes the best course of action is to step back, slow down and get back to the basics.
Keep These 3 Priorities In Focus
by Dave Wakeman
In today’s project environment, it can be difficult for project managers to know where they should—or shouldn’t—focus their time and energy. Stakeholders, team members, and sponsors, all with their own agendas, pull project managers in different directions.
That said, I think all project managers can gain a great deal by focusing on the following:
1. Opportunities within the project. I’ve never seen a project that’s set in stone. In truth, almost every project I’ve worked on has changed so much throughout the course of its existence that it often becomes unidentifiable with the initial scope.
This can be frustrating, but to maximize your success as a project manager, you should embrace the change process because it allows you to search for and capture opportunities that will enable you to have the highest impact.
Think about this simplified example: Let’s say you are working on a web project. The scope of the project calls for you to build a responsive website that can handle a certain amount of traffic, and you have three months to do it. That’s pretty clear-cut, right?
It is. And, you could definitely go right through the project and deliver. But what if you discovered a more cost-effective way to host the site with a better load speed? Wouldn’t that be identifying an opportunity and creating a better outcome for you, your team and your client?
2. Development of your team. One challenge we often face is resource uncertainty. Essentially, will our human capital sufficiently meet the project’s demands?
This is an ongoing challenge in many organizations. Staff members are often overburdened, and they’re not always up to speed on the newest ideas, techniques, and tools.
To maximize your impact, it pays to spend time thinking about and developing your team. Consider ways you can help build up your team’s skills in a way that will make your life as the project manager easier. It may be as simple as identifying a skill crucial to your project and providing some type of consistent coaching, information or feedback each week that helps improve that specific area.
3. Testing as you work your way through a project. Does this part work the way it should? Did that segment of the project produce the outcome we needed? Are people reacting the way we thought they would or should?
Pay attention to each step in the project and spend time testing your assumptions and your results against the work produced. It’ll pay off in the end.
In some cases, things will work out exactly how you thought they would. But in the cases where that doesn’t happen, testing can be the difference between the success and failure of your project.
Is there anything else you consistently remain focused on during your projects?
By Dave Wakeman
As we head into the fourth quarter, our minds are likely focusing on finishing the year strong, hitting our goals and, maybe, thinking about what 2019 will bring.
For many, that line of thinking includes how we can better develop ourselves, make ourselves more valuable to our organization and make sure that we are always on the cutting edge with our skills.
Based on the business and project management landscape, I think the skills project managers will need are going to be different and faster changing than ever before. To me, these are the three key skills we all need to make sure we maintain our future relevance.
1. Strategy: More project managers are being asked to help set the strategic direction for their organization. This means they have to have an understanding of the organization’s big-picture goals and how the projects they are leading fit into those goals.
Project managers must be willing to make the tough decisions to halt projects or advocate for projects that will move the organization toward their goals.
You can develop a better strategic mindset by making certain you understand your organization’s core goals and asking yourself how the projects you are working on fit into those goals. And, when they don’t fit, you can train yourself to evaluate the action needed to rectify that.
2. Communications: I’ve spent a lot of time writing about the need to do a better job communicating with your team. And that need is only increasing.
You need to constantly work on improving your communications skills to keep up with the continuing demand of an always-on world.
This means you will need to understand how to communicate in-person and online, up and down the organizational chart, and inside and outside of your organization. The best communicators are always listening and processing information. The goal is that they are able to understand, translate and share that information with all their key stakeholders in a way that has the maximum impact.
3. Sales skills: In the future, selling is going to be a key part of the project manager’s toolkit.
Because we are going to have to get better at advocating for the resources we need, the tools we have access to and getting our ideas acted on. And that’s sales.
Getting project managers signed up for cold calling might seem like a stretch. But when you think about selling as the art of persuasion, it’s a much easier idea to get behind.
The days of command-and-control are over, but that doesn’t have to be a bad thing. It just means that we have to change.
What do you think project managers are going to need to know in the future?
Driving Diversity of Perspective
Categories: Best Practices
by Dave Wakeman
It’s easy to assume that the people we work with have the same viewpoint as we do about the projects we’re working on and the jobs we’re doing.
That’s often not the case. In every instance, people are going to see the project differently than we do. And that’s not a bad thing.
This diversity of perspective can have a positive impact on our projects in several ways:
It can lead to new solutions.
In your projects, you might know the big picture, but your team doesn’t always know it. That’s great because they can give you a different perspective about what is going on inside a project and some ideas for solutions.
You can encourage them to bring these ideas to you by wandering around. According to business guru Tom Peters, leaders should work to create opportunities for conversations that are spontaneous and often insightful.
It can give rise to new experts.
The old days of command-and-control project management is over—dead and buried.
In today’s world, it is unlikely that you are going to be an expert in most areas of your project. This provides a tremendous opportunity because you can actually use your lack of expertise to encourage other people to share theirs.
Often team members don’t get to communicate their expertise because the communications systems that we have put in place don’t allow specific expertise to bubble up.
To make the most of the diversity of expertise on your project, spend some time consciously asking people for their opinions about the project, their tasks, milestones and things they have learned.
This can be during meetings or outside of any formal setting or process, but the key is to encourage as much sharing and communication as you can.
It can free project leaders from having to have all the answers.
The problem with leadership roles is that we often feel compelled to have an answer, even the answer.
The problem is that no one has all of the answers. The other problem is that all too often our egos get in the way and we feel like we have to give all the answers or give the final decision no matter what.
This can hold us back. To maximize the impact of the diversity of your teams, you have to recognize that you don’t need to be the know-it-all. You just have to be willing and able to understand various points of view, ideas and explanations. Then you must be able to take action and get people onboard.
So, how are you taking advantage of a diversity of perspective?
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