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
Jess Tayel
Ramiro Rodrigues
Joanna Newman
Linda Agyapong

Past Contributers:

Jorge Valdés Garciatorres
Hajar Hamid
Dan Goldfischer
Saira Karim
Jim De Piante
sanjay saini
Judy Umlas
Abdiel Ledesma
Michael Hatfield
Deanna Landers
Alfonso Bucero
Kelley Hunsberger
William Krebs
Peter Taylor
Rebecca Braglio
Geoff Mattie
Dmitri Ivanenko PMP ITIL

Recent Posts

4 Tips for Project Closing Parties

Project Planning Using Canvas

What Do the Great Thinkers Say About Change Management?

Combat Pushback—and Protect Your Portfolio

Free Your Team With Liberating Structures

Viewing Posts by Ramiro Rodrigues

4 Tips for Project Closing Parties

By Ramiro Rodrigues  

 

A great deal of effort is often put into a project kick-off meeting—so why isn’t that visibility just as important on the other end of the project?

 

What is a project closing party?

A project closing party is an event that intends to provide visibility and recognition to the main professionals involved in a completed project. Obviously, there is no sense in celebrating a project that got aborted or that didn’t reach its main goals and targets. So, we are talking about those projects that managed to get to end with the best combination of its intended results.

 

Within this proposal, it is reasonable to say that what will drive the size of the closing event will be the size (and budget) of the specific project, since it is necessary to achieve coherence between these variables.

 

What are the benefits?

I see two arguments for hosting these events at the end of a project—one strategic and one motivational.

 

On the strategic side, a closing party brings visibility to the executing organization (and, if applicable, the hiring organization) that the project has reached its predicted goals. It will help to reinforce to those at the strategic level of the organization that the team is capable and reliable.

 

From a motivational standpoint, these events will help recognize the efforts of the project team.

 

How should they be executed?

If you think a closing event could benefit your project efforts, here are some tips to abide by:

 

  1. Forecast the closing event in your project planning. It will allow you to make the proper arrangements of budget, time and resources.

 

  1. Manage expectations: Don’t hide the event, but also don’t overestimate what is forecasted in the plan.

 

  1. Honor the forecast: You can’t skimp on the event if it’s forecasted from the beginning—it will only leave a negative impression on the people involved.

 

  1. Gather people and acknowledge the merit: Just like in the kick off meeting, you should identify and invite the right stakeholders to witness the recognition of that specific team who performed great work.

 

Done well, events like a project closing party can have positive repercussions on your next projects.

 

Do you regularly host or attend closing events at the end of your projects? I’d love to hear your thoughts!

 

Posted by Ramiro Rodrigues on: April 17, 2019 01:07 PM | Permalink | Comments (11)

Project Planning Using Canvas

by Ramiro Rodrigues

Project managers: Are you sometimes looking to make plans faster but without being superficial and therefore riskier to the project?

Developed in the 1980s, design thinking is a structured mental model that seeks the identification of innovative solutions to complex problems. Although the concept has existed for decades, it’s only made its presence known in the corporate environment over the last 10 years.

Swiss business theorist and author Alexander Osterwalder similarly sought to accelerate collaborative reasoning when he introduced the Business Model Canvas. Canvas helps organizations map, discuss, rework and innovate their business model in one image.

But a series of proposals for the use of the Business Model Canvas for various purposes outside of business models has also appeared — including innovation, corporate education, product development, marketing and more.

For project professionals looking at alternatives to developing quicker and more collaborative planning, Canvas may sound like a great option. Of all the proposals that come up for the use of Canvas in a project environment, integrating stakeholders may be the best. Canvas brings stakeholders into the process and will help to minimize resistance and increase collaboration, resulting in a better proposal for planning problems and making the project more aligned to the interests of organizations.

But while the arguments put forward for Canvas all seem positive, there is still a dilemma: Can Canvas fully replace the overall project plan and the planning process? Is it possible to do without a schedule of activities, a detailed cash flow, a matrix of analyzed risks — just to limit ourselves to a few examples?

That is probably too extreme.

The general sense is that the integration of Canvas with specific planning — such as the cost plan and the risk plan — is the most productive and generates the best results.

It may be worth asking your project management office for their thoughts.

Have you ever used a Canvas for your project planning efforts? If so, what tips can you share?

Posted by Ramiro Rodrigues on: April 17, 2019 01:05 PM | Permalink | Comments (2)

Do Incentives Pay Off?

By Ramiro Rodrigues       

 

 

 

 

 

 

 

 

 

 

 

 

Among consultancies it’s common to reward project teams for good results with financial incentives.  

The question is: Does this practice lead to better results? There’s a clear difference in position depending on which side the respondents are on. The dilemma is easy to understand.

When you’re in the position to be rewarded for the results achieved, it’s natural to see the positive side of this approach. But when you are responsible for delivering the bonus, some doubt will naturally exist. After all, what guarantees that this strategy will lead to projects with better results (regarding time, cost or quality)?

Many feel these rewards act as great incentives for project teams, thus leading to better performance. But one should also consider the concerns of those who fear that, in the name of this search for metrics, some values—such as professional ethics, transparency and lawfulness—may be compromised.

To find out if the bonus strategy should be implemented at your organization, have a look at the following four steps:

Step 1: Evaluate your organization's values.

More aggressive companies that encourage internal competition tend to favor this strategy. Knowing your organizational environment well will help you determine whether to adopt the financial incentive strategy or not.

Step 2: Define quality metrics.

Interpreting success only by the results related to project time or costs may lead to short-sightedness regarding customer satisfaction. Therefore, develop templates for satisfaction surveys that can help measure the quality of the delivered product and the opinion of the customer who receives the final result.

Step 3: Encourage mutual collaboration.

Dividing the bonus between specific members or projects creates a great risk of dissatisfaction among those who have been excluded. Thus, sharing the bonus between all team members, depending on the results of the overall project portfolio of the organization, is an interesting idea to consider.

Step 4: Start slowly and measure results.

Treat the implementation of this assessment as a project and aim to progress gradually, so that you can evaluate any impacts of this strategy on the culture and value perception of your company.

Good luck and much success!

Posted by Ramiro Rodrigues on: February 13, 2019 07:09 AM | Permalink | Comments (13)

Assessing Risk in the Real World

By Ramiro Rodrigues

 

Is risk management just an exercise in paranoia? 

 

That’s the question I’m often asked. I like to respond by saying there are both negative and positive risks.

 

A risk is a situation in which it cannot be certain whether a specific result will happen. That potential cannot be discounted. Thus, any risk hypothesis—whether for small or large risks—is subject to some sort of management strategy. While we often think of negative risks, positive risks present opportunities for organizational or project gains.

 

Risk management strategies can be applied to our daily lives. Take, for example, my own experience.

 

A few years ago, I was invited to hold a workshop on project management best practices for a service company. Concerned about the event, I decided to invite a colleague whom I trust to share the work (strategy: share) and increase the chances of the workshop being successful (strategy: improve). When checking his schedule, my colleague realized that he would be returning from a trip at 6 a.m. on the day of the workshop, which was scheduled to start at 9 a.m. Even knowing that flight delays are more common than we would like, we decided to take the risk (strategy: accept).

 

In the weeks leading up to the event the preparation flowed well. We met with the client and tested the presentation dozens of times (strategy: explore), but the possible flight delay did not leave my mind. For this reason, I studied not only my part of the presentation, but also that of my colleague (strategy: eliminate).

 

When the day arrived, I woke at 6 a.m. to find two messages from my colleague on my phone. The first one said, "I've landed?” This gave me a sigh of relief. The second said, "I'm really ill. I'm going to a hospital.” I called my colleague and verified the illness.

 

What a great irony! All my fears arising from my colleague's risk of a delayed flight were realized, but not because of that event.

 

Some changes were necessary. First, I had to substitute the car journey with a taxi (strategy: transfer). Second, I had to remove specific parts from the presentation to reduce the impact of my colleague’s absence (strategy: mitigate). Even without doing so through a documented plan, I had used all of the recognized risk response strategies.

 

For me, it became clear that the great gain from risk management is in the exercise of thinking beforehand and being able to choose the best options available.

 

The outcome of the workshop? I imagine it would have been better if my colleague had been able to attend. But judging from the applause and words of praise, I believe that it was a success.

Posted by Ramiro Rodrigues on: December 13, 2018 12:24 PM | Permalink | Comments (18)

Do You Understand the Critical Path Method?

By Ramiro Rodrigues

 

The term path is used for a sequence of activities that are serially related to each other.

 

Imagine, for example, that your colleagues have decided to organize a barbecue. After dividing up the work, you are responsible for hiring the catering services. For this task, you are likely to have to look for recommendations, check availability and prices, analyze the options and then choose the best one. These four activities are a path. In other words, they are a sequence of activities that must be carried out sequentially until a final goal is achieved.

 

A project manager’s job is to estimate the duration of each planned activity. And if we return to our example, we could consider the possible durations:

  • Activity 1: Seek professional recommendations—three days
  • Activity 2: Make contact and check availability and prices—six hours
  • Activity 3: Analyze the options—one day
  • Activity 4: Select the best option and confirm—two hours

 

This sequence of activities will last 40 hours, or five workdays. And since the whole barbecue has been divided among various colleagues, other sequences (or paths) of activities—such as choosing the venue, buying drinks, organizing football, etc.—will also have their respective deadlines.

 

The critical path will be the series of activities that has the longest duration among all those that the event involves.

 

Let's imagine that the longest path is precisely this hiring of the catering services. Since the process is estimated to take five days, the barbecue cannot be held at an earlier time. And if it were held in exactly five days, all the activities involved in the path have no margin for delay. This means that if, for example, my analysis of options is not completed on the date or within the duration planned, then the barbecue provider will not be selected in time, which will invariably lead to the postponement of the barbecue—and leave a bad taste in my co-workers' mouths.

 

Under the critical path method, there is no margin for delay or slack. If there is a delay in any activity on that (critical) path, there will be a delay in the project. At the same time, other "non-critical" paths can withstand limited delays, hence the justification of the term.

 

It is the duration of this path that is setting "critical" information for all projects—when all the work will have been completed.

 

Do you use the critical path method in your work? If so, what are your biggest challenges?

Posted by Ramiro Rodrigues on: September 21, 2018 04:42 PM | Permalink | Comments (20)
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