Project Management

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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cyndee miller
Lynda Bourne
Kevin Korterud
Peter Tarhanidis
Conrado Morlan
Jen Skrabak
Mario Trentim
Christian Bisson
Yasmina Khelifi
Sree Rao
Soma Bhattacharya
Emily Luijbregts
David Wakeman
Ramiro Rodrigues
Wanda Curlee
Lenka Pincot
Jorge Martin Valdes Garciatorres
Marat Oyvetsky

Past Contributors:

Rex Holmlin
Vivek Prakash
Dan Goldfischer
Linda Agyapong
Jim De Piante
sanjay saini
Siti Hajar Abdul Hamid
Bernadine Douglas
Judy Umlas
Abdiel Ledesma
Michael Hatfield
Deanna Landers
Kelley Hunsberger
Taralyn Frasqueri-Molina
Alfonso Bucero Torres
William Krebs
Marian Haus
Shobhna Raghupathy
Peter Taylor
Joanna Newman
Saira Karim
Jess Tayel
Lung-Hung Chou
Rebecca Braglio
Roberto Toledo
Geoff Mattie
Dmitri Ivanenko PMP ITIL

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Become a Better Servant Leader

By Yasmina Khelifi, PMI-ACP, PMP

“We miss the way you managed the project!”

After leaving my role as a project manager of a software development team, these words were the best gift I could’ve received.

It was a new team, a new innovative product development and a new experience for me. I was not a developer, I did not have any agile training and I did not know how to contribute to the project efficiently. But I observed and kept note of what worked and what didn’t—which helped me develop my skills as a servant leader.

Servant leaders are a different breed—they flip the traditional leadership model on its head. Their main goal is to be of service to their teams instead of simply focusing on the organization.

My past project work has given me firsthand experience on the benefits of servant leadership. Here are some ways to apply it:

1. Remove roadblocks.

Wherever I could, I tried to get rid of anything getting in the team’s way. Participating in meetings or writing documents was considered a waste of time by the team. So I decided to lend a hand, letting them concentrate on activities that added value.

To ease the tension between the development team and the head of marketing, I negotiated and proposed more streamlined options for implementation and brought the ideas back to the team.

I gave presentations on behalf of the team about the product and jotted down the questions I couldn’t answer. I documented and organized the information to be shared in a way it could be easily accessed. I concentrated on circulating the information within the team and tried to anticipate any issues or topics.

2. Set ground rules.

The development team complained to me after a marketing representative in the organization stepped on its toes. They needed a mutually beneficial and efficient way of working, so I stepped up as the main point of contact and set up weekly, in-person meetings.

Every Friday morning, we met with the development team. The representative loved technology and wanted to know more and engage in a knowledge exchange, but it used up a lot of our time. This person also gave some advice on topics he did not know, which didn’t always sit well with members of the development team and came to my desk and asked me questions I could not answer. Regular meetings and serving as a dedicated team liaison were not enough. At this point, it became clear that I needed to set specific ground rules, so that I didn’t diminish the trust I had built with my team or put them at risk by allowing someone outside the team to question or interfere with their work processes.

3. Reward the team.

Congratulating team members and giving them visibility keeps them motivated and builds trust. And there’s more than one way to create an environment in which your team feels appreciated. I initiated a weekly newsletter to shine a light on team achievements, even highlighting individual names. I also spoke with the functional manager about the good job done by the developers and pushed for a pay rise. I even advocated for a member to receive training on a test tool.

Looking back, the project was both a challenging and transformational growth journey. But I did learn a lot about servant leadership—trusting the team and supporting them whenever and however they need it.

How have your experiences with servant leadership shaped you?




Posted by Yasmina Khelifi on: October 12, 2020 10:16 AM | Permalink | Comments (17)

Confessions of a First-Time Project Management Volunteer

By Yasmina Khelifi, PMP

Are you considering volunteering for a professional association or within your corporate organization? Almost two years ago, I did for the first time by joining the PMI France and PMI United Arab Emirates (UAE) Chapters—and I haven’t looked back since. What a transformational journey! Volunteering has helped me sharpen my leadership skills, unleash my creativity and broaden my professional network.

Whether you’re thinking about becoming a first-time volunteer or hoping to start volunteering again, here are some great benefits of giving your time to a larger project:

1. Volunteer to hone your project leadership skills

In November 2018, I joined the PMI France Chapter’s marketing communications team to contribute to an internal newsletter. Volunteering allowed me to interact with people from different cultures, countries, backgrounds, education levels, ages and professional experiences. I was able to collaborate with a diverse group of people, which is essential for any project leader.

Volunteering has opened many new doors:

  • I have discovered new ways of working.
  • I have found new energy and passion for projects.
  • I have learned how to better communicate with people from different backgrounds.
  • I have sharpened my writing skills in French and English, and learned how to be more concise in my communications.
  • I have strengthened my skills in virtual project management, a key pillar in our globalized world.

2. Volunteer to experiment in a safe environment

Volunteering has pushed me outside of my comfort zone and given me the confidence to experiment in new areas:

  • For the first time, I presented a webinar about leadership skills for the PMI UAE Chapter in collaboration with a friend there. Despite the bad sound during the presentation, I enjoyed the great learning experience, especially in preparing the slides, revising and rehearsing.
  • For the first time, I managed social network posts and created accompanying visuals.

3. Volunteer to expand your professional network

Volunteering has helped me to broaden my perspectives and network outside of my enterprise. Having worked almost exclusively in an international environment, I wanted to expand my network more in France. Surprisingly, thanks to the PMI volunteers’ network, I ended up meeting new people within my own company! I now belong to a worldwide and strong project management community: We support each other during this tough time.

Looking back on this incredible journey, I cherish the gifts I’ve received. Volunteering provides an invaluable source of learning and growth.

Leave a comment below sharing how volunteering has benefited your project teams or your project leadership abilities.

Posted by Yasmina Khelifi on: April 17, 2020 01:00 PM | Permalink | Comments (24)

"The illegal we do immediately. The unconstitutional takes a little longer."

- Henry Kissinger



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