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
Conrado Morlan
Kevin Korterud
Peter Tarhanidis
Vivek Prakash
Cyndee Miller
David Wakeman
Jen Skrabak
Mario Trentim
Shobhna Raghupathy
Roberto Toledo
Joanna Newman
Christian Bisson
Linda Agyapong
Jess Tayel
Rex Holmlin
Ramiro Rodrigues
Taralyn Frasqueri-Molina
Wanda Curlee

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3 Metrics For Project Manager Performance

I’m frequently asked for insights on performance measurement criteria for project managers. This comes as a bit of a surprise given how professional certification programs, such as PMI’s Project Management Professional (PMP®) certification, have brought more consistency to project management skills.

 

Organizations’ typical performance measurement framework for functional roles is focused on growth and results. But that framework is becoming less effective at measuring project managers.

 

Project managers differ from functional roles in that they perform their duties with definitive time periods, outside influences, ever-changing activities and a higher level of uncertainty.

 

At the same time, more and more companies are seeking both individual and aggregate project management performance measures. Aggregate measures provide insights into overall capabilities and indicate if improvement initiatives — training, methods, processes — are actually increasing project manager productivity.

 

I’ve spent some time thinking about how to improve measurement criteria for project manager performance. Here are three areas I believe must be included:

 

  1. Project Metrics: Companies go to great lengths to capture and share metrics on project performance. If that same data is analyzed based on a project manager, it serves as a current and historical view of project manager performance.

 

Over time, individual project manager metrics, such as schedule and budget, can be analyzed to show the project manager’s track record. Supplementary metrics, such as change control activity, deliverable finish date delays and cost of poor quality, can provide a complete picture of project manager performance.

 

By aggregating and averaging these metrics — as well as using other data points such as labor cost — the enterprise capability of project managers can be measured.

 

 

 

2. Project Manager Engagement Reviews: The ability of a project manager to successfully engage with stakeholders is a key success factor for projects. A high level of engagement allows for early visibility to potential delivery issues, as well as a stronger understanding of the success criteria for a project.

 

The most effective means to measure project engagement is to conduct a post-project review with the project’s primary stakeholder. As engagement is not a binary yes/no condition, open-ended questions allow for deeper insights into the project manager’s level of engagement. For example, probing when project managers anticipated potential project issues would help to reveal engagement. These reviews are not meant to be punitive, but instead to guide and educate.

 

In addition, the reviewer should also look at the engagement level of the primary stakeholder. It’s not uncommon to find unengaged stakeholders, which can lead to poor delivery results for which the project manager is unfairly held to account. A balanced view of both the project manager and stakeholder will give the reviewer a true measure of engagement.

 

  1. Project Manager Histories: Beyond capturing fundamentals of project manager experience, credentials and projects, capturing performance details of projects led by project managers is of great value.


When interviewing project managers, I ask them to complete a table of both project fundamentals as well as performance histories. This profile helps me determine what would be the next best project for them, thus enabling a better chance of delivery success.  

Capturing project performance data allows project managers to share successes, as well as provide rationale for when things might not have gone as well as anticipated. It serves as a platform for career growth.

A project manager that comes to an interview prepared with structured project histories is usually well prepared to take on the next level of projects.

In today’s world of ever-increasing project complexity and scale, both companies and project managers need to expand their demonstrated performance results beyond what is found today.  

 

How do you measure project manager performance? Do traditional performance measurement frameworks for functional roles continue to meet the need? 

Posted by Kevin Korterud on: November 03, 2017 05:05 PM | Permalink | Comments (16)

Questions from Project Management Central - Interviews

Hi! I'm so pleased to join you on the Voices on Project Management blog! I works for best of breed technology companies around the world managing programs of change, projects, and people. My areas of expertise are talent management, building high performing teams, working globally, and changing cultures to adopt new ways of working like DevOps and Agile methodologies, and my blog entries will be sourced from YOUR questions on ProjectManagement.com.

The Questions forum on Project Management Central is a great place for you to ask questions on… almost everything! One of the recurring questions you have is around preparing for an interview – what types of questions should you expect; what type of interview formats do hiring managers use; and general tips and tricks to help you secure that next position in your career.  Over the next columns, we’ll be looking at industry advice as well as your comments and feedback. This week we are focusing on Types of Interview Formats:

Is there really more than one type of interview format???” some people ask… “Surely its just people asking you questions and determining your fit for the role???”… “Be yourself”, the advice reads. “Be the person the company wants to hire” say others. How can you use the interview format to your advantage, and crucially, not be caught off guard when you walk into the room.

There are different interview formats depending on the stage of the interview process you are in. These interview formats are typically used at the beginning of the candidate selection process, instead of identifying the chosen candidate for the role.

Screening is an important step of a recruiter’s role. They want to ensure that candidates they are putting forward is a good fit for the role and the company. These screenings sometimes take place by email, and sometimes on the phone, lasting 15 -20 minutes. The downside of screening is that you might not have long to prepare, so fall back on your elevator pitch; your key successes and achievements; why you are right for this type of role; why you are right for this industry. Don’t be afraid to ask questions “why is the role available – is the business expanding or is this a replacement”; “what are the success factors associated with this role”, “how does this role fit into the organisation”

Sometimes you will match what the recruiter is looking for, sometimes you won’t. Don’t despair, as making a great impression here will add real value for your job search later on as the recruiter will likely have similar roles in future.

Telephone interviews are usually screening interviews with the company, instead of the recruiter. They will be focused on getting to shortlist of candidates to interview face to face, so the trick is to be on message. Do your homework on the company strategy, how the company is performing in their respective industry, and their recent news (big deals, reorganisations etc). Read the job profile very carefully, identifying what the real criteria are for the role – these items will be repeated in differently terminology  across the job spec – and practice your answers to likely questions, which could be competency based. Have questions you are ready to ask: “what metrics will define success for the role”; “is the project team centrally located or distributed across offices [in the country / in the world]”

Tip: Find the job posting on multiple sites (eg. LinkedIn, Monster) to help you identify those key criteria for the role. 

Tip: Don’t forget to get the names of who you speak to as they might be in subsequent interviews.

++++

These next interview formats are usually Face to Face. There will normally be two people interviewing you, and they will likely be asking the same questions for all interviews, and ranking you against other candidates they are seeing.

Competency Interviews, sometimes called Behavioural Interviews, are quite common and are designed to predict future behaviour based on past behaviours and experiences. This is why all questions start with “tell us a time when…” as the answer will inform the interviewer on your competency and your approach

Competency interviews are driven by the competencies required for the role. These will be listed in the role description, and can be identified in part by answers received to your questions in the screening and the telephone interviews.

Tip: Competency questions can focus on the good (“tell us a time when you built a successful team that…”) or bad “tell us about your worst project management experience and what you learned”. Be prepared for a negative competence question.

Panel Interviews will have multiple people attending the interview, sometimes dropping in for a section, to ask questions relevant to their area. They will introduce themselves and their role / role description will contain clues for what competencies they are particularly interested in. Have a question prepared on their area “what type of technology do you use for…” that will demonstrate that you understand their responsibility and role.

Presentation Interviews usually are a part of an existing interview. You will be given very clear instructions on the presentation, which might be intentionally vague. For example, the presentation might have a fixed length and an idea of a topic for you to interpret, or vice versa. My advice would be to follow  your intuition, but not to break any of the guidance. I once had a five minute presentation take 45 minutes, which meant there wasn’t enough time to run the rest of the interview. One of the competences was to communicate clearly and effectively, which definitely was not demonstrated with a 900% increase on time.

Assessment Centres & Group Interviews are ways for the company to review multiple candidates simultaneously, ranking them against one another. They are traditionally used when a number of roles are available, perhaps the creation of an entire department or area. Assessment Centres do exactly that – they assess your competence and capabilities across a range of activities. These activities can be team based (to measure how well you get on with others), or individual one on one and are usually a mix of the two. In assessment centres, my recommendation is to be the best version of yourself, relying on the preparation you’ve done for the telephone interview, and refining your elevator pitch, key competencies and experiences based on the answers.

Also prepare answers to competency based questions “tell us about a time that…” based on the criteria you’ve identified from the job spec.

Note that in Group Interviews, you will be in a single interview with multiple candidates. Ensure you get enough “airtime”

Role Play Interviews are rare but do sometimes happen in project management roles. This will be to assess your competency deeply in a single area or network of competencies.  There will be a script which may be given to you to prepare answers from.

That wraps up the types of interview formats you can expect to encounter in your job search, and I hope you found it helpful. Next time we will focus on how to prepare for interview questions; and tips and tricks. Share your tips and your experiences in the comments below.

See you next time!

 

Posted by Joanna Newman on: October 02, 2017 12:14 PM | Permalink | Comments (16)

3 Tips to Enhance Your Leadership IQ

By Peter Tarhanidis

The boards I serve have common opportunities and challenges revolving around promoting a brand, balancing the operating budget and growing capital. Yet, while flawless leadership is expected, in actuality it is difficult to sustain.

As I reflected on why many organizations were challenged around execution, I realized that executives must improve their leadership intelligence around three key factors to enable success:

  1. Improve speed and quality. When leaders struggle to make quick or quality decisions, it’s often viewed as not having the right team in place, or not having enough intelligence on the matter or the specific responsibilities related to the decision. One can increase cognitive abilities through investing in formal education, training and access to subject matter experts to gain the necessary knowledge.
  2. Repair team alienation and restore loss of confidence. Building trust in teams can improve leadership intelligence. Commit to a path of restoring relationships by understanding yourself and others. Assess emotional intelligence techniques to gain self-awareness and rationale for team motivation.
  3. Become aware of stakeholders on social media. Thanks to social media, a large audience judges every executive decision. Expand stakeholder relationship management to include communication and change management via social media channels. Seek out team members who are knowledgeable in social media so that they can proactively engage stakeholders and integrate feedback to reduce blind spots.

In my experience as a mentor and leadership coach, these tips can help align decision-making, leader accountability and stakeholder engagement to the needs of the customers, and improve the overall culture of the organization. As a result, the brand will come to life.

How have you improved your leadership intelligence?

Posted by Peter Tarhanidis on: September 06, 2017 10:54 PM | Permalink | Comments (11)

A Checklist for Shared Outcomes

By Peter Tarhanidis

I was recently assigned to transform a procurement team into one that managed outsourcing partnerships. I realized the team was very disengaged, leaving the strategy up to me to define. There was no buy-in. The team and the partnerships were sure to fail.

But I was determined to make the team successful. For me, this meant it would be accountable for managing thriving partnerships and delivering superior outcomes.

To get things back on track, I had to first get alignment on goals. Setting shared goals can help to shape collaborative and accountable teams that produce desired outcomes.

Establishing goal alignment can be a difficult leadership challenge; however, leaders must gather the needs of all stakeholders and analyze their importance to achieve the desired organization outcome.

I often use this checklist to tackle this challenge:

  1. Set shared goals in consensus with teams to motivate them to achieve the desired outcome.
  2. Link shared goals to key performance indicators (KPIs) that lead to the desired outcome.
  3. Integrate goals into individual and project performance reviews to drive accountability.
  4. Measure KPIs to keep teams on track.

I used this checklist during the procurement team project and it helped to reset and reinvigorate the team. Once we aligned around shared goals, team collaboration increased and the organization started to achieve the targeted business benefits.

If you’ve used a checklist like this before, where have you stumbled and how did you turn it around?

Posted by Peter Tarhanidis on: July 18, 2017 03:55 PM | Permalink | Comments (12)

Are Traditional Scrum Masters Becoming Obsolete?

 

By Kevin Korterud

 

I experienced my first agile project nearly a decade ago. At the time, agile was still an emerging concept. I remember thinking there were all sorts of activities going on that I had never seen on any of my projects. People were standing up for meetings, marker boards were filled with things called “stories” and delivery moved forward under the framework of a “sprint.”

 

At the center of this whirl of frenetic activity was a person who the team called a “scrum master.” At first, I thought this person was a project manager. But they were doing things that were outside of the traditional project management realm.

 

Since that first experience, agile has matured and continued to grow in popularity. This trend prompted me to examine the evolving role of the scrum master in complex agile delivery environments. Here are my observations:


 

1. Agile Delivery is Becoming Mature

Agile delivery teams used to function within isolated pockets. But, as the use of agile—as well as the size and complexity of solutions being delivered—grew, new methods, such as SAFe®, were developed to help orchestrate agile delivery across an organization.

 

With agile becoming more common in organizations as a delivery method, the overall need for scrum masters’ general process advice diminishes. Agile teams over time—as well as with the support of enterprise framework methods—will become more self-sufficient, which reduces the need for some of the current activities performed by scrum masters.     

 

2. Higher Engagement and Direct Accountability  

One of the guiding principles for scrum masters is that they are not supposed to intervene with the team and are not responsible for delivery outcomes.

 

While a focus on process advice was essential during the early days of agile, today’s larger and more complex solutions demand that delivery quality issues be identified as soon as possible. In addition, there is also a need to ensure on a more frequent basis that the solution being created will yield the desired business outcomes.

 

Given its proximity to agile delivery teams, the scrum master role is positioned to leverage a higher level of engagement and accountability. In addition to traditional agile process advice, scrum masters should also serve as a durable checkpoint for both delivery quality and alignment to business outcomes.

 

These checkpoint activities would include reviewing user story quality, monitoring non-functional requirements and checking solution designs against business needs. As other roles in agile delivery possess some form of delivery accountability, the scrum master must also become more engaged and accountable in order to remain relevant.

 

3. Emerging Project Managers Becoming Scrum Masters

While scrum masters are not meant to be project managers, that notion is preventing project managers from becoming scrum masters, especially earlier in their career. Emerging project managers invariably have some form of solution delivery experience. They know what makes for sound requirements (especially non-functional), designs, testing, quality and implementation plans.

 

As the level of complexity and scale increases with agile delivery, so does the need for some form of delivery oversight at the agile team level. With the scrum master position in their repertoire, teams would have developed competencies and know-how for scaled agile delivery, release train engineer, program manager, etc.    

 

Scrum masters have played an essential role in the growth and adoption of agile as a practical means of delivery. Their direct interactions with agile delivery teams create a unique opportunity to expand their influence in generating valuable outcomes for end-users, consumers, customers, employees or suppliers. To do so, they need to further extend themselves— both in terms of skills and engagement—to remain relevant in today’s complex delivery environment.

 

How do you feel the scrum master role has evolved? Are newly minted project managers the scrum masters of tomorrow? 

Posted by Kevin Korterud on: June 21, 2017 05:21 PM | Permalink | Comments (12)
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