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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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
Linda Agyapong
Joanna Newman
Soma Bhattacharya

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

The Misunderstood Scrum Master

What Does the Future Hold for Project Leaders?

Why Agile Is a Humane Way to Work

What Makes for a Good PMO Lead?

Exploring the Philosophies and Principles of Planning Approaches

What Makes for a Good PMO Lead?

 

By Kevin Korterud

 

The definition of a successful PMO has changed over time. Today, a highly complex delivery ecosystem is the norm in most organizations. So PMOs that serve primarily as a “back office” function, providing only operational support services, are not seen as adding value. They are viewed as a means of reducing costs by assisting project, program and product managers with operational tasks.  

 

The same can be said for the PMO lead in today’s modern organization. Organizations are turning to their PMO leads to share insights, impart predictability and strive towards the preservation of business value. Today, leads need capabilities that to a great degree mirror their project, program and product delivery leadership counterparts. A highly visible leader with a broad perspective across both delivery and business operations is rapidly becoming a key role in a delivery organization.

 

Based on the changing PMO landscape, here are what I see as the three essential characteristics of contemporary PMO leads: 

 

  1. Project/Program/Product Delivery Leadership Experience

The inherent complexity of projects and programs continues to increase as more of the business landscape is automated. In addition, there is growing opportunity for technology and process innovation. Projects and programs can morph into persistent and recurring product development, which in turn creates an environment where delivery is continuous.

PMOs over time have also matured in lockstep with delivery complexity and persistency. PMO service groups have mechanized and industrialized PMO processes to support this growth. In concert, the charter of a PMO has shifted from being just a pure service function; it is now expected to serve as a predictor as well as an enabler of delivery.

These factors put a PMO generalist at a distinct disadvantage. With higher expectations, it’s key that PMO leads have project, program and product delivery experience. These delivery skills provide insights and observations that are more organic in nature and go beyond what is found in status reports; their delivery experience allows them to get to the “so what” insights as well as to realistically predict delivery trajectory. In addition, prior delivery experience makes them more credible as a PMO lead with their project, program and product delivery peers. This also gives them the capability to become an adjunct delivery lead where required.   

 

2. Ability to Conduct Delivery Assurance Reviews    

Organizations today can have hundreds of concurrent projects, programs and product delivery initiatives. In addition, the use of delivery performance metrics and other indicators can vary widely. While metrics have always been a useful starting point to determine the overall health of delivery, they don’t always reveal potential volatility in a timely manner. 

 

Delivery assurance reviews go beyond the metrics to explore the factors behind the current trajectory of project, program and product delivery. These reviews are objective examinations conducted on behalf of an organization’s senior leadership to uncover potential delivery “surprises” not visible in status report metrics. The accumulation of delivery surprises over the entire portfolio can readily add up to a significant loss of value.

 

Leveraging their prior experience, today’s PMO leads are adept at conducting delivery assurance reviews. Enabled with a PMO charter that has been approved by senior leadership to mitigate delivery surprises, the combination of prior delivery knowledge as well as a value-driven mindset allows them to successfully execute delivery assurance reviews. Their organic ability to answer the questions “Where are we, where are we going and will we get there in time?” positions the PMO lead of today as a key team member within a delivery organization.   

 

  1. Ability to Connect With Senior Leadership, Stakeholders and Suppliers

Today’s delivery ecosystem is a highly complex, fast-moving environment that demands a high level of people engagement. As a project, program or product delivery leader, the ability to seamlessly connect with organizational leadership, stakeholders and suppliers has proven a key factor in delivery success. The same can be said about today’s PMO leads.

In the past, PMO leads and their respective teams were viewed more as an accessory to core delivery activities. Their services were employed directly to a project, program or product delivery lead; they rarely interacted with senior leadership, stakeholders or suppliers. However, today’s delivery ecosystem can tax the capacity and capability of delivery leadership. They need a peer partner who will help them achieve delivery success. To do so requires that the PMO lead understand both delivery and business operating models. 

This new PMO interaction model requires that a PMO lead possess a persona that can credibly engage with senior leadership, stakeholders and suppliers. They need to understand both delivery and business operations; the latter coming about from either professional study or exposure through prior delivery experience. While a PMO lead cannot understand every facet of business operations at a deep level of detail, having this exposure makes for more efficient and effective engagement with stakeholders as well as suppliers who are also key contributors to delivery success.

The PMO Lead of Tomorrow

Not long ago a colleague told me they were going to take on a PMO role in an organization. When asked about their motivation to do so, they shared that there were no current project, program or product delivery lead roles open, so they thought this would be a good place to start in this organization.

 

Much to my delight, this person had a strong background in delivery, professional training in relevant areas of business operations as well as plentiful experience engaging with leadership, stakeholders and suppliers. I smiled to myself that although they had no prior PMO experience, they had all of the right skills to succeed as a PMO lead.    

 

PMO leads need all three of these skills in order to succeed in today’s modern delivery ecosystem. For the PMO lead of tomorrow, they’ll require even more skills to deal with ever-increasing demands for project, program and product delivery. This will position them to play an even greater role in the delivery success of an organization.

I’d love to hear from you: What do you think makes for a good PMO lead?  

 

 

Posted by Kevin Korterud on: January 04, 2020 10:42 AM | Permalink | Comments (13)

What I’ve Gained as a PMI Volunteer

By Conrado Morlan

Did you know PMI is supported by volunteers from around the world? I had no idea when I first joined PMI in 2005.

That changed in October 2007 when I joined the ranks of PMI volunteers, a community of practitioners who give their time to work on activities that make a difference around the world. I learned about the many services undertaken by volunteers, including writing PMI standards, preparing questions for certification exams, organizing global conferences and presenting at PMI events. And the list goes on and on.

My first opportunity as a PMI volunteer came three or four months after I registered as a volunteer: participating in an item-writing session for the Project Management Professional (PMP®) exam in Philadelphia, Pennsylvania, USA. At first, I had too many questions and felt daunted. Would I be able to deliver? Am I experienced enough? Would I be called again after this session?

When I arrived in Philadelphia, I put that feeling away and got ready to spend three days with a selected group of experienced project management practitioners from the United States and Canada. The session was quite productive; we shared our personal experiences and produced great material for the next version of the PMI certification exam. The experience was one of a kind; I could not believe everything I learned in three days, and for free.

I went on to participate in sessions in São Paulo, Brazil; Mexico City, Mexico; Washington, D.C., USA; Macao, China; Amsterdam, the Netherlands; and more. I had the fortune to write items for the PMP, Program Management Professional (PgMP)® and Portfolio Management Professional (PfMP)® certification exams.

But that was just the beginning. I kept looking for volunteering opportunities and, on several occasions, submitted papers for PMI congresses in North America and Latin America. Many of my papers were accepted and well received by audiences across the globe.

Through the years, I also have supported local chapters as a keynote speaker or guest speaker in Dallas, Texas, USA; Mexico City, Mexico; Costa Rica; and Nuevo León, Mexico. This has enabled me to share my experiences working with multicultural project teams and meet practitioners from different latitudes.

In 2009, at the congress in Orlando, Florida, USA, I tried something new: writing columns for a special edition of PMI Today. I then co-authored articles for PMI Community Post, have been quoted in several PM Network articles and, as you know, am a frequent contributor to Voices on Project Management.

My proudest moments as a volunteer were when I was selected as a core team member to develop the Implementing Organizational Project Management: A Practice Guide and The Standard for Organizational Project Management in 2013 and 2016, respectively. The opportunity to interact with other project leaders from around the world and contribute to the profession was extraordinary.

If you’re still wondering why I am grateful to be a PMI volunteer, try it for yourself. Take the opportunity to live your profession with passion. See what you can gain by sharing experiences with other colleagues while developing and mastering your skills in a friendly environment.

What are you waiting for? Make your mark and join the local or global volunteer team to grow and advance the project management profession.

 

Posted by Conrado Morlan on: December 19, 2019 06:12 PM | Permalink | Comments (6)

The Project Initiatives That Influenced My Career

By Peter Tarhanidis, PhD

I’ve been fortunate to have a career that constantly challenges me and my team to apply new approaches to achieve an organization’s mission. I believe that adapting these contemporary management practices and innovative operating models has helped me become the project leader I am today. 

Below are select project initiatives that have helped me develop my skills:

  1. I integrated process and technology to drive staff productivity. Customer centricity is at the heart of the experience. While working in a call center, my team and I initiated a training process improvement for onboarding new hires. I drafted process steps and key instructions for each one, and then connected the technology opportunities to automate non-value steps. This resulted in reduced training cycles and onboarding staff time from eight weeks to two weeks. It also increased customer satisfaction.
  1. I quantified assumptions with data and facts. I remember one instance where senior leaders did not have the data to explain consumer behavior and decided to stick with the status quo of the same services at the same rate—not realizing consumer segments had changed. By applying statistical analysis and regression theories, I was able to identify pricing elasticity levels that formed a new strategy to increase revenues and attract new consumers.
  1. I leveraged standards-based solutions to scale growth and introduce emerging technologies. Prior to standards adoption, I relied on international standards bodies to align on the highest operating performance of disparate systems. This helped to standardize new telecommunication technologies that architected new building designs with IT infrastructure to integrate disparate HVAC, security, green services, data centers, retail systems and real estate development opportunities across the U.S. This led to increased revenue and operating efficiencies by creating an online retail catalogue and also reduced the cost of managing business services.
  1. I extended expertise across the globe by managing vendor partnerships. I established a vendor management practice to oversee strategic partnerships, outsourcing and offshoring to improve from hybrid technical data centers to Global Business Shared Services across non-core services in organizations. This extended needed services in local countries in their time, language and at lower costs—and also enabled increased market share for commercial operations.
  1. I designed business operating models to align strategy across an organization. This included key projects to benchmark customer market space, work with senior leaders and define a gap analysis to address via business cases. This allowed me to transform departments, business units and re-engineer organizations.
  1. I worked across diverse geographies and industries. For example, I drove cultural and change management in R&D, operations and supply chain. This exposed me to business development and mergers and acquisitions, and allowed me to learn the latest in designing user experiences, advanced robotic automation and AI technologies to connect to deeper business insights.
     
  2. I led a nonprofit organization of volunteers to develop my leadership skills. When individuals give their time, it is important to be clear and align the volunteers to action. These interactions and relationships are truly based on a work-at-will agreement. If you treat everyone with dignity and a set of behaviors that empower purposeful action, you will achieve a great leadership style that supports many environments and solves social and business needs.

What themes have you identified in your career? How have you broadened your range?

Posted by Peter Tarhanidis on: November 13, 2019 10:59 AM | Permalink | Comments (7)

Are You Neglecting Your Professional Development?

By Conrado Morlan

“An investment in knowledge always pays the best interest.” ―Benjamin Franklin

I’ve heard from colleagues in project management that they don’t have access to professional development opportunities to help them improve and increase their capabilities. That led me to do some research. I found Training magazine's Training Industry Report, which is recognized as the training industry’s most trusted source of data on budgets, staffing and programs in the United States. It found that U.S. companies spent over US$90 billion on training and development activities in 2017, which represents a year-over-year increase of 32.5 percent. 

With that information on hand, I took the opportunity to ask my colleagues if the companies they work for are among the organizations spending money on training and professional development.

Some of them were fortunate to work for companies with professional development budgets, but they didn’t take the training due to their workload or personal reasons. In other words, the opportunity was there but it was neglected.

For those who worked for companies without professional development dollars, their main complaint was that the company did not appreciate them and the opportunities to develop more capabilities were so limited.

I asked them: Who takes charge of your professional development? You, or the company you work for? Many of them responded that the responsibility fell to the company they work for, because training would help create a more competitive workforce, increased employee retention and higher employee engagement. I agree on all the benefits the company would get, but ultimately the individual is responsible for their professional development.

I have worked for both types of companies. In the ones with development budgets, I saw former colleagues neglecting opportunities because “they did not have time,” they did not like to travel or simply because they felt it was not needed. In the ones without budgets, I heard the same claims mentioned above.

While working for the latter type of company, I took ownership of my professional development. Instead of seeing roadblocks, I saw opportunities, which led me to do the following:

  • Attend conferences. When I found out the company wouldn’t pay for the conferences I wanted to attend, I explored three options:
  1. Submit a paper. In many cases guest speakers do not have to pay the registration fee, or the fee might be reduced. This has to be done ahead of time during the call-for-papers period
  2. Volunteer to support the event. Volunteers are assigned to different tasks before, during or after the event, but they are allowed to attend the conference while they are not on duty.
  3. Find other ways to save. If options one and two did not work and I saw the value of attending the conference, I looked for early-bird registration or contacted sponsors to see if they would share a discount code to avoid paying the full registration fee.
  • Get stretch assignments. I was looking to learn more about the company and expand my knowledge outside project management, so I looked for an assignment on the business side that would challenge me.
  • Be a volunteer. This gave me the opportunity to give back to my community and support local chapters of professional organizations like PMI. I was able to attend chapter events, such as professional development days or chapter dinners, free of charge, and they helped me discover how to improve my project management capabilities. 

So do not solely hold the company you work for responsible for your growth. Take charge of your professional development. After all, if you do not invest in yourself, nobody will.

How do you take charge of your own professional development?

Posted by Conrado Morlan on: February 20, 2019 09:44 AM | Permalink | Comments (15)

How to Unleash Your Presence as a Leader

By Peter Tarhanidis, MBA, Ph.D. 

In project management, your presence as a leader is vital to your success. But how do you begin to refine this skill set? Start by considering what kind of presence you convey, and how that presence impacts your influence with teams.

Underlying a leader’s presence are sets of behaviors and actions directed toward team members in various situations. A leader must distinguish between the two prevailing behavioral approaches. In the task approach, leaders accomplish their goals by setting structures, organizing work, and defining roles and responsibilities. The relationship approach, on the other hand, employs behaviors to help teams feel at ease within a variety of situations.

In other words: Is the leader driven to treat team members as valued individuals and attend to their needs, or do they see team members as a means to achieving a goal? This approach will affect a leader and their team’s performance.

Project managers are constantly combining these two approaches to influence teams and attain a goal. Clearly, there are certain behaviors that emerge in one’s presence which increase one’s influence over teams. Examples include humility, honesty, confidence, composure and emotional intelligence. But the truth is, influencing teams takes a great deal of time and energy. There is only a certain amount of time and energy one dedicates in every moment. For many project managers this creates a challenge: What can a leader do to be present in every moment?

The opportunity does exist for leaders to train themselves to be present. By applying a certain regimen of actions, a leader can apply a thoughtful approach to increasing their presence. Dedicating yourself to increasing your energy and presence will result in positively influencing teams. Below is a list of four actions to help unleash one’s performance through increased energy, focus and presence:

  1. Define your purpose to engage your passion and goals. Write down an easy and memorable statement that you can use as your personal branding message.
  2. Identify the key relationships that require your energy and balance their needs.
  3. Stay physically and emotionally healthy, which will increase your energy levels.
  4. Take time daily to meditate to recognize your feelings and the consequences of the decisions you need to make to attain your goals.

Let me know how you unleash your performance. Please share your top behavior picks, why they define your presence, and how you successfully increased your influence with teams!

Posted by Peter Tarhanidis on: February 06, 2019 10:54 PM | Permalink | Comments (13)
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