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

Recent Posts

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The Ying and Yang of Resilience

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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)

Leaders exert influence for success

By Peter Tarhanidis

Whenever I’m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be disastrous if you lose your team or if tensions arise that reduce one’s effectiveness to achieve a goal.

I recall one of my client assignments where the goal was to ensure a successful integration of a complex merger and acquisition. The team had slipped on dates, missed key meetings and there were no formalized milestones.

I set up casual meetings to discuss with each member what would motivate them to participate. One clear signal was that management had changed the acquisition date several times. This disengaged the team due to false starts that took time away from other priorities.

During the sponsor review, I reported there was a communication breakdown and that no one shared this effort as a priority. At that point, the sponsor could have used his position of power to pressure everyone to do their part. However, the sponsor did not want to come off as autocratic.

Instead, he asked if I would be willing to find an alternative approach to get the team’s buy in.

I realized my influence was low, but I wanted to help improve the outcome for this team. So I talked again with each team member to negotiate a common approach with the goal to be integration-ready without having an exact date.

Ultimately, our goal was to have all milestones met while a smaller core team could later remain to implement the integration when management announced the final date.

A leader uses influence as part of the process to communicate ideas, gain approval and motivate colleagues to implement the concepts through changes to the organization. 

In many cases, success increases as a leaders exert influence over others to find a shared purpose.

Tell me, which creates your best outcomes as a leader: influencing others through power or through negotiation?

Posted by Peter Tarhanidis on: May 31, 2017 10:10 AM | Permalink | Comments (15)

Playing the Right Leadership Role

Leadership Role

By Peter Tarhanidis

It is not unusual for project leaders to fill a variety of leadership roles over the course of the many unique initiatives we take on.

As I transition from one client, program, employer or team to another, my personal challenge is to quickly work out the best leadership role to play in my new environment. Therefore, I find it helpful to have some knowledge of leadership theory and research.

Leaders must understand the role they fill in relation to staff and management. That typically falls into three categories, as defined by Henry Mintzberg, Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University, Montreal, Quebec, Canada:

Interpersonal: A leader who is either organizing the firm or a department, or acting as an intermediary. He or she is the figurehead, leader or liaison.

Informational: A leader that gathers, communicates and shares information with internal and external stakeholders. He or she is the mentor, disseminator, and spokesman.

Decisional: A leader that governs and has to make decisions, manage conflict and negotiate accords. He or she is the entrepreneur, disturbance handler, resource allocator and negotiator.

During one of my recent transitions, I thought I was a decisional leader, but I was expected to play an informational role. When I acted on information rather than sharing it and gaining consensus toward a common goal, my team was very confused. That’s why it’s so important to know the role you’re expected to fill.

When you start a new effort, how do you determine what role you’re expected to play? How has that contributed to your success?

Posted by Peter Tarhanidis on: March 17, 2017 09:50 AM | Permalink | Comments (15)

7 Ways to Align Portfolio Management with Strategy

by Jen L. Skrabak, PMP, PfMP

Successfully implementing strategic initiatives is a high priority for most organizations; however, few organizations are doing it well, if at all. In fact, only 10 percent are aligning portfolio management with strategy implementation.

Based on my experience, there are seven critical success factors to align portfolio management with strategy:

1. Agility: This is a broad umbrella for organizational culture and processes that are nimble and versatile. Being nimble suggests speed in reacting and being versatile suggests flexibility and adaptability. It’s crucial to build a nimble and flexible organization and portfolio management processes to take advantage of internal or external changes. Portfolio management must be seen as the enabler of strategic change and anticipate iterative, incremental and frequent adjustments to the portfolio.

2. The 3 C’s: Culture, Change Management and Communications: The “triple threat” of portfolio management is having all three components work in harmony to enable the strategy. Culture can be thought of as the personality and habits that an organization embodies, and although it may be difficult to describe, it can be seen and felt when walking around an organization. It’s been commonly cited that up to 97 percent of the employees in an organization don’t understand the strategy, and over 90 percent of mergers and acquisitions fail due to culture clashes. 

Rather than letting culture just happen by accident, organizations should consciously build and shape the culture of the organization. And, of course, the culture must be socialized through communications and change management to not only convey the right messages and keep employees engaged, but also recognize and reward the right behaviors.

3. Governance: Good portfolio management processes ensure these core governance functions are implemented:

·         Oversight: Leadership, guidance and direction. The key is being involved (through visible engagement and support in problem solving and removing barriers), not just informed (receiving status reports).

·         Control: Monitoring and reporting of key performance indicators, including leading (not lagging) indicators. Too often, portfolio managers report on scope, time and budget status, however, those are all retroactive events. Although course corrections can be made, it is too late to be proactive and, as we all know, it’s easier to stop a project’s problems earlier rather than later. Leading indicators, including risk exposure, incremental value delivered and requirements volatility, are predictive.

·         Integration: Alignment to strategy, as well as organizational ownership of the changes that the portfolio is implementing, should be driven by portfolio governance.

·         Decision Making: While empowering teams to make day-to-day decisions, broad decisions also need executive and management support to ensure buy-in across the organization.

4. Value: The value to the organization depends on performance of the portfolio holistically, not individual components. It starts with ensuring the right programs and projects are selected. Sometimes, the focus is on an individual project’s ROI instead of the fact that although a project may have a positive return, it should be compared against competing projects’ risk, return, and alignment to strategy.

5. Risk Management: There should be a balance of the negative and positive. Mitigate threats and take advantage of opportunities. Value is ultimately the result of performance x risk/opportunity.

6. PPPM Maturity: Portfolio, program and project management (PPPM) maturity ensures the process and talent exist to deliver the programs and projects reliably. Maturity is not measured by a single dimension such as the success rate of the “triple constraint.” Instead that measure includes speed to market, customer satisfaction and strategy enablement.

7. Organizational Structure: When building an organization to enable a strategic initiative (a type of portfolio), an organization should be defined by verticals of end-to-end processes and horizontal enablers. Horizontal enablers are common support elements that span across the verticals organized by the work instead of the functional area—such as change management, reporting, training.

How do you align portfolio management with strategy? I look forward to your thoughts!

Posted by Jen Skrabak on: October 20, 2016 08:38 PM | Permalink | Comments (8)

How Does OPM Fit In?

by Taralyn Frasqueri-Molina

In a small business, like a startup, organizational project management (OPM) may seem too big. At a large blue chip, layers of OPM may be standard operating procedure. But what if your org is somewhere in between? On one hand, you're past the days of moving furniture yourself, on the other hand, you're not yet cutting paychecks for 2000+ employees.

First, let's establish that OPM is a good thing. Linking strategy with implementation across an organization to deliver on portfolio promises and realize value is, trust me on this one, a good thing. But OPM at scale is even better. And that is because if you don't scale OPM to where your org is right now, it may seem that OPM is too complex to even attempt at all.

And if OPM is a good thing, then no OPM is probably not so good.

I've seen what happens to a business that doesn't have an OPM strategy in place. The business is moving along successfully but then the stumbling starts, and then maybe stops, but then it starts up again and continues unabated. Teams are frustrated that progress has halted and find they're taking the blame or blaming each other. Leadership pushes the same answers to newly arisen problems—work harder, faster, longer.

The Benefits of Scaling

OPM at scale ensures the strategy that your entire enterprise is about to adopt is the right fit.

Too light (but it may work for a startup), and your undertaking becomes inconsistent, priorities become ever-changing because there's no clear focus. The entire system is not reliable enough to deliver.

Too rigid (but it may work for a Fortune 500), and you may get in your own way with bottle-necking processes, decision-making by committee, waiting for an approval exit gate that never arrives, wasting time because the system is not flexible enough to deliver.

Where too much process is a hindrance (but may work for a large org) and too little is volatile (but may work for a fledgling company), start with some core principles that are key for your org and build from there.

An OPM at scale strategy could look something like this:

  • Decide how projects in your portfolio are managed across your enterprise. That means an off-the-shelf OPM solution may not be where your answer lies—instead grow your solutions for areas like governance, change, prioritization and resource management, as organically as you can.
  • Implement a few standard workflows that support delivery throughout a team and between teams. Are some processes already working? Keep 'em. Notice a couple gap areas? Partner with teams to design a workflow that solves your specific problem.

  • Create consistency with standard, formal processes, but also allow project managers and teams the freedom to make good tactical choices.

  • Focus on picking a few benchmarking criteria.

  • Make space for continuous communication, provide visibility and support working toward improving the core you've got—not necessarily adding anything new.

At your next quarterly review, examine how your custom OPM framework is doing. Are you all still aligned on, not just the goal of your portfolio, but the goal of your OPM strategy? Ready to go bigger and start maturing your framework? Or instead do you need to scale back?

What experience do you have with implementing OPM to scale?

Want to see a fully baked standardized model, take a peek at PMI's Organizational Project Management Maturity Model (OPM3®).

Posted by Taralyn Frasqueri-Molina on: October 05, 2016 06:49 PM | Permalink | Comments (5)
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