By Jen Skrabak, PMP, PfMP
Over nearly two decades in project management, I’ve learned a number of strategies to make my voice heard and advance in my career. Much of that success has come by “leaning in,” as Sheryl Sandberg advocates.
As a woman in project management, I believe the following are key:
International Women’s Day is March 8, and this year’s theme is #BalanceforBetter. Please share your thoughts on how we celebrate the achievement of women while we continue to strive for balance for women socially, economically and culturally around the world.
By Jen Skrabak, PfMP, PMP
As a woman who’s worked for the past 18-plus years in project, program and portfolio management, as well as building and leading enterprise project management offices for Fortune 500 companies, I wanted to address the topic of women in project management.
In the United States, women hold 38 percent of manager roles, according to a study conducted by McKinsey in partnership with LeanIn.Org. And while women have made gains in some STEM fields, particularly healthcare and life sciences, they are underrepresented in many others. U.S. women hold 25 percent of computer jobs, and just 14 percent of those in engineering, according to the Pew Research Center.
In project management, as in other professions, women earn less than men. For project managers in the United States, men earn an average US$11,000 more annually than women, according to PMI’s Earning Power: Project Management Salary Survey.
Historically, women have been pigeonholed in project administrative or project coordination roles instead of project management roles, and the key question is “Why?”
We’ve all heard that we need to “think differently,” and as Sheryl Sandberg advocated in her book, Lean In: Women, Work, and the Will to Lead, women need to raise their hands, project confidence, be at the table and physically lean in to make themselves heard. The dictionary definition of “lean in” means to press into something. So when faced with an overwhelming force such as wind, you need to lean toward the force rather than away in order to not be blown away.
“Lean in” can be a metaphor for asserting yourself as a leader in project management. As women, we may be held back by self-doubt, our speaking voice or body language that conveys a lack of self-confidence. The advice here is not limited to women; people of color can “lean in,” too.
There are three key cognitive biases that may hold women back in project management. The key is to recognize that these exist, and work to build awareness while overcoming them:
By understanding and recognizing these biases, we can work to defeat them. I’ll explore these topics more in my next post, which will coincide with International Women’s Day on March 8. How do you combat biases in the workplace?
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!
by Jen Skrabak, PfMP, PMP
Project management offices (PMOs) have gained wide acceptance thanks to their ability to ensure the success of projects and programs. More than 80 percent of organizations have PMOs.
But, there is still some confusion with PMOs, as the “P” in PMO can refer to project, program or portfolio. At the same time, PMOs have been thought of as one of three categories:
The Next-Gen PMO, however, is disrupting these traditional categories. In the Next-Gen PMO, the focus is on ensuring the successful delivery of organization-wide strategic initiatives. In addition to traditional PMO functions, such as providing project management tools, templates and training, the Next-Gen PMO is responsible for organizational results. They also report directly to a C-suite executive within the organization.
I see the four critical functions of the Next-Gen PMO as:
Is your organization embracing the Next-Gen PMO?
A successful project requires a combination of technical and managerial activities at every stage to jointly deliver the final result and its benefits.
If you have high levels of maturity in project management without the equivalent technical knowledge, your project is doomed to deliver a poor solution. On the other hand, when you have best-in-class technical knowledge without project management maturity, your project is also doomed to be inefficient and maybe even inefficacious.
Many organizations have already developed competency models to encompass technical and managerial aspects of projects, describing overlapping areas and highlighting essential project management and systems engineering foundations of successful projects.
Consider the U.S.’ National Aeronautics and Space Administration’s (NASA) competency model, which “outlines distinct competency areas for project managers and systems engineers, as well as shared competencies that encompass both disciplines.”
Examples of defined project management competencies include:
Examples of defined system engineer competencies include:
Examples of shared competencies include:
You might be asking yourself what does NASA have to do with your own daily projects? Most of us are working in projects and programs far simpler than building space systems. However, my objective here is to call attention to the best in class so that we can contextualize and tailor their model to our own reality.
Of course, in order to achieve a proper balance in your projects, thoughtful tailoring is essential. Take the International Council on Systems Engineering’s handbook, A Guide for System Life Cycle Processes and Activities:
“On smaller projects, where the span of required communications is small (few people and short project life cycle) and the cost of rework is low, Systems Engineering activities can be conducted very informally (and thus at low cost). On larger projects, where the cost of failure or rework is high, increased formality can significantly help in achieving project opportunities and in mitigating project risk.”
Even small and medium projects can benefit a lot from the proper combination of project management and systems engineering. Systems engineering is helpful not only in developing complex products and services, such as a spaceship or an air traffic control system, but also in less sophisticated products such as a bicycle or an alarm system. In fact, systems engineering is even helpful when you are designing your new house.
What product development approaches are you using today? Please share your thoughts in the comments below.