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

Past Contributers:

Jorge Valdés Garciatorres
Hajar Hamid
Dan Goldfischer
Saira Karim
Jim De Piante
Geoff Mattie
sanjay saini
Judy Umlas
Abdiel Ledesma
Michael Hatfield
Deanna Landers
Alfonso Bucero
Kelley Hunsberger
William Krebs
Peter Taylor
Rebecca Braglio
Dmitri Ivanenko PMP ITIL

Recent Posts

Lead With Value

High-Performance Teams Are Purpose-Driven

The Benefits of Sprint 0

A Balanced Competency Model

Are Best Practices Really Possible?

High-Performance Teams Are Purpose-Driven

By Peter Tarhanidis, Ph.D., M.B.A.

Program teams should collaborate like a world-class orchestra.

This ideal state of team engagement and performance requires the presence of several key elements, including an engaged sponsor, a governance committee, a project manager and a status dashboard to communicate performance.

However, maximizing this level of performance is especially challenging when working with cross-functional groups, external stakeholders and shareholders. This increases the complexity of the human performance aspects of team management.

I recall one assignment I worked on that required the team to design and build a new centralized model to bring together three different operations. The team was given two additional challenges. The first challenge was to consolidate disparate teams into two geographic centers. They also had to reduce the overall timeline from 18 months to 10 months.

These challenges exacerbated how teams were not working well with their counterparts. They quickly became dysfunctional and lost their purpose. The project was crashing.

Stepping into this situation I decided to conduct a stakeholder analysis. I used this approach as an intervention method to understand the underlying themes. The analysis revealed the team:

  1. Lacked shared values: Members did not have a sense of purpose on the intent of the program.
  2. Were not being heard: Members felt they had no control over the program’s major activities or tasks.
  3. Lacked trust: Members felt they could not rely or confide in their fellow team members, sponsors or peers to accomplish tasks on the program.

After reflecting on the team’s feedback, I realized that most members wanted to find meaning in their work. It seemed no one was developing their sense of shared purpose and putting their strengths to work toward this program.

I decided I needed to re-invest them as members of the team. To get the team back to performing well, I:

  1. Built rapport with various team members
  2. Gained their trust by delivering on my commitments
  3. Integrated their perspectives into decision making
  4. Recruited new members to build up gaps in team capabilities
  5. Focused the conversation on our individual purposes and aligned them to a shared value

This approach strengthened the program and delivered on the challenges.  

The lesson learned is, do not simply apply methods and approaches in complex program delivery. Manage the team’s purpose and establish shared values as an important driver of overall delivery.

How do you manage that purpose and invest in high-performing teams?

Posted by Peter Tarhanidis on: April 18, 2018 08:10 PM | Permalink | Comments (7)

Project Leaders Are at the Forefront of Today’s Operating Models

By Peter Tarhanidis, M.B.A, Ph.D.

Many organizations are shifting their traditional operating models to include new innovative collaborations and social networks to sustain economic growth. These new operating models, however, challenge the future of leadership.

Most operating models used today were designed in the industrial age. In these models, the division of labor is by specialization, which is hierarchical in nature. This approach has been analyzed and debated by philosophers including Plato and economists such as Adam Smith, whose analysis is incorporated in current organizational designs defining a company’s value chain. The advantage of this approach is that it drives increases in productivity and efficiency by allocating teams by their skillset.

Yet companies are boxed in today. They have become efficient and productive, but are at a disadvantage in sustaining innovation.

Companies are challenged to design and integrate innovative operating models to continue to drive economic growth. Some ways companies are leveraging new operating models to drive innovation include creating internal groups to access and fund startups and sharing resources with external research centers to drive external collaborations that drive new product pipelines.

These innovative operating models challenge leaders to work collaboratively across value chains and external business partners. To meet that challenge, there must be a shift in a leader and team skill sets.

The organizational design shifts from a division of labor and specialization to one that taps into knowledge workers and social networks. This shift—to forge new innovations and operating models—challenges leaders to define new behaviors, styles, skills and professional networks to sustain economic growth.

Project leaders and their teams have been at the forefront of working across these emerging models, navigating both internally as productivity experts, externally as innovation collaborators, and professionally to develop social networks to foster and sustain economic growth.

One’s future as a leader comes down to navigating your development against these current organizational trends. One approach I find helpful is to define personal 360-degree feedbacks. Start with three simple questions to determine where you need to develop and build from, such as:

  1. What do senior leaders want from their leaders to sustain the company?
  2. What do clients and customers want from their partners to build strategic and trusted relationships?
  3. What do teams expect from their leaders to meet strategic initiatives and how can leaders help them succeed professionally?

Having used this personal approach, I learned the following three themes to form my development opportunities:

  1. Senior leaders are expected to communicate in a variety of forums and formats. Leaders should have the courage to ask for help. One should be very knowledgeable about the business and build the professional relationships required to be successful.
  2. Clients and customers expect great experiences with a company’s product and services. They expect leaders to learn their business, marketplace, and challenges. Build trusting relationships and strategic alliances through a successful track record.
  3. Teams want better leaders to sponsor the initiative and provide clear guidance. Align teams to a common shared purpose. Influence members to share in the success of the initiative by linking the initiative to the strategy. Demonstrate how the strategy aligns to the business and how the individual team members help the business meet its goals. Advocate for professional development and provide a mentoring opportunity to advance one’s professional goals.

One must then consider what actions they should commit to developing — whether it is leadership behaviors and styles, business relationships or knowledge — to lead today’s organizations and sustain economic growth and relevance.  

Posted by Peter Tarhanidis on: February 08, 2018 11:28 AM | Permalink | Comments (13)

Project Planning Using Canvas

by Ramiro Rodrigues

Project managers: Are you sometimes looking to make plans faster but without being superficial and therefore riskier to the project?

Developed in the 1980s, design thinking is a structured mental model that seeks the identification of innovative solutions to complex problems. Although the concept has existed for decades, it’s only made its presence known in the corporate environment over the last 10 years.

Swiss business theorist and author Alexander Osterwalder similarly sought to accelerate collaborative reasoning when he introduced the Business Model Canvas. Canvas helps organizations map, discuss, rework and innovate their business model in one image.

But a series of proposals for the use of the Business Model Canvas for various purposes outside of business models has also appeared — including innovation, corporate education, product development, marketing and more.

For project professionals looking at alternatives to developing quicker and more collaborative planning, Canvas may sound like a great option. Of all the proposals that come up for the use of Canvas in a project environment, integrating stakeholders may be the best. Canvas brings stakeholders into the process and will help to minimize resistance and increase collaboration, resulting in a better proposal for planning problems and making the project more aligned to the interests of organizations.

But while the arguments put forward for Canvas all seem positive, there is still a dilemma: Can Canvas fully replace the overall project plan and the planning process? Is it possible to do without a schedule of activities, a detailed cash flow, a matrix of analyzed risks — just to limit ourselves to a few examples?

That is probably too extreme.

The general sense is that the integration of Canvas with specific planning — such as the cost plan and the risk plan — is the most productive and generates the best results.

It may be worth asking your project management office for their thoughts.

Have you ever used a Canvas for your project planning efforts? If so, what tips can you share?

Posted by Ramiro Rodrigues on: October 20, 2017 02:34 PM | Permalink | Comments (16)

3 Tips For Simplifying Complexity

By Dave Wakeman

Project managers have an essential—but sometimes thankless—job. They stand at the intersection of complex projects filled with countless stakeholders that don’t always see eye to eye.

This can lead to a great deal of frustration—but great communication skills can make the job easier.

A few weeks ago, I wrote about being a better listener. But over the last few weeks, I’ve come around to an even better goal for all of us: making things as simple as possible, even when the answer is complex.

Great communicators make the complex simple—and for project managers that can be the difference between success and failure.

The good news: With practice, we can all get better. Here are three ideas for turning the complex into something much simpler.

Focus on logical steps: When you’re working on a complex project, it can be easy to focus only on the finish line while all of the steps in between become weights hanging around your neck. This can lead to decision fatigue or analysis paralysis.

But, if you can train yourself to think about the project and how to simplify it for your teams, you can usually look to your milestones and see how the project might breakdown into micro-projects.

Within each micro-project there are likely a number of logical steps. Your job as a project manager is to make sure that your team sees those steps so that they can take action on them ASAP.

Thus, you’ve removed the roadblock of prioritization and simplified implementation.

Emphasize clear communication: Many of us communicate unintentionally. We don’t think about how we are saying things or that each audience might have a different understanding of our common language.

I tell my clients that it often helps to communicate like you are talking with a novice. That may be extreme, but you have to make sure that your communication is getting across clearly.

Over the years that I have been writing for PMI, I’ve written almost exclusively about the importance of soft skills. Communication is probably the most essential of these soft skills. And the most important rule of communication is that if someone doesn’t understand what you have instructed them to do or what you have shared with them, it’s your fault, not theirs.

To simplify your projects, I want you to think about how you can make communication clear to someone who may not be as deeply entrenched in the acronyms and jargon as you are.

And, if you aren’t sure that you are being clear, you can always ask: “Did that make sense, or did I make it sound like a foreign language?”

Always work to improve your processes: Logical steps and communication should teach you a lot about your project and your team. Over time, this should help you and your teams develop a high level of expertise and a number of best practices.

One great thing about best practices is that they can help simplify hard projects, communication and the amount of setup that goes into any project. The down side is that if you aren’t careful about capturing those best practices over time and working to spread these ideas across your organizations and teams, they become useless.

After all, without implementation, you have nothing but more knowledge. And knowledge without action is just noise.

As a leader, you must work to continuously improve the delivery processes that you and your teams use. The ultimate simplification is developed over time by improving processes, focuses and actions.

While improvement in this area isn’t necessarily a given, if you have been focusing on next logical steps and great, simple communications, it is likely that your processes will improve because the complex projects are likely to be slightly simpler.

With simplicity comes a greater awareness of what’s working and what isn’t. With that, you can be efficient. Something we should all hope to achieve.

How do you strive to simplify things for your teams?

 

BTW, if you like this stuff and the stuff I usually post, I do a Sunday email that talks all about value, connection, and humans. You can get that for free by sending me an email at dave @ davewakeman.com

 

Posted by David Wakeman on: September 25, 2017 09:03 PM | Permalink | Comments (13)

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)
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