by Jen Skrabak, PfMP, PMP
Most people leave organizational cultures, not managers.
Organizational culture is defined as the collective behaviors, thoughts, norms and language of the people in the organization that signifies the "way of working." It represents the overall support system and resources of the organization.
For example, if employees regularly start meetings late, then the culture of the organization may be to begin meetings late ("it's just the way things are"). Newcomers quickly learn this unwritten norm, and adapt to the late meetings, further propelling the status quo.
It's important to understand that people leave organizational cultures because portfolios and programs can represent significant change to the organization—requiring new ways of working, behaviors and new operating agreements defined to support the change. However, if the organization is resistant to change—and the traditional ways of working remain—how do you change the culture?
First, let us understand why people leave the organizational culture and what we can do to model the right behaviors as leaders:
1. Misaligned Vision and Leadership
A common complaint is that there is "no perspective of where the organization is headed and not being able to see how my role fits into the bigger picture."
Leaders, starting at the top, must role model the behaviors they expect. Rather than simply talk about the vision or the strategy, they must roll up their sleeves to translate the vision very specifically and tangibly into everyone's work.
This is typically done through the strategic portfolio—employees identify with a stack ranking of strategic initiatives that communicate the most essential programs and projects of the organization. Each executive sponsor must then clearly translate the vision into day-to-day actions that the program or project is implementing.
The strategic portfolio represents the "better state" of the targeted culture— what are the behaviors, ways of working, thinking and norms that need to be in the future. This is codified typically through team charters, operating agreements, and ground rules so that everyone on a team follows the same rules and ways of working.
2. Compromised Values, Beliefs and Increased Toxicity
When employees feel they are being coerced into doing things that don't align with their values, they will find other places to use their talents. Behaviors that result during large scale change may be burnout, rumors, and change fatigue.
Mediocrity may have been accepted as good enough, resulting in high performers, leaving the organization due to lack of challenge and opportunities. However, for those that remain, it may be difficult to absorb change since they never had to.
As a portfolio or program leader, you don't need permission, budget or authority to start acting in ways that model high performance. Recognize and reward the right behaviors and call out the wrong behaviors.
Growth needs to be the focus—desire is a powerful emotion—more than the fear/doubt that is often the first reaction when encountering change. The first emotion is Fear/Doubt. Left unmanaged, this can spiral into water cooler conversations, negativity and constant churn.
However, having a growth mindset means that there are opportunities created from changing and learning new skills that can propel that organization to embrace new ways of working.
3. Organizational Structures and Processes that Create Stagnation
Not having structured processes that support high performance creates an environment that people leave. No one wants to stand out when something new is introduced—it's almost like a virus where the antibodies (the current organizational culture) start attacking it. There needs to be a core group of high performers that embrace and spread the targeted organizational culture across the organization.
High performers can't stand waste—wasted time in meetings, wasted use of resources, and wasted opportunities. Is the strategic portfolio management or program management office reporting to the executive leadership team level, or is it buried somewhere within the organization under a functional organization?
Growing organizations embrace change as a constant and adopt a growth mindset.
A growth mindset means that the organization is continually learning and sees change as an opportunity to learn new skills and gain new experiences. Rather than sit back and accept the status quo, we seek out how to design and build the change rather than be just the recipient of the change. Thoughts and mindset ultimately translate into behavior. Motivation and attitude are skills that are just as important as the technical portfolio or program management skills and can be developed over time.
How are you developing your growth mindset?
Unlock the Value of Artificial Intelligence
Calculating Project Value,
Nontraditional Project Management,
Categories: Agile, Benefits Realization, Best Practices, Calculating Project Value, Change Management, Complexity, Innovation, Leadership, Leadership, Nontraditional Project Management, Portfolio Management, Program Management, Project Delivery, Project Planning, Project Requirements, Roundtable, Strategy
By Peter Tarhanidis
Artificial intelligence is no longer a tool we’ll use on projects in the future. Right now, many organizations are formalizing the use of advanced data analytics from innovative technologies, algorithms and AI visualization techniques into strategic projects.
The maturity of advanced data analytics is creating an opportunity for organizations to unlock value. The McKinsey Global Institute estimates AI’s global economic impact could climb to US$13 trillion by 2030.
As an example, in the healthcare industry, Allied Market Research reports rising demand for data analytics solutions due to the growth in data from electronic health records, among other factors. The global healthcare analytics market was valued at US$16.9 billion in 2017, and the report forecasts it to reach US$67.8 billion by 2025.
The Evolution of AI Maturity
Everyday examples of these solutions range from simple automated dashboards, remote check deposit, Siri-like assistants, ride-sharing apps, Facebook, Instagram, autopilot and autonomous cars.
Tips on Successful Transformation
As a project leader, take these steps to avoid key pitfalls:
Please comment below on what approaches you have taken to enable advanced data analytics in your role or in your organization.
Business Transformation in Disguise
By Jess Tayel
In the quest to uplift capabilities, better serve customers, improve the bottom line or acquire market share, organizations rely on a mix of projects and programs.
Some projects are scored as critical and complex. Some organizations have a clear and defined scoring system of what is critical and what is not, while others settle for a subjective measure.
But even after you’ve determined a project is critical, there’s more to consider.
Is it Change or Transformation?
When it comes to big, critical projects, ask yourself: Are you delivering a change initiative or a business transformation initiative?
Why is this distinction important? Because they both have different characteristics that dictate how they should be brought to life.
Change initiatives execute a defined set of projects or initiatives that may or may not impact how things work across the entire organization. Examples include introducing a new payroll system, moving into a centralized shared services model or executing an office move.
Business transformation, however, is a portfolio of initiatives that have a high level of interdependencies, leading to change across the organization. They’re focused not just on execution but also on reinventing and discovering a new or a revised business model. That model is based on a significant business outcome that will determine the future of the organization.
With that in mind, business transformation is more unpredictable and iterative, and it’s about a substantial change in mindset and ways of doing business. The “how” may not be as defined as it is in change initiatives, which means you need to try different methods and be more experimental.
Set Your Organization up for Success
Because of these distinctions, business transformation should never start with finding a solution, i.e., bring in this technology, hire this firm, change model X to Y. It should instead focus on the following:
You may say that these questions can be part of the initiation phase. But in my 20 years of experience around the globe, I have rarely seen the above steps executed diligently from a customer centricity point of view before teams start to dig for a solution.
That said, time spent clearly articulating those elements is well spent and directly contributes to the success of the transformation, while reducing rework and change fatigue. It’s like spending time to sharpen your saw before starting to cut the tree.
In my next post, I will talk more about what is required from the leadership and internal transformation teams to facilitate and create success.
Feel free to comment below and send feedback; I would love to hear about your experiences with business transformation
There are fundamentally two types of organizations: functional and projectized. Of course, between those there are various combinations of functional and projectized in the form of matrix and hybrid.
Every organization type has its own advantages and disadvantages, but from the project point of view, functional organizations are most challenging, due to their focus on individual functional work.
A typical functional organization has departments like R&D, operations, procurement, human resources, quality assurance and—on occasion—project management. Each department focuses on its own area.
The challenge is, projects are often multifunctional, crossing various functions and requiring contributions from all departments. In a typical functional organization, there is no one who looks after projects end to end and connects all the dots. A project manager has little authority over the resources of other departments. All told, this results in several challenges:
Despite all these challenges, a project manager still has the responsibility to make the project successful. How can they do this?
Let’s discuss some tools and techniques that a project manager can use:
Until you get to know the stakeholders and analyze their engagement, a project cannot be successful. The communication strategy is key to bind stakeholders, and any communication strategy without proper stakeholder analysis will be ineffective. Moreover, it will lead to chaos.
A project launch, the kickoff meeting is an important event and may decide its fate. It helps in onboarding functional managers, securing their buy-in and building trust. Take time to ask each functional manager what they want from the project in order to support it.
The project will become a struggle if trust is not built among stakeholders, especially in a functional organization. The kickoff is the starting point. Project managers need to build transparency and create opportunities for networking and exchanging ideas. Keep functional managers informed about project progress and seek their help when required. In turn, offer help when they need it. A helping mind set could be key to build trust.
In a functional organization there is a fair possibility that people on the project work in silos. Therefore it is important for the project manager to create networking opportunities for greater interaction among contributors and supporters. Informal networking events could be more effective.
Due to the different goals of independent functions, varied personalities and the loosely coupled structure of functional organizations, different functional managers may have opinions that differ from the project manager’s. To get a functional manager’s buy-in, conflict management skills are essential. Please refer my post The Techniques That Don't Resolve Conflict. A project manager has to find a solution where both the functional manager and project manager feel they’re winning and achieving their goals.
Communication is an underlying skill required to apply all the tools we’ve discussed so far. A project manager has to focus on two aspects: establishing an information system and ensuring effective interaction with team members and stakeholders. A project management information system keeps stakeholders informed and fosters collaboration. Effective interaction requires active listening skills. Here, refer to my posts Listen Up and 8 Steps for Better Listening. Listening skills help you understand others better, do stakeholder analysis, make up your mind and thereby communicate effectively.
I’d love to hear from you: How do you drive your projects to success in a functional organization? I look forward to reading your thoughts.
by Kevin Korterud
Once upon a time, projects were just projects. They were simple, had small teams and quite often finished on time. Projects were viewed as a path to operational improvements that reduce manual labor and free up people for other tasks.
As time marched on, the notion of a project began to increase in scale and complexity. Technology projects, for example, began as modest hardware and software initiatives. Over time, the technology project landscape has changed to include network, servers and cloud infrastructure. Software projects began growing into systems, software packages and complete end-to-end solutions.
As the quantity and business focus of project work increased, they became packaged into programs. Programs were created to help orchestrate myriad projects into cohesive outcomes. These were governed by an expanding slate of waterfall methods designed to both enable and oversee delivery.
With the advent of agile, a different form and pace emerged. Product delivery moved toward quicker and more frequent outputs, with delivery cadence driven by what an organization believed was best for customers and consumers.
Today, organizations have a delivery ecosystem of project, program and product delivery work based on internal and external dynamics. As the ecosystem changes over time, the balance of projects, programs and products does as well.
With project, program and product delivery all moving in different directions and at different speeds, how can an organization prevent these efforts from crashing into each other? Here is an approach I follow to help define, oversee and enhance the natural delivery ecosystem:
First, ensure that definitions are in place. These should be clear and concise portrayals of the work to be performed. Having these definitions commonly understood will go a long way in matching the correct policies, processes, controls and people to the form of work.
Here are some sample definitions:
These definitions also serve to identify the portfolio proportion of these different types of work, which helps determine the right people and supporting structures for success.
The ecosystem can change and flow to meet the needs of organizations, market forces, suppliers and people. Given this ebb and flow, one practical reality of this ecosystem is that any one form of project, program and product work cannot exist as 100% of the work.
2. Govern the Ecosystem
Any delivery ecosystem left to its own resorts will result in chaos with teams having different perceptions of how project, program and product delivery should be executed. This chaos will result in delays, additional costs and sometimes stalemates as teams negotiate over the execution of work efforts.
There needs to be balancing forces in place that help direct delivery. A delivery ecosystem governance model sets the boundaries for delivery work from ideation into formation and through execution. The governance model implements policies, processes and enabling artifacts that create predictable and repeatable attainment of desired results. This governance model is typically overseen by an enterprise delivery management office.
For example, one process within this model sets the venue to identify, confirm and release for execution the proper delivery process for a type of work. A portfolio review board based on input from the sponsor would analyze the characteristics of the work and determine whether it is a project, program or product. The outcomes from this portfolio review board promote consistency, ensure impartiality and avoid costly re-work due to poor decision-making.
Even an effective delivery ecosystem needs to have a “tune-up” every once in a while. As changes in business strategy, support for new regulations, market expansions and technical innovations come into play, the delivery ecosystem needs to change accordingly. These drive the need for a function to continuously harmonize and improve the delivery ecosystem. An EDMO will be the primary vehicle to both harmonize and improve the delivery ecosystem within an organization.
Improvements can include initiatives to reduce mobilization time, avoid resource contention and improve supplier integration. These initiatives are universal in nature and can be consistently applied to improve project, program and product delivery.
With the increased complexity of work and differing approaches for projects, programs and products, you need a means of harmonization to prevent misalignments, conflicts and collisions between work efforts. Harmonization processes can include release, dependency, data integration and test environment management.
Embrace the New Normal
Organizations need to recognize and embrace the different forms of delivery that are now the new normal. By adopting a structured approach to the definition, oversight and enablement of projects, programs and products, they can be delivered in a synergistic manner to lower costs while improving time to market and quality.
How do you balance the project, program and product initiatives at your company to avoid weather problems?