During the long duration of the pandemic, each of us had to shift our work/life balance. We had to curate a new workday schedule, perhaps adding more flexibility to support multiple needs between work and family. A changing focus with customer and colleague engagement, repurposing commuting time, tending to family needs, caring for those affected by COVID-19, and supporting relief efforts are just some of the changes we had to adapt to. The pandemic forced each of us to make personal and conscious ethical decisions on the tradeoffs, but most have of us have set into a new work/life balance.
After almost 20 months, the world is deploying COVID-19 vaccines under health authorities like the U.S. FDA and Europe’s EMA, who have expanded access protocol for emergency use. The world is hopefully on a trajectory toward a post-pandemic world. Many organizations have established their return-to-work policies, criteria, and expectations of colleagues. One may observe a continuum of return-to-work guidelines built by organizations as a highly collaborative model focused on high-touch customer experience, an innovation-driven design model, or task-based transactional work. Each organization is calling to us to spend some time back in the office or in front of our stakeholders.
How does this affect us, and what do we do to prepare? Our choices can be to simply go back to a pre-pandemic “normal”; stay in the work-from-home pandemic style; or re-engage in a post-pandemic style. Regarding this last choice, we should consider how to maneuver ourselves into a post-pandemic style while still maintaining the agility of working from home. This disruption to our current way of working creates a sense of stress and anxiety as it asks us to re-engage. One must re-learn and adapt to new behaviors and approaches.
One opportunity to be better prepared may be to create a personal contract for the post-pandemic work world. The contract can be a statement or a list of priorities. Here are some tips that I will use to help make the transition better and reset myself:
What would your list include to enable a post-pandemic transition back to work?
Plan for the Velocity of Change to Keep Increasing!
Human Aspects of PM,
Categories: Agile, Best Practices, Career Help, Change Management, Complexity, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Innovation, IT, Leadership, Leadership, Lessons Learned, Portfolio Management, Program Management, Project Planning, ROI, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, Ph.D., M.B.A.
Today, developments in emerging technology, business processes and digital experiences are accelerating larger transformation initiatives. Moore’s Law means that we have access to exponentially better computing capabilities. Growth is further fueled by technologies such as supercomputers, artificial intelligence, natural language processing, Internet of Things (IoT) and more across industries.
Business Process Maturity
According to market research group IMARC, automation and the IoT are driving growth in business process management (BPM); the BPM market is expected to grow at a 10 percent compound annual growth rate between 2020 and 2025.
Customer experience is redefining business processes and digitizing the consumption model to increase brand equity. Gartner reports that among marketing leaders who are responsible for customer experience, 81 percent say their companies will largely compete on customer experience in two years. However, only 22 percent have developed experiences that exceed customer expectations.
The Way Forward
I’ve developed a few guidelines to help navigate this change:
Change is now inherent and pervasive in the annual planning process for organizations. Given that, I like to ask: What is the plan to prepare staff and colleagues to compete in this hyper-transformation age?
What observations have you made to keep up with this new era’s velocity of change?
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.
By Dave Wakeman
I’ve been thinking a lot about personal branding lately. When I consider how it applies to the world of project management, I come around to the idea that maybe we haven’t put enough emphasis on it.
Why? Well, I’m going to let you in on a secret.
Are you ready? You sure?
Not all project managers are created equal!
This might not be a surprise. But if I ask you to step back and think about how you position yourself t, are you doing enough to differentiate yourself from others around you?
This is important because differentiation can be the difference between working on awesome projects or not.
So, how do you differentiate yourself as a project manager? Here are a few ideas.
1. Focus on the outcomes you have produced.
Most of the time we think about spec, am I right? Unfortunately, that doesn’t do us the most good because just doing our job often isn’t enough to stand out from the competition. We need to know how delivering spec or going beyond spec leads to improved business outcomes for our organization, our partners, our team.
Just think about the ways your work made your business money, saved money or sped up a project. All of those can be expressed as outcomes that will make you stand out in comparison to others.
To turbocharge a focus on outcomes, answer the all-important question: “Why did my work matter?”
2. Emphasize and highlight opportunities created and risks protected against.
Risk mitigation is a core skill of every project manager, or it should be. On the other hand, how often do we think about our ability to create opportunities?
Here’s how you can put your opportunity creation into words that highlight your importance and differentiate you from other project managers. Focus once again on the outcomes and the way the opportunities repositioned your organization or your partners. Maybe you saved a lot of money due to spotting an opportunity to streamline a process.
It could be that you recognized an opportunity to add to a current project in a way that was impactful for your partners and created new revenue. The “how” isn’t so important—focus on how you are impacting the projects you work on or investigate by your PM skills.
3. Toot your own horn.
Humility seems like a high calling. It may have been in the past, but in today’s world—where everyone is sharing their best life on social media—humility is a career defeater.
When I first started out as a consultant a number of years ago, I had the same feeling…people will buy from me due to the quality of my work. Wrong! You have to tell people how you help them and how you can create value for them.
You don’t have to be a blowhard to do it well. Just focus on some of the ideas we discussed above, like your ability to generate positive outcomes for your projects and partners. Show the ways that your skills have increased the profitability of your business. Share some ideas that you have developed through your experience that can help other people do their jobs better.
The most important thing is to make certain you are letting people know that you are not just a project manager, but an excellent project manager who focuses on the right things and gets results. That’s really all differentiation is.
How have you differentiated yourself? Please share your experiences below.
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.