Project Management

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
Lynda Bourne
Kevin Korterud
Peter Tarhanidis
Conrado Morlan
Jen Skrabak
Mario Trentim
Christian Bisson
Yasmina Khelifi
Sree Rao
Soma Bhattacharya
Emily Luijbregts
David Wakeman
Ramiro Rodrigues
Wanda Curlee
Lenka Pincot
cyndee miller
Jorge Martin Valdes Garciatorres
Marat Oyvetsky

Past Contributors:

Rex Holmlin
Vivek Prakash
Dan Goldfischer
Linda Agyapong
Jim De Piante
Siti Hajar Abdul Hamid
Bernadine Douglas
Michael Hatfield
Deanna Landers
Kelley Hunsberger
Taralyn Frasqueri-Molina
Alfonso Bucero Torres
Marian Haus
Shobhna Raghupathy
Peter Taylor
Joanna Newman
Saira Karim
Jess Tayel
Lung-Hung Chou
Rebecca Braglio
Roberto Toledo
Geoff Mattie

Recent Posts

How To Establish Your Credibility as a Project Manager in a New Environment

Are Project Managers Salespeople?

The Planning Paradox

Project Management: Talent or Skill?

Project Management Is The Great Equalizer

What’s In Your Return-To-Work Contract?

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:

  1. Revisit what you and your colleagues are professionally devoted toward, and why.
  2. Curate the difference of a workday at home versus in the office (or traveling).
  3. Coordinate specific dates and times for in-person versus virtual meetings.
  4. Make lunch plans with newly hired colleagues.
  5. Start a back-to-work focus group to help facilitate colleagues’ transition back.
  6. Be clear about your constraints on social distancing, work hours, and time off.
  7. Schedule healthy eating times, sleeping and exercise habits, family needs, etc.
  8. Identify your new peeves and triggers; be mindful of behavioral changes (from both you and your colleagues).
  9. Start a journal and chronicle your path and learnings.
  10. Remember: Everyone has a different path—but together we will get through it!

What would your list include to enable a post-pandemic transition back to work?

Posted by Peter Tarhanidis on: July 20, 2021 12:09 PM | Permalink | Comments (6)

Plan for the Velocity of Change to Keep Increasing!

Plan for the velocity of change to keep increasing

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.

Emerging Tech
The global IT industry is valued at $5.3 trillion in 2020 and is poised to grow 6.2 percent by 2021, according to tech market research firm IDC. Emerging technology like augmented reality and robotics will make up an increasing share of that growth.

Business Process Maturity
Organizations are improving the maturity of their business processes. They’re doing this by automating tasks, eliminating them, improving performance or finding the lowest-cost way to perform a task. Organizations are connecting with experts to collaborate across a wider network of colleagues. This enables strategies to be integrated across the value chain to quickly drive business outcomes.

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
In addition, having a formidable customer experience strategy can make the difference between customers choosing your brand or your competitors in 2020. That’s according to Core dna, a digital experience platform vendor.

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.

Economic Forces
Lastly, the potential for cash flow growth remains high in 2020, despite economic risks, according to the U.S. Corporate Credit Outlook 2020. This will likely lead to capital investments and a fair portion of companies funding transformational projects.

The Way Forward
While transformations have evolved, they encapsulate the way we think and operate. Old methods may seem encumbering and administratively difficult, creating bureaucracy and delays in decision making. The challenge is the velocity of change, which is very disruptive to organizations.

I’ve developed a few guidelines to help navigate this change:

  • Work with an agile mindset.
  • Fail often and fast to ultimately filter out winning initiatives.
  • Define the cultural attributes that propel staff and colleagues to succeed on their endeavors.

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?

Posted by Peter Tarhanidis on: February 13, 2020 04:31 PM | Permalink | Comments (4)

What I’ve Gained as a PMI Volunteer

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.

 

Posted by Conrado Morlan on: December 19, 2019 06:12 PM | Permalink | Comments (8)

3 Ways To Set Yourself Apart

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.

Posted by David Wakeman on: March 14, 2019 11:17 AM | Permalink | Comments (21)

How to Lean In—and Thrive—in Project Management

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:

  1. Show grit. Demonstrate courage, show your perseverance and never give up in the face of obstacles. Know that it’s a multi-year journey, and you must demonstrate the passion to achieve your long-term goals as a leader in project management.
  2. Be the best. Knowledge, skills, abilities—you need to consistently demonstrate that you’re the best, and not be afraid to speak up and show it. Throughout my career, I have always assessed gaps in my knowledge or experience, and actively worked to close them. For example, although I started in IT, I wanted to transition to the business side to lead business transformation programs. I actively sought out progressive assignments by building a track record of successful projects that became larger in scope and team size with each project, until I achieved my goal of an enterprise-wide program impacting hundreds of thousands of users.
  3. Execute flawlessly. Execution is an art, not a science, and it requires creativity, impeccable organization, exceptional communication and most of all, follow-through. Many of these skills are intuitive in women, and the key is to understand that execution requires the leadership of large teams through four stages:
    1. Awareness: Create the right “buzz” around the project.
    2. Understanding: Teams need to understand their role and how their actions fit into the larger picture.
    3. Acceptance: Teams need to accept the message or change by changing their behavior and taking the appropriate action.
    4. Commitment: To demonstrate true commitment, teams should help champion the message throughout the organization.
  4. Build confidence and trust. Multiple studies support the notion that women are not only better at assessing risk, they are also better at guiding actions and decisions accordingly. Women should use this natural decision-making ability and risk management expertise to build confidence and trust as project leaders.
  5. Communicate clearly and concisely. Keep communications rooted in data and facts, not based on subjective information or personal preferences. Women in leadership roles tend to rate themselves lower than men on key attributes such as problem solving, influencing and delegating, and rate themselves higher than men on supporting, consulting and mentoring. How much time are you spending on communicating the right messages and influencing to gain commitment to your viewpoints versus supporting others?

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.

Posted by Jen Skrabak on: March 05, 2019 10:42 PM | Permalink | Comments (11)
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