Find Purpose to Unlock Exceptional Performance
Human Aspects of PM,
New to Project Management,
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Find Purpose to Unlock Exceptional Performance
By Peter Tarhanidis, MBA, PhD
There are three common maturity levels in developing project management leadership:
It takes many years to cultivate the skills necessary to execute complex initiatives of all sizes and types. And project leaders may find gratification in the personal development to sustain their performance, as well as their project achievements.
However, over time, it’s not unusual to lose sight of that passion, excitement and engagement for executing initiatives. Instead, the project leader may default to simply providing the project management administrative activities of project execution. This reversal of development is a leadership pitfall and creates a chasm between high performance and exceptional performance.
One way to bridge the chasm is to be purpose-driven. A defined purpose distinguishes oneself as a distinctive as a brand. A brand is underpinned by one’s education, abilities and accomplishments. By identifying what is central to your interests and commitments, project leaders can re-engage with purpose and unlock exceptional performance. This can be broad or can be very specific in a subject expertise.
I have use the following method to find my brand and define my purpose:
Having used this approach to define my purpose, I learned I enjoy the macro view of the firm. I regularly coach leaders and help them develop their teams. Therefore, I like to simultaneously drive toward exceptional performance to achieve a firm’s mission and to advance the needs of society.
Please share your purpose and any examples of exceptional performance you achieved toward that purpose.
by Linda Agyapong
"Who" really is a stakeholder?
I enjoy breaking down some of the buzzwords in project management.
In my previous post, we looked at “project success” vs. “project management success.”
Today I’d like to focus on “stakeholder”—one of the most buzzworthy terms.
For this discussion, let’s check in with our three favorite project managers: Jim, Mary and Alex. They have been tasked with a major construction project in Europe. On the first day of their kickoff meeting, as they were documenting their project charter, they got stuck because the three of them could not agree on identifying all the stakeholders for the project.
Turns out the targeted site for the construction project had a natural habitat for a specific kind of protected species—the moor frog.
Jim and Mary jointly agreed that moor frogs should never be considered as stakeholders of the project—after all, they were not humans. But Alex maintained that they should be considered as stakeholders because the frogs would either be significantly affected by the project, or they would significantly affect the project.
Alex then explained that the classic definition of a stakeholder—from the legendary business theorist R. Edward Freeman—did not segregate animals from humans, nor living things from non-living things. In his award-winning book, Strategic Management: A Stakeholder Approach, Mr. Freeman defined a stakeholder as “any group or individual who can affect, or is affected by the achievement of the organization's objectives.” He subsequently clarified that this definition can be expanded further to cover anything that the organization significantly affects, or is significantly affected by it.
Alex added that the very issue had been argued in the journal article Project Temporalities: How Frogs Can Become Stakeholders by Kjell Tryggestad, Lise Justesen and Jan Mouritsen. These authors took the stance that the natural habitat of the frogs provided some benefits to people in the community, such as via food, recreation or entertainment. Because of that value, the moor frogs should be classified as stakeholders.
Robert A. Phillips and Joel Reichart argued the opposite in their article, The Environment as a Stakeholder? A Fairness-Based Approach. They said that this natural habitat cannot be classified as a stakeholder because, “only humans are capable of generating the necessary obligations for generating stakeholder status.” Their basis was that stakeholders can only impact a project when they “make themselves known as part of the empirical process to develop the project.”
Tryggestad, Justesen and Mouritsen, however, advised that non-living things could be actors of the project if they make a visible difference within the project, such as significantly impacting any of the triple constraints of the project (namely time, cost and scope). Their rationale was that “an actor does not act alone. It acts in relation to other actors, linked up with them.” The frogs were then considered to be “an entity entangled in a larger assemblage consisting of both humans and non-humans.” At the end of their research, the frogs were classified as actors or stakeholders of the construction project.
To bring it home, Alex calmly advised his colleagues that the frogs have peacefully lived in that part of the community for several years. To avoid incurring the residents’ wrath, they should classify frogs as stakeholders and subsequently make the necessary arrangements to appease the community accordingly.
In the end, Jim and Mary unanimously agreed to this great suggestion.
I encourage you to think outside the box to identify all the potential stakeholders for your upcoming projects. Good luck!
by Kevin Korterud
The technology found in today’s automobiles is simply amazing. Front and side traffic radar units, anti-dozing head movement detectors, driving timers that alert drivers when they should stop for a break — all good examples of accident prevention mechanisms.
Projects to some degree are like automobiles: They are on a journey to deliver passengers (the project team and stakeholders) to a pre-determined destination. However, despite the introduction of many modern project management technologies, research shows that we continue to experience project accidents. These accidents result in extensive and costly rework to get a project back on track.
I think part of the solution to avoid these potential problems is to borrow from recent automobile technologies as a way to detect troublesome signals. These signals are not readily perceivable from traditional project management methods.
Here are a few examples of anticipatory signals that portend the onset of a skid that often leads to a project accident.
A core competency of a project manager is to determine the schedule, budget and progress trajectory of a project. The project forecast is essential to determine where the project will finish for these measurements. Schedule, budget and progress forecasts from team members that exhibit great degrees of change over prior reporting periods are indicative of trending to an accident. This downward spiral is exacerbated when the forecast measurements come with great uncertainty; e.g., “I don’t know what this will take to finish.”
Several techniques can be employed to reduce the volatility of forecasting. Some of these techniques include initiating a peer review of the forecast with another project manager or supplier subject matter expert, as well as pausing the project to recalibrate the forecast in a dedicated working session. Taking time to implement these and other techniques to mitigate forecast volatility will get the project back on track before an accident.
2. Static Project Status
Project status reports can offer a tremendous amount of value to a project manager. They accumulate both qualitative and quantitative data that sheds light on the current project state. But, despite the visibility status reports provide, they’re just a snapshot. That limits their ability to show progress trends. In addition, a project status report that does not show content changes week over week indicates that the project is likely stalled and headed toward an accident.
To increase the anticipatory value of a project status report, introduce trending and predictive data for risks, issues, deliverables and milestones. This allows the project team to determine what level of progress has been achieved, as well as what progress to expect. It also better positions the project manager to escalate mitigations to avoid an impending project accident.
At the beginning of a project, stakeholder engagement and enthusiasm is typically high. This is not unlike the start of a road trip. But, as time passes on a project, the level of enthusiasm and engagement can begin to wane. Stakeholder engagement over time will face tough tests from project risks to resource challenges to dependency conflicts. Each can sap the energy levels of stakeholders. This leads to passive engagement at best and complete disengagement and absenteeism at worst.
To keep stakeholder engagement at the proper level, stakeholders need to be treated like any other resource on a project. Their time needs to be managed in work plans to avoid oversubscribing their capacity. In addition, their work should be focused on higher value activities that promote project progress. Providing the team access to project support staff to maximize productivity also helps further stakeholder engagement and leads to persistent engagement.
Perhaps one day in the future there will be technology solutions that provide anticipatory signals for projects headed for an accident. Until that day comes, however, project managers still need to think organically and look for hidden signals of dangers to project budgets, schedules and progress.
What do you see as the leading indicators that a project is trending toward disaster?
High-Performance Teams Are Purpose-Driven
Education and Training,
Human Aspects of PM,
New to Project Management,
Nontraditional Project Management,
Reflections on the PM Life,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Education and Training, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, New to Project Management, Nontraditional Project Management, Program Management, Project Delivery, Project Failure, Reflections on the PM Life, Risk Management, Stakeholder, Strategy, Talent Management, Teams
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:
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:
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?
By Wanda Curlee
In my last post, I discussed the project manager-powered management model that centers on neuroscience and people. Many models that discuss project management forget that people are the center of a project team. It is the people that have the power within the project.
Below is the model—let’s look at it in more detail.
By keeping the triangle in balance, the project success rate increases to 60 percent.
Time is the anchor as it can’t be managed. After all, time is constant — a person can’t make it go faster or slower.
Variables are on another side. They incorporate all those items that affect the project or program, including environment, politics, lack of resources, risks, opportunities and more. The effects of the project or program can be positive or negative. Hence, a powerful sponsor can increase the project’s success rate.
Finance is the final side. The word finance was chosen deliberately. Today, there are many ways to support a project or program. It may be normal currency. But financial support could also come in the form of bitcoin, credit cards, loans, various apps used to exchange money and even bartering. Each type is no better or worse than the other. In the future, there may even be something different that has not even be envisioned today.
Project or program managers and their teams have to keep the triangle in balance. If one side falters, the triangle collapses — hence the red bolt in the middle.
The project manager should lead efforts to keep the triangle in balance and drive results; the project team has the power to accomplish tasks.
The entire model is based on human emphasis, which is predicated on neuroscience. And once project or program managers understand the foundation of what drives human behavior, they can then motivate and drive projects to success.
However, the project/program manager has to have a sense of pAcuity: The “p” is project, program, or portfolio, while acuity means keenness. The leader, along with the team, has to have the keenness to take the project/program/portfolio in the right direction by understanding how to harness individuals’ power. Individuals, then, need to have the keenness to assess what is going on around them to drive the tasks to completion. This is done through neuroscience or understanding how we as humans think.
Stay tuned for my next post to understand the brain and how it drives us to perform on the project or program.