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

Past Contributors:

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

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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 Does the Future Hold for Project Leaders?

By Wanda Curlee

Some believe that project management needs a complete overhaul. Whether you agree or not, there’s no doubt that technology is driving radical change. As I have mentioned in different blogs and presentations, I believe that artificial intelligence (AI) and the Internet of Things (IoT) will have a large impact on the next generation of project managers. Thanks to this new tech, project managers will be adding more value, versus completing mundane tasks.

Technology will do the mundane for the project, program or portfolio manager. So, what will be left for the practitioner to do? For starters, the project manager will be able to focus on the many things put to the side because they’re doing their best to keep stakeholders informed and complete routine tasks, as well as trying to maintain their sanity.

Targeting the Mundane
So, what constitutes a mundane task? This includes creating schedules, communications, status reports and presentations, along with tracking down resources, reviewing issues, assessing problems and reviewing risks, among other jobs. These things need to be done and many times, the project manager needs help doing them. But leadership may not understand the need for this assistance, or the resources may not be available.

The good news is, AI and IoT will take on these mundane tasks. Technologies will be able to review a schedule and track down those who haven’t inputted their time. The schedule options, along with recommendations, will be provided to the project manager.

And that’s not all: Tech can also assist with drafting presentations and status reports. The project manager can then add the final touches. Potential risks can be assessed and the probability and cost to the project can be determined.

Impact on the Project Manager
What does this leave the project manager to do? Plenty, of course. They need to determine what resources are needed and negotiate with functional managers, human resources and the project management office if one exists. Human resources are one of the biggest headaches for a project manager.

They’ll also have to deal with problem resources already on the project. This may mean less qualified individuals who aren’t able to do the work (through no fault of their own), those who are unhappy on the project and are projecting the feeling throughout the project, and those who are lazy, among other things. The project manager may need to counsel these individuals or may even have to fire them, which, of course, creates risk for the project.

In addition, the project manager may have to deal with subcontractors and vendors. More attention can be paid to higher-level risks and preventing or minimizing their occurrence.

Integration management is also an area of focus. There are project managers who put this aside because they feel if the schedule is all right, the project integration is handled. This is not true. There may be individuals who are not sharing their information promptly, or those who are producing a major milestone but have a family emergency. Without them, no one else can finish a milestone that’s critical to the remainder of the project.

Predicting the future is hard. Time will tell how technology will be used in project, program and portfolio management. Technology should not be considered a silver bullet, but a means to provide help with everyday tasks, allowing leaders to devote time to value-added work.

What do you think: How will future technology change the way we manage projects?

Posted by Wanda Curlee on: January 17, 2020 04:28 PM | Permalink | Comments (17)

5 Career Tips for 2020

By Jen Skrabak, PMP, PfMP, MBA

As we close out 2019 at work, wrap up projects, and plan to spend time with our families for the holidays, sometimes we forget this is the best time to prepare for the year to come. Here are my five tips to get you in the mindset:

1.  2020 starts now. 

The traditional thinking is that nothing happens from Thanksgiving to New Year’s since hiring managers and companies are preparing for the holidays. 

The real situation is that everything happens at the end of the year. Companies are busy preparing for next year, and, from personal experience, November/December has been the busiest time for recruiting senior-level portfolio/program executives. Hitting the ground running starting Jan. 1 means that 2020 starts now. 

Key questions for you to start your 2020 planning:

  • What are your career goals for 2020? 
  • Are your CV or résumé and LinkedIn profile up to date with key accomplishments and aligned with your career goals?
  • What are your development plans? Do you have training scheduled, books to read or people you need to consult with to gain insights?

2.  Ladder up your experiences and skills. 

The traditional thinking is that a career ladder is about getting a new title at the next level with a higher salary.

The real situation is that building your career is about learning agility and building a repertoire of experiences and micro roles. If you’ve been in program or portfolio management for seven years or more, it may start to feel that you’ve “been there, done that.” To get to the next level of experiences, ask yourself: In 2020, how will you learn a new skill, gain a new experience or learn from someone?

3.  Transformation must be visible. 

The traditional thinking is that transformation is about organizational change management, which is mainly instituted through a variety of communication methods and channels (memos, town halls, workshops, staff meetings, etc.).  In a recent viral stationary bike ad, the woman depicted before and after the transformation looked the same—many people had issues with the cognitive dissonance where she said that her life changed so much, but the change was not visible.

The real situation is that transformation is more than just communication.  Instead of telling people what the change is, the approach should be to actively demonstrate the change so people can experience it.  Transformation at the organizational level is about behavior change.

When I implement a large-scale organizational change, I personally lead up interactive training sessions to teach people about the change, as well as follow-up sessions where I’m hands-on in mentoring and coaching people on the new skills. It’s a great way to get real-time feedback about the change, and most importantly, to be seen as the expert coach within the organization enabling the change. This has been very effective in building trust and credibility in the organization.

4.  Create space. 

The traditional thinking is that when you see a good idea for a program, go implement it—quickly—to take advantage of speed to market. 

The real situation is, just like a cluttered drawer that you keep adding to, a portfolio can be cluttered if not systematically managed. From a personal standpoint, I had to move recently, and I was surprised at how many things I found in the back of the drawer that I forgot existed. When I emptied it out and scrutinized every item, I discovered that 30-40 percent of the items were not needed or were no longer useful since they were damaged, broken or just plain outdated. By getting rid of items, I created space for new items and technology, just like in an organization.

The steps to portfolio management in an organization are: 

  • Inventory: Create a complete listing of all programs, projects and activities that consume resources.
  • Rationalize: Scrutinize and prioritize every item. Does it have ROI? Is it really going to move the needle on the strategy? You can even develop simple project scoring to prioritize—key criteria can include value, resources and alignment to strategy.
  • Start, Stop, Sustain: Make decisions and tradeoffs about what to start, stop and sustain. In an organization, teams sometimes continue to do what they’ve always done for years, and it takes a thorough review of the portfolio to surface work that is not needed or useful—just like the drawer example.
  • Quarterly/Annual Review: Portfolio optimization is about doing Step No. 2 above regularly, not just one time. Conducting a performance review at least quarterly is the best way to ensure that the decisions initially made in Step No. 3 haven’t changed due to environmental factors (internally or externally).

5.  Volunteer for your next role.

The traditional thinking is that your manager assigns you the next program or role.

The real situation is you are responsible for actively managing your next role. You should tell the right managers and other leaders what you would like your next program or role to be.

Key steps:

  • Clearly state your desire: What type of program or role would you like? Be as specific as writing your own job description, including responsibilities, skills and experience needed.
  • Develop a plan: What steps, dates and resources do you need to get to your desired role from where you currently are? Do you have the skills and experience needed or do you need to develop them? What support or resources from leaders or others do you need to accomplish your plan? Treat this like any other project you would manage, with a project plan and project schedule.
  • Track your progress: Check in with yourself every week and key supporting leaders monthly or quarterly. Hold yourself accountable and adjust as needed.

Don’t wait: What is your plan for starting 2020 now?

Posted by Jen Skrabak on: December 18, 2019 11:59 PM | Permalink | Comments (20)

3 Keys to Success for a Global Project Practitioner

By Conrado Morlan

As a project management practitioner, I’ve been lucky enough to deploy programs and projects across the Americas, supported by teams in South Asia and Europe.

Working on those assignments enriched my multicultural background and helped me learn and become proficient in Portuguese. But as I’ve learned throughout my career, language is just the tip of the iceberg.

Based on my personal experiences, here are three key areas of focus I recommend that practitioners consider before, during and even after their next global assignment:

  1. Gain Cultural Awareness

It is imperative that global project management professionals understand an individual's personal, national and organizational cultures, so they can better align the team and gain greater influence.

Learn about the country’s culture—do your research and find out similarities and differences. Include cultural differences as one of the topics on the agenda of the kick-off meeting. Use that time as an open forum for everyone to share and record their cultural experiences. Keep those cultural experiences in a repository with documents and useful video clips that can be later used to induct new team members.

Cultural awareness is a skill that should be developed and mastered. Incorporating a cultural differences exercise establishes respect and empathy for diverse values and behaviors, which in turn creates an open and accepting team environment.

  1. Embrace the Chinese Army Approach

As a global project management professional, you may worry about resource planning. Resources may not be your direct reports, meaning you don’t have control over their schedules.

Instead of struggling, apply the Chinese army approach: Imagine you have unlimited resources available. Assume you have resources with the right skills who can be assigned to the different roles in your project. Do not worry yet about assigning names to the roles.

You may find that the roles can’t be filled with internal resources because of a lack of required skills or capacity, so your solution may be to outsource resources.

To complement the approach, you’ll need to adapt and remaster communication and negotiation skills, which will help you get the best resources.

  1. Be SMART

The project management profession now goes beyond just managing projects. The profession helps to achieve business objectives and explore new ways to lead, execute and deliver. Technical expertise in project management is not enough; global project management practitioners must adopt a business-oriented approach.

My suggestion is to become SMART. The SMART concept includes a portfolio of skills the global project management practitioner must master to meet the needs of the organization in the coming years.

Being SMART means you are:

  • StrategicDemonstrate an understanding of the organization’s business goals to help it get ahead of the competition.
  • MindfulDevelop cultural awareness and leadership styles to influence and inspire multicultural and multigenerational project teams. Foster strong relationships across the organization’s business functions.
  • AgileBusiness strategy is not static and is frequently impacted by internal and external factors. Projects will need to be adjusted to remain aligned with the business strategy, so embrace change.
  • ResilientRemain committed and optimistic. Demonstrate integrity when realigning or repairing projects facing hardships because of miscommunication and problematic behaviors, as well as cross-cultural issues and conflicts.
  • Transparent. Whether the project is in good shape or facing challenges, the status needs to be shared promptly with relevant parties.

To become SMARTer, global project management professionals need to continually strive for excellence and master new skills to support professional growth and help the organization achieve its business strategy.
 

If you’ve been exposed to global programs or projects, what advice would you offer to other practitioners?

Posted by Conrado Morlan on: November 20, 2019 09:52 AM | Permalink | Comments (12)

My Three Most Influential Projects

 

 

By Kevin Korterud

 

It’s quite possible that, if asked to remember every project I led over the years, I would be hard-pressed to do so. Our typical project management journey takes us down a new road when we complete a project, so we’re never really stopping to take a retrospective on how each one shaped who we are today.

 

A much easier exercise for me is to recollect which projects played a significant part in shaping my journey as a project manager. These projects, not unlike silver polish, brighten our skills and capabilities to a shine that allows us to undertake even larger and more complex projects.

 

Here are three projects that had a profound impact on my capabilities, and what I learned from each: 

 

 

  1. There Is Big and Then There Is BIG

 

Up till a certain time in my project management career, I felt that my work included some rather large projects in terms of team members and scope. However, nothing prepared me for the massive construct that is a transformation program involving almost 2,000 people.

Transformation programs extend well beyond the realm of what project managers normally lead. They involve significant changes to business processes and technology, as well as altering what people do on a day-to-day basis. In addition, there are many project and team members involved with multiple, parallel tracks of work. All of this makes a project manager feel as small as the tiny people in Gulliver’s Travels.  

Transformation programs pushed me to think and engage externally beyond my assigned project, especially when it came to dependencies between projects. I also realized it was essential that project managers collaborate and cooperate in order to maintain progress for the overall transformation program.

 

2. Technology Is in Everything   

 

Over the years, I have followed with great interest the increase in the proportion of a project that involves technology. On my first projects many years ago, the level of technology was quite modest, relying mostly on data inputs, online screens and reports that augmented existing business processes. Today, technology permeates nearly all facets of a project. 

 

When asked to assist with the estimation and implementation of a new type of airliner, my initial assumption was that there would be some form of enabling technology and the airliner would still operate as before. For example, there would be some technology support required, but the fundamental functions would not really change.

 

After reviews and discussions, I was astounded at the depth of technology that was found in this new model. The flight deck had provisions for laptops to be used by pilots to both prepare and operate the airliner. Flight operations and integration tasks that were once managed manually were now conducted automatically and at high speed, all of which reduced pilot and ground crew workloads. The technology found in this new airliner caused me to dramatically re-think the level of rigor required to estimate and plan its implementation. In addition, it raised my expectations of the effort required to estimate and plan today’s projects in order to ensure quality delivery.

 

  1. Projects Impact People

As we consistently execute project delivery over and over across a number of projects, our growing confidence can sometimes cause us to view project delivery as commonplace. We can begin to lose our sensitivity towards project outcomes as we proceed through a seemingly endless stream of phases, sprints, tasks, activities and artifacts of project management.  

 

A big wake-up call for me occurred when I led a project to process calls from customers of infant nutritional products. Customers would call in on a variety of topics ranging from inquiries about the right product to use as well as potential infant health issues. Before I formally began the project, the sponsor reviewed with me existing customer cases showing both simple inquiries as well as potential emergency health issues. I realized then that my efforts on this project could potentially save the life of an infant.

 

It’s easy to think about projects as two-dimensional entities that refine business processes and technical capability. From the dialogue with the project sponsor, I came to appreciate how this project could improve both the time and quality of response on an inquiry related to the health of an infant. This motivated me and the team to always be thinking about how this project would interact with the customers in the most effective and efficient manner, especially when the life of an infant could be at stake.   

 

As we all proceed through our project management careers, we tend to remember the distinct impact these projects had on us. Some of the projects affect how we plan projects, others influence project execution and still others will be remembered for how they served as key waypoints in our project management journey. In addition, these “waypoint” projects are well-suited as experiences to share with the next generation of project managers following in our footsteps.

What projects on your project management journey have shaped who you are today?

Posted by Kevin Korterud on: October 27, 2019 11:06 AM | Permalink | Comments (3)
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