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
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
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?
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:
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:
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.
Don’t wait: What is your plan for starting 2020 now?
By Ramiro Rodrigues
A good definition of the word “maturity” is the state of people or things that have reached full development.
For entities such as business organizations, maturity needs to be associated with a specific expertise. This can apply to operational, technical and also project management maturity.
Project management maturity means that an organization is conditioned to evolve qualitatively in order to increase the chances for project success.
To this end, there are both paid and free maturity evaluation models on the market. The application of one of these models allows you to achieve the first important objective: identifying what stage your organization is at.
This step is difficult, given the complexity in trying to compare whether an organization is doing its projects well in relation to others, without being contaminated by individual and subjective perceptions. Often, most models will question various aspects of how projects are executed and produce a score for ranking. With this result, the models will classify the organization's current maturity level.
Once this level has been identified, the next step is to try to plot an action plan to move to the next level. Here is another benefit of a good maturity model: Many offer references to the most common characteristics expected in each level. With this, it is easier to draw up a plan of action focused on the characteristics expected at the next level. This progress should be incremental—one level at a time.
The action plan should be thought of and executed as if it were a project, following the good practices and methodology of the organization itself. It should be scaled to be completed in time to allow its gains to be observable and perceived by the organization. This will then cause the expected positive impacts in the next cycle of a new maturity survey.
In summary, the steps to be followed are:
1. Apply a maturity search.
2. Evaluate and disseminate the results of the first survey.
3. Develop an action plan.
4. Rotate the project to the evolution of the level.
5. Go back to step one and continuously improve.
By following this sequence, you can foster a constructive cycle in your organization as you continue to evolve your ability to execute projects.
I’d love to hear from you: Have you used maturity models in your organization?
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.