Voices on Project Management

by , , , , , , , , , , , , , , , , , , , , , ,
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.

About this Blog

RSS

View Posts By:

Cameron McGaughy
Marian Haus
Lynda Bourne
Lung-Hung Chou
Bernadine Douglas
Kevin Korterud
Conrado Morlan
Peter Tarhanidis
Mario Trentim
Jen Skrabak
David Wakeman
Roberto Toledo
Vivek Prakash
Cyndee Miller
Joanna Newman
Christian Bisson
Linda Agyapong
Jess Tayel
Shobhna Raghupathy
Rex Holmlin
Ramiro Rodrigues
Taralyn Frasqueri-Molina
Wanda Curlee

Recent Posts

3 Tips For Embracing New Ideas

A Checklist for Shared Outcomes

Ground Preparation: Closing an External Project

Best Practices for Moderating a SWOT Analysis

What Defines Project Success?

A Checklist for Shared Outcomes

By Peter Tarhanidis

I was recently assigned to transform a procurement team into one that managed outsourcing partnerships. I realized the team was very disengaged, leaving the strategy up to me to define. There was no buy-in. The team and the partnerships were sure to fail.

But I was determined to make the team successful. For me, this meant it would be accountable for managing thriving partnerships and delivering superior outcomes.

To get things back on track, I had to first get alignment on goals. Setting shared goals can help to shape collaborative and accountable teams that produce desired outcomes.

Establishing goal alignment can be a difficult leadership challenge; however, leaders must gather the needs of all stakeholders and analyze their importance to achieve the desired organization outcome.

I often use this checklist to tackle this challenge:

  1. Set shared goals in consensus with teams to motivate them to achieve the desired outcome.
  2. Link shared goals to key performance indicators (KPIs) that lead to the desired outcome.
  3. Integrate goals into individual and project performance reviews to drive accountability.
  4. Measure KPIs to keep teams on track.

I used this checklist during the procurement team project and it helped to reset and reinvigorate the team. Once we aligned around shared goals, team collaboration increased and the organization started to achieve the targeted business benefits.

If you’ve used a checklist like this before, where have you stumbled and how did you turn it around?

Posted by Peter Tarhanidis on: July 18, 2017 03:55 PM | Permalink | Comments (6)

Leaders exert influence for success

By Peter Tarhanidis

Whenever I’m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be disastrous if you lose your team or if tensions arise that reduce one’s effectiveness to achieve a goal.

I recall one of my client assignments where the goal was to ensure a successful integration of a complex merger and acquisition. The team had slipped on dates, missed key meetings and there were no formalized milestones.

I set up casual meetings to discuss with each member what would motivate them to participate. One clear signal was that management had changed the acquisition date several times. This disengaged the team due to false starts that took time away from other priorities.

During the sponsor review, I reported there was a communication breakdown and that no one shared this effort as a priority. At that point, the sponsor could have used his position of power to pressure everyone to do their part. However, the sponsor did not want to come off as autocratic.

Instead, he asked if I would be willing to find an alternative approach to get the team’s buy in.

I realized my influence was low, but I wanted to help improve the outcome for this team. So I talked again with each team member to negotiate a common approach with the goal to be integration-ready without having an exact date.

Ultimately, our goal was to have all milestones met while a smaller core team could later remain to implement the integration when management announced the final date.

A leader uses influence as part of the process to communicate ideas, gain approval and motivate colleagues to implement the concepts through changes to the organization. 

In many cases, success increases as a leaders exert influence over others to find a shared purpose.

Tell me, which creates your best outcomes as a leader: influencing others through power or through negotiation?

Posted by Peter Tarhanidis on: May 31, 2017 10:10 AM | Permalink | Comments (14)

The Strategic Alignment of the Project Portfolio (Part 2)

By Conrado Morlan

“Without strategy, execution is aimless. Without execution, strategy is useless.” —Morris Chang, founding CEO, Taiwan Semiconductor Manufacturing Company Ltd.

In the first part of this series, I outlined the groups in the organization that must support the strategic alignment of the project portfolio:

  • Executive Group
  • Project Group
  • Operations Group

Let’s dive into those groups a little further.

The Executive Group

The executive group shares the strategic plan with the organization, highlighting the high–level strategic objectives that will support its growth and move it to the next stage.

This group defines the strategic governance processes — that includes policies and monitoring guidelines to ensure the strategic objectives will be achieved. It establishes a governing body that will ensure accountability, fairness and transparency. The project portfolio governance will adhere to the strategic governance to align the project portfolio and drive the execution of the strategic plan.

During the development of the strategic plan, a thorough risk assessment should be conducted to assign a risk level to the initiatives included in the strategic plan. The risk assessment will feed into the strategic alignment process to ensure the portfolio of projects will keep these risks top of mind each step of the way.

The governance body will also monitor the performance of  programs and project to ensure the expected benefits are being delivered as planned.

The executive group will interact on a frequent basis with the project group to address governance issues, changes in strategy that may impact the portfolio and risks. Meetings with the operations team, on the other hand, will focus on monitoring whether benefits are being created and harvested, as well as how those benefits are impacting — postively or negatively —the strategic objectives.

The Project Group

The project group will cover all areas of the project management profession: portfolio management, program management and project management.

This group will “translate” the strategic plan into elements of the project portfolio and align them with the strategy. Priorities, sequences, dependencies, risks and other elements from the strategic plan will cascade into the project portfolio.

The project portfolio will establish an execution framework that will consider the organization’s existing cross-functional capabilities, operations, and processes, and assess technical and operational requirements to identify gaps that need to be filled to support the successful execution of the project portfolio.

The project tam will:

  • Monitor risk: Establish the context of the risk identified in the strategic plan with the project portfolio and additional risks that have been identified in the portfolio. Update mitigation plans as required based on discussions with executive team.
  • Adhere to organizational governance: The project portfolio will follow the guidelines of corporate culture, transparent communication, accountability and integrity.
  • Assess capabilities: Identify the required capabilities through short-term and long-term program and project scenarios to ensure the required resources will be available when needed.
  • Delineate operational and technical requirements: Based on the prioritization and sequence of programs and projects defined in the portfolio, define the requirements with a holistic portfolio view and bind them with the strategic plan.
  • Establish metrics: Integrate metrics across operations and technology using industry baseline metrics in order to provide credibility to measurements and a route to quantification.

The project group will interact on a frequent basis with the operations group to ensure projects will deliver the expected benefits, and define how those benefits will be “harvested” and used as an input to subsequent phases of the protfolio and strategic plan.

The Operations Group

The operations group will support program and project teams during implementation and will be the recipient of the benefits delivered by the programs and projects. The execution of the strategic plan is a cross-functional effort and every function in the organization will need to contribute to its success.

The operations group may encompass many of the functions of the organization and will be active participants throughout project implementation. But this group’s participation is most important in the post-implementation phase to ensure a sustainable environment for the achievement of the strategic goals.

This group will work closely with the project group on the ongoing management of the portfolio to monitor benefits realization, and will play an active role in the orchestration of demand management and capability management to ensure resources will be available when needed in order to avoid any delays in the portfolio.

If you’ve worked on strategic initiatives, how have you collaborated with these groups in your organization? What advice can you share?

 

Posted by Conrado Morlan on: April 18, 2017 08:59 AM | Permalink | Comments (7)

The Strategic Alignment of the Project Portfolio (Part 1)

By Conrado Morlan

“The essence of strategy is choosing what not to do.”  —Michael Porter

Over the last two decades, organizations looking to remain competitive have realized that creating a strategic plan is not enough. The smart execution of that strategy is also needed to move an organization to the next stage.

One way to drive better execution is to align the project portfolio with the organization’s strategy. This should encompass all current and future initiatives, programs and projects — including business projects, operations projects, technology projects, etc.

The project portfolio is the strategic plan’s execution framework. It calls for cross-functional efforts that provide a holistic view to the participating areas, and helps them better understand the strategic goals and how their contributions will move the organization to the next level. This instills a sense of ownership among the participants.

Strategically aligning the project portfolio allows an organization to establish an execution approach that will allow it to improve existing processes and optimize the selection and sequence of initiatives.

Leaders should screen, filter, and select programs and projects based on the organizational strategy and — for those selected — they should define:

Roles and responsibilities: Who will be involved, as well as each person’s level of involvement and authority

Stakeholders: Who will be impacted by the initiatives and their level of influence in the organization

Resources: What resources could be assigned to programs and projects, and their current capacity and capabilities to support the selected initiatives

Funding: What funds will be available to implement the selected programs and projects

Risks: What internal and external risks would affect the strategic plan and therefore the portfolio of projects, and what risks will be accepted or mitigated

Benefits Realization: What benefits will be produced by each program and how those will be harvested

To achieve that alignment, the following groups must support the initiative:

  • Executive Group: This group will provide the strategic and portfolio governance guidelines.
  • Project Group: This group will handle portfolio management, focusing on delivering value to the business.
  • Operations Group: This group will ensure the organization can sustainably achieve its strategic goals.

In the second part of this series I will explore how these groups interact to establish the best execution approach and achieve the strategic goals defined in the strategic plan.

As a portfolio, program or project manager, have you been involved in the strategic alignment of the project portfolio in your organization? What was your experience?

 

Posted by Conrado Morlan on: April 15, 2017 07:47 AM | Permalink | Comments (16)

Playing the Right Leadership Role

Leadership Role

By Peter Tarhanidis

It is not unusual for project leaders to fill a variety of leadership roles over the course of the many unique initiatives we take on.

As I transition from one client, program, employer or team to another, my personal challenge is to quickly work out the best leadership role to play in my new environment. Therefore, I find it helpful to have some knowledge of leadership theory and research.

Leaders must understand the role they fill in relation to staff and management. That typically falls into three categories, as defined by Henry Mintzberg, Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University, Montreal, Quebec, Canada:

Interpersonal: A leader who is either organizing the firm or a department, or acting as an intermediary. He or she is the figurehead, leader or liaison.

Informational: A leader that gathers, communicates and shares information with internal and external stakeholders. He or she is the mentor, disseminator, and spokesman.

Decisional: A leader that governs and has to make decisions, manage conflict and negotiate accords. He or she is the entrepreneur, disturbance handler, resource allocator and negotiator.

During one of my recent transitions, I thought I was a decisional leader, but I was expected to play an informational role. When I acted on information rather than sharing it and gaining consensus toward a common goal, my team was very confused. That’s why it’s so important to know the role you’re expected to fill.

When you start a new effort, how do you determine what role you’re expected to play? How has that contributed to your success?

Posted by Peter Tarhanidis on: March 17, 2017 09:50 AM | Permalink | Comments (12)
ADVERTISEMENTS

A conference is a gathering of important people who singly can do nothing, but together can decide that nothing can be done.

- Fred Allen

ADVERTISEMENT

Sponsors