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.
by Jen Skrabak, PfMP, PMP
Happy 2018! Make this year your best yet!
I know we’ve been hearing these phrases for several weeks now, but one thing still rings particularly true: There’s no denying the fresh-start effect of the new year.
And with another new year comes new resolutions.
Instead of resolution, I like goals better. Goals are things that we should strive toward — not just at the beginning of the year, but throughout.
Here are the career development goals I would challenge you to strive for this year:
1. As you progress through your career, it’s less about collecting a paycheck and more about making choices as to where you’ll do your best work. Don’t oversell yourself. Instead, spend time to really understand the company, roles/responsibilities, team(s) you’ll be working with and how you’ll fit.
Over the past year, I’ve interviewed a lot of people for senior level program and portfolio positions. I’ve noticed that many are focused on selling themselves for the job instead of thoughtfully understanding the role, assessing how their skills/experiences match up with the expectations and how they will be contributing. If it’s the right fit, then you should articulate why. If it’s not the right fit, acknowledge that as well. Not every role or company is right for every person.
2. We all know that your direct manager has a lot to do with your career success. As they say, people leave their managers, not the company. Although you may not have the ability to change your managers, there are some things you can do to develop your career even when you work with a less-than-ideal manager:
a. Instead of worrying about what you can’t control, focus on what you can control. Don’t try to change people (such as your manager or team members). Instead, focus on roles and responsibilities. Most companies encourage candid conversations with your manager — be clear about what you would like to see differently about your role. For example, would you like to stretch yourself and have the opportunity to develop your skills in managing programs? Negotiation and influence are key leadership traits, and negotiating your role is a key component of career development.
b. There is a common saying, “Dress for the job you want.” I say, “Manage yourself and your job for the next role.” When promotions happen, it typically means that you’ve already been doing the job for that next role. So, look at the job descriptions for the ideal role that you want (inside or outside of the company), and do an honest assessment of your gaps. Now that you know where you want to go (your ideal job), you need to know where you currently are (your current knowledge, skills and abilities). Then map out an action plan to get there.
3. Do some new year’s decluttering and cleaning. Over time, I’m sure you have accumulated a lot of files, activities, commitments and even habits that you’ve been carrying around. Rather than assuming those are still needed, scrutinize what you actually need going forward, and be a bit relentless in simplifying and focusing on what you actually need.
Do you remember Thomas Guides? These were the definitive maps, especially for a car culture like Southern California where I’m based. It was a big event when the new year arrived, a time that also ushered in the new edition of the Thomas Guides. Now, our phones and Google Maps have made those guides obsolete. How many of the Thomas Guides (metaphorically speaking) do you still have around? Take a good look and do some ruthless cleaning.
What goals would you add to this list?
The Secrets to Business Transformation Success
In the world of business transformation, there is usually a lot of enthusiasm surrounding the start of the transformation among the team.
But it quickly gets crazy and stressful thanks to tenders for third parties, recruitment, preparation for executives’ meetings, changes, wish lists, vague strategies and aggressive key performance indicator promises already made to the board.
Typically, the transformation team has a list of to-dos and we go running around building the empire around achieving them—and off goes the train.
Some of the pitfalls that transformation teams fall into are:
Assume success: Business transformation is usually about a list of changes we make to the business—whether with systems, people, processes, strategy, or all of these. We build the portfolio, write the briefs for our third parties, start the projects and setup the meetings and steering committees.
We plan our work with success in mind. But what if that doesn’t happen?
When we don’t account for failure it means we don’t really have the recovery mechanism in place both at the human and team level and at the tactical level.
That leads us to the second pitfall.
Inability to stop and reflect: In transformation, there is a lot at stake. That means a lot can go wrong quickly—and the trust that the transformation team once had can be put to the test.
Because there are a lot of moving parts—and what you knew at a point in time may not be as valid or as accurate as it is at a later point—time to reflect and adjust course is essential.
At the end of the day, these teams work for their customers and when the customer needs change, so should the direction and the approach that the team takes.
Can’t or won’t say “no”: In successful and strong transformation teams, the ability to say “no” is crucial. That does not mean rejecting business requests, but rather working to prioritize and justify why things can or can’t be done.
Not understanding the capacity available can put the transformation team at risk. Senior managers and executives often look for a sounding board and an independent review of what might be possible. Don’t be shy to speak your mind and seek to understand and learn.
Transformation is about saying “no” as much as it is about saying, “Yes, we can.” It’s important to keep the organization honest to its true ability to implement change and work together with your customers to create something that works.
And finally, during a transformation it’s important to stay humble and always seek to learn. Don’t let your ego stand between you and a successful business transformation. But that’s another topic for another day.
By Conrado Morlan
“If all you have is a hammer, everything looks like a nail” - Abraham Maslow
Over the last two decades, the project management profession has rapidly evolved. The number of professionals has grown worldwide, organizations have adopted, adapted or created frameworks and methodologies to support their projects, and technology has flooded the market with a plethora of mobile, desktop, server and cloud tools.
These tools are big players in establishing the ideal project management environment for organizations that want to track project metrics, performance, pipeline optimization, resource management, time, cost and budget—and the list can go on and on. These versatile apps also support an endless range of frameworks and approaches, from waterfall to agile to Kanban.
Organizations may go thru a selection process to choose the right tool for their environment. Many support their decision-making process with external sources from consulting companies that had reviewed several tools and classified them based on different criteria.
Once a tool is selected, the next step is to put together the various pieces of the puzzle—the project, practitioners and tool. They don’t always naturally match up—and that’s to be expected. That means training.
However, I’ve recently noticed a disturbing trend. I’ve seen several job postings in which the most important trait is the years of experience using a particular project management tool. Some of the job seekers told me that they did not get the job because of their lack of experience in a particular tool.
It makes me wonder: Are organizations “toolizing” project management? Are they boxing themselves into a tool environment? Why is a tool more important than a discipline?
Experienced project professionals exposed to different frameworks or project management methodologies may apply their knowledge to the tool and manage the portfolio, program or project. A tool expert does not make a project management professional.
Remember, at the end of the day, a fool with a tool is still a fool.
Do you think organizations are becoming “tool-centric”? If so, what’s driving this trend?
By Wanda Curlee
There are two triangles commonly referenced in the project management discipline: The Iron Triangle (sometimes called the Golden Triangle) and PMI’s Talent Triangle®. Each provides insight into the complexity of even the simplest project.
However, I think there is a big component missing: the human psyche. Let’s look at both triangles.
The Iron Triangle
The Iron Triangle has many versions that have been enhanced by subject matter experts to help define how to manage a project. On the triangle’s sides, you’ll find time, cost and resources. Quality and/or scope, which was added later, can be found in the middle of the triangle.
My preference is to put time at the bottom part of the triangle as it is constant. When time has passed, it’s gone for good (until time travel is invented). All other sides and the interior of the triangle change and often do.
Some would say the scope is constant because there is a statement of work that defines the scope. A good theoretical basis, but reality normally prevails. For instance, out of ignorance, incompetence or “doing a favor”, the scope can change. It may also change because of a customer or vendor request. All these changes affect the other axis and interior of the triangle. However, your time is gone no matter how the scope changes. Quality may go up or down depending on scope, resources and time.
The Talent Triangle
PMI’s Talent Triangle acknowledges that the project professional must have soft and hard skills. These skills include leadership, a technical knowledge and an understanding of the strategic and business alignment of the project, program and portfolio—while also ensuring that projects stay within the Golden Triangle.
Understanding the industry helps project professionals realize the importance of the endeavor for the company. Finally, understanding the politics and strategic fit of the project or program is a must. If the project or program manager cannot articulate how the effort drives the company’s strategic objective, it might be time to move to a different project or maybe find a new profession.
The Human Psyche
While these two triangles are good, they don’t incorporate the missing link—the human psyche.
We need to understand how to drive the project team to make sure no sides of the triangle fail. What does this mean? If one side of the Iron Triangle falls short or goes long then the triangle fails. The same could be said for the Talent Triangle.
Three inherent manners can help: integrated reasoning, strategic focus and creative thinking. I want to look at integrated reasoning.
According to neuroscience, there are three ways a person thinks. He or she can be a rock star, coach/playmaker or rainmaker.
The rock star is the junior to the experienced project manager and is normally focused on one or two tasks. Think budget timelines, schedules and risk management, among other things.
The coach/playmaker is the senior project manager and junior to the experienced program manager. These individuals see the forest. The coach knows how to lead to the final goal.
Finally, there’s the rainmaker. These are the senior program managers, portfolio managers and C-suiters. They can see years into the future. The rainmakers know how to decide which projects and programs make sense for the strategic objectives. They see success.
Why is this important? It leads to integrated reasoning. Project and program managers should recognize where members of their team fall on the spectrum. He or she then needs to encourage and provide the opportunity to jump into a new reality so they can be more effective on all sides of the triangle.
For example, I am very comfortable in the rainmaker role. However, I force myself into the coach and rock star role. This allows me to see the organization, strategy and people from many angles, which increases my political rationality.
So, what is the political reality of your project or program? Does your reality agree with that of the sponsor? How about the project management office or portfolio manager? If you do not understand your political rationality from all angles you will fail yourself, your team and the triangle.
Stay tuned for the next post in which I will put integrated reasoning into reality to help drive the strategic focus of your project or program.