By Jen Skrabak, PMP, PfMP
Over nearly two decades in project management, I’ve learned a number of strategies to make my voice heard and advance in my career. Much of that success has come by “leaning in,” as Sheryl Sandberg advocates.
As a woman in project management, I believe the following are key:
International Women’s Day is March 8, and this year’s theme is #BalanceforBetter. Please share your thoughts on how we celebrate the achievement of women while we continue to strive for balance for women socially, economically and culturally around the world.
By Jen Skrabak, PfMP, PMP
As a woman who’s worked for the past 18-plus years in project, program and portfolio management, as well as building and leading enterprise project management offices for Fortune 500 companies, I wanted to address the topic of women in project management.
In the United States, women hold 38 percent of manager roles, according to a study conducted by McKinsey in partnership with LeanIn.Org. And while women have made gains in some STEM fields, particularly healthcare and life sciences, they are underrepresented in many others. U.S. women hold 25 percent of computer jobs, and just 14 percent of those in engineering, according to the Pew Research Center.
In project management, as in other professions, women earn less than men. For project managers in the United States, men earn an average US$11,000 more annually than women, according to PMI’s Earning Power: Project Management Salary Survey.
Historically, women have been pigeonholed in project administrative or project coordination roles instead of project management roles, and the key question is “Why?”
We’ve all heard that we need to “think differently,” and as Sheryl Sandberg advocated in her book, Lean In: Women, Work, and the Will to Lead, women need to raise their hands, project confidence, be at the table and physically lean in to make themselves heard. The dictionary definition of “lean in” means to press into something. So when faced with an overwhelming force such as wind, you need to lean toward the force rather than away in order to not be blown away.
“Lean in” can be a metaphor for asserting yourself as a leader in project management. As women, we may be held back by self-doubt, our speaking voice or body language that conveys a lack of self-confidence. The advice here is not limited to women; people of color can “lean in,” too.
There are three key cognitive biases that may hold women back in project management. The key is to recognize that these exist, and work to build awareness while overcoming them:
By understanding and recognizing these biases, we can work to defeat them. I’ll explore these topics more in my next post, which will coincide with International Women’s Day on March 8. How do you combat biases in the workplace?
By Wanda Curlee
What is the state of portfolio management technology?
That, of course, is a loaded question. Many factors—including the company and the industry—come into play. Nevertheless, most will agree that the tools of portfolio management have progressed.
While portfolio management can still technically be done with spreadsheets, it’s a labor-intensive approach that doesn’t make sense for every organization. So, if you’re ready to upgrade your spreadsheets, how do you know what tool is right for you?
If your organization lacks the expertise, you may need to hire a consultant to help. A consultant can assess the situation and determine the most effective approach to follow. It might be as simple as creating spreadsheets that need to be completed and analyzed differently, or as complex as implementing a new customized tool.
Whether you hire a consultant or not, picking the right portfolio management tool for your organization is a project. And there are many moving parts.
1. Create a wants and needs—or requirements—list. As many of you are already well aware, this is a wish list and there is probably no tool that will meet the full list. The requirements need to be ranked and maybe even weighted to provide a true assessment among tools. One tool may provide only one highly sought requirement but many less-desired requirements. On the other hand, another tool may provide multiple highly sought requirements but no less-desired requirements.
The weighted average can help those make a case for one tool over another. Those making the recommendation should be different from the final decision maker.
2. Customize the tool. The customization should not be done with rose-colored glasses. There should be a pilot program to see if the requirements are producing the results expected or if tweaking is required.
3. Begin implementation. Since this is a portfolio, I would recommend the big-bang approach. That means all projects and programs within the portfolio must be loaded. They need to be analyzed to ensure that the correct information is inputted. The project and program managers need to be trained to understand what is needed on the new tool. Remember, most portfolio tools also work for some (or extensive) project and program management.
Team members working in the portfolio need to be trained as well. Those producing reports and what-ifs must understand how the tool does these things correctly. Without understanding the tool, results may be less than adequate.
4. Compare the before and after state. Once the tool is implemented, the portfolio manager should run a couple tests to see if the previous state and the new tool produce similar, if not exact, results. If not, then there is an issue that needs to be resolved. It may be an easy fix, but more than likely there will need to be some analysis done.
Remember: A tool is not a silver bullet. However, if you have a large portfolio, a tool might be necessary. But don’t expect miracles. You will still have to do the value-add!
by Jen Skrabak, PfMP, PMP
Project management offices (PMOs) have gained wide acceptance thanks to their ability to ensure the success of projects and programs. More than 80 percent of organizations have PMOs.
But, there is still some confusion with PMOs, as the “P” in PMO can refer to project, program or portfolio. At the same time, PMOs have been thought of as one of three categories:
The Next-Gen PMO, however, is disrupting these traditional categories. In the Next-Gen PMO, the focus is on ensuring the successful delivery of organization-wide strategic initiatives. In addition to traditional PMO functions, such as providing project management tools, templates and training, the Next-Gen PMO is responsible for organizational results. They also report directly to a C-suite executive within the organization.
I see the four critical functions of the Next-Gen PMO as:
Is your organization embracing the Next-Gen PMO?
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.