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

Past Contributers:

Jorge Valdés Garciatorres
Hajar Hamid
Dan Goldfischer
Saira Karim
Jim De Piante
sanjay saini
Judy Umlas
Abdiel Ledesma
Michael Hatfield
Deanna Landers
Alfonso Bucero
Kelley Hunsberger
William Krebs
Peter Taylor
Rebecca Braglio
Geoff Mattie
Dmitri Ivanenko PMP ITIL

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Unlock the Value of Artificial Intelligence

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
Gartner describes four growth stages of analytics and value activities. The first is descriptive analytics, which gains insight from historical data on what occurred in the firm or a project. This includes key performance measure reports and dashboards. Second, diagnostics analytics allow you to learn why something happened and the relationship between events. Third, is the use of predictive analytics to develop viewpoints into potential future outcomes. Finally, prescriptive analytics allow you to provide users with advice on what actions to take.

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
Leaders must consider advanced data analytics as a transformational journey—not a complex project. Without thoughtful consideration of the implications of managing AI projects, one may create chaos in adopting these new services.

As a project leader, take these steps to avoid key pitfalls:

  1. Develop your understanding of data science tool kits and technologies and identify any centers of excellence. Start with basics such as descriptive statistics, regression and optimization techniques. You’ll also want to familiarize yourself with technology such as machine learning and natural language processing.
  2. Determine how these AI initiatives integrate into the organization’s mission and vision. This may require a new strategic business plan, optimizing an organization, culture change and change management.
  3. Establish a data governance body and framework to ensure accountability, roles, security, legislative and ethical management of consumer, patient, customer and government data.
  4. Develop strong multiyear business cases that clearly indicate cost versus revenue or savings.
  5. Maintain an agile mindset and leverage design thinking methods to co-create the pilots into products alongside stakeholders.

Please comment below on what approaches you have taken to enable advanced data analytics in your role or in your organization.

Posted by Peter Tarhanidis on: August 12, 2019 01:25 PM | Permalink | Comments (13)

Business Transformation in Disguise

Business Transformation in Disguise

By Jess Tayel

In the quest to uplift capabilities, better serve customers, improve the bottom line or acquire market share, organizations rely on a mix of projects and programs.

Some projects are scored as critical and complex. Some organizations have a clear and defined scoring system of what is critical and what is not, while others settle for a subjective measure.

But even after you’ve determined a project is critical, there’s more to consider.

Is it Change or Transformation?

When it comes to big, critical projects, ask yourself: Are you delivering a change initiative or a business transformation initiative?

Why is this distinction important? Because they both have different characteristics that dictate how they should be brought to life.

Change initiatives execute a defined set of projects or initiatives that may or may not impact how things work across the entire organization.  Examples include introducing a new payroll system, moving into a centralized shared services model or executing an office move.

Business transformation, however, is a portfolio of initiatives that have a high level of interdependencies, leading to change across the organization. They’re focused not just on execution but also on reinventing and discovering a new or a revised business model. That model is based on a significant business outcome that will determine the future of the organization.

With that in mind, business transformation is more unpredictable and iterative, and it’s about a substantial change in mindset and ways of doing business. The “how” may not be as defined as it is in change initiatives, which means you need to try different methods and be more experimental.

Set Your Organization up for Success

Because of these distinctions, business transformation should never start with finding a solution, i.e., bring in this technology, hire this firm, change model X to Y. It should instead focus on the following:

  • Why?
    • Define the purpose and the platform of urgency.
    • Why is this important?
    • What would happen if you do not achieve this transformation?
  • Who?
    • Who is your customer (internally and externally)? Tip: Internal customers, i.e., employees, are as important as your external customers. Understanding their point of view and what impact they will have on the success of this program is critical.
    • What would that mean for your customers?
    • What competitive advantage are you bringing to your customers and to the market?
    • What changes to behavior and mindset is required to make this change a success?
  • What?
    • Define success.
    • How do you measure success?
    • What does success look like in the future? Tip: Be as detailed as possible. Tell a story of success X months into the future.
    • What are the barriers to success?
    • What are the top three risks that may affect this transformation?
    • What are the top three opportunities that you need to capitalize on to deliver success?

You may say that these questions can be part of the initiation phase. But in my 20 years of experience around the globe, I have rarely seen the above steps executed diligently from a customer centricity point of view before teams start to dig for a solution.

That said, time spent clearly articulating those elements is well spent and directly contributes to the success of the transformation, while reducing rework and change fatigue. It’s like spending time to sharpen your saw before starting to cut the tree.

In my next post, I will talk more about what is required from the leadership and internal transformation teams to facilitate and create success.

Feel free to comment below and send feedback; I would love to hear about your experiences with business transformation

Posted by Jess Tayel on: July 03, 2019 01:40 AM | Permalink | Comments (16)

3 Ways to Balance The Delivery Ecosystem

 

 

 

by Kevin Korterud

 

Once upon a time, projects were just projects. They were simple, had small teams and quite often finished on time. Projects were viewed as a path to operational improvements that reduce manual labor and free up people for other tasks.

 

As time marched on, the notion of a project began to increase in scale and complexity. Technology projects, for example, began as modest hardware and software initiatives. Over time, the technology project landscape has changed to include network, servers and cloud infrastructure. Software projects began growing into systems, software packages and complete end-to-end solutions.

 

As the quantity and business focus of project work increased, they became packaged into programs. Programs were created to help orchestrate myriad projects into cohesive outcomes. These were governed by an expanding slate of waterfall methods designed to both enable and oversee delivery.

 

With the advent of agile, a different form and pace emerged. Product delivery moved toward quicker and more frequent outputs, with delivery cadence driven by what an organization believed was best for customers and consumers.  

 

Today, organizations have a delivery ecosystem of project, program and product delivery work based on internal and external dynamics. As the ecosystem changes over time, the balance of projects, programs and products does as well.

 

With project, program and product delivery all moving in different directions and at different speeds, how can an organization prevent these efforts from crashing into each other? Here is an approach I follow to help define, oversee and enhance the natural delivery ecosystem:

 

  1. Define the Ecosystem   

First, ensure that definitions are in place. These should be clear and concise portrayals of the work to be performed. Having these definitions commonly understood will go a long way in matching the correct policies, processes, controls and people to the form of work.

 

Here are some sample definitions:

 

  • Projects are work efforts that reflect process and system interactions with fixed durations to complete. They contain teams that form and disband, have a budget under $10 million and last under a calendar year.

 

  • Programs are packages of projects intended to contribute to a common business with a budget of over $10 million and that last longer than a calendar year.

 

  • Products reflect process/system-to-consumer interactions with delivery cadence based on dynamic market needs. They have a mutually agreed-upon spend, typically employ agile methods and employ a continuous team that improves delivery efficiency over time.

 

These definitions also serve to identify the portfolio proportion of these different types of work, which helps determine the right people and supporting structures for success.

 

The ecosystem can change and flow to meet the needs of organizations, market forces, suppliers and people. Given this ebb and flow, one practical reality of this ecosystem is that any one form of project, program and product work cannot exist as 100% of the work.

 

2. Govern the Ecosystem  

Any delivery ecosystem left to its own resorts will result in chaos with teams having different perceptions of how project, program and product delivery  should be executed. This chaos will result in delays, additional costs and sometimes stalemates as teams negotiate over the execution of work efforts.

 

There needs to be balancing forces in place that help direct delivery. A delivery ecosystem governance model sets the boundaries for delivery work from ideation into formation and through execution. The governance model implements policies, processes and enabling artifacts that create predictable and repeatable attainment of desired results. This governance model is typically overseen by an enterprise delivery management office.

 

For example, one process within this model sets the venue to identify, confirm and release for execution the proper delivery process for a type of work. A portfolio review board based on input from the sponsor would analyze the characteristics of the work and determine whether it is a project, program or product. The outcomes from this portfolio review board promote consistency, ensure impartiality and avoid costly re-work due to poor decision-making.  

 

  1. Harmonize and Improve the Ecosystem

Even an effective delivery ecosystem needs to have a “tune-up” every once in a while. As changes in business strategy, support for new regulations, market expansions and technical innovations come into play, the delivery ecosystem needs to change accordingly. These drive the need for a function to continuously harmonize and improve the delivery ecosystem. An EDMO will be the primary vehicle to both harmonize and improve the delivery ecosystem within an organization.

 

Improvements can include initiatives to reduce mobilization time, avoid resource contention and improve supplier integration. These initiatives are universal in nature and can be consistently applied to improve project, program and product delivery.   

 

With the increased complexity of work and differing approaches for projects, programs and products, you need a means of harmonization to prevent misalignments, conflicts and collisions between work efforts. Harmonization processes can include release, dependency, data integration and test environment management.  

 

Embrace the New Normal

Organizations need to recognize and embrace the different forms of delivery that are now the new normal. By adopting a structured approach to the definition, oversight and enablement of projects, programs and products, they can be delivered in a synergistic manner to lower costs while improving time to market and quality. 

 

How do you balance the project, program and product initiatives at your company to avoid weather problems?

 

Posted by Kevin Korterud on: June 08, 2019 04:20 PM | Permalink | Comments (7)

Combat Pushback—and Protect Your Portfolio

By Wanda Curlee

Portfolio management is slowly being adopted by corporations. Or is it? I am speaking from my perspective, which admittedly is narrow, but I wonder if company leadership has what it takes.

I have worked at different organizations—from retail and legal to medical and government—and they all say yes, they are ready to do the hard work. But when you try to start developing requirements or even do a gap analysis, there are many reasons why it doesn’t happen: leadership is not in sync, resources aren’t available or there’s not an appetite for change. Or even worse, there is only one person who champions the cause, and he or she does not have the political momentum to push the effort.

The pushback can be major or minor. Leadership might say they had no idea you would need their people to develop the processes, templates and tools. Or leadership might ask if the company can just get a tool instead? There are solutions to all of these points, but leadership may not want to hear them.

So, how do you get over these hurdles?

For some, it’s a matter of providing training and knowledge. Leadership may truly have no idea what portfolio management is. In their eyes, it’s simply knowing what all the projects are in their area. That is one aspect, but there are several steps before you even get to that spot.

For instance, will you look at all projects in the organization, or only those of a certain budgetary value or length? Perhaps a combination of both?

Then there is the question of how to slice and dice the projects.

To slice and dice, you need to understand how to relate projects to strategy. Does your organization meet several of the corporate strategies or only one? If you have a project that is not allocated against a corporate strategy or sub-strategy, then why are you doing it? It’s taking resources and budget away from projects that do have strategic value. Even operational projects, such as upgrading software to a new version or implementing new enterprise software, need to map to a strategy.

For example, imagine your company has a strategy to increase sales by 20 percent in three years. The current sales tool has received well-deserved criticisms, and the tool is too small for the current sales volume. Implementing a new sales tool probably makes sense. However, the new tool would require the company to be running the latest version of operating software. The portfolio manager would recognize this, along with IT, and the portfolio manager would argue the case that these are interrelated. The opportunity exists here to make these two software projects and all the peripheral workstreams, such as training, into a program.

Do you have what it takes to push portfolio management forward? Or will you just succumb to pushback?

Don’t be afraid to speak up. If project portfolio managers don’t advocate for the correct way to do project portfolio management, organizations will suffer in the long run. The wrong way to do something is expensive and not beneficial.

Don’t let your company fall into that trap.

What experiences have you had when pushing portfolio management forward? Please share below.

Posted by Wanda Curlee on: March 29, 2019 11:03 AM | Permalink | Comments (20)

How to Lean In—and Thrive—in Project Management

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:

  1. Show grit. Demonstrate courage, show your perseverance and never give up in the face of obstacles. Know that it’s a multi-year journey, and you must demonstrate the passion to achieve your long-term goals as a leader in project management.
  2. Be the best. Knowledge, skills, abilities—you need to consistently demonstrate that you’re the best, and not be afraid to speak up and show it. Throughout my career, I have always assessed gaps in my knowledge or experience, and actively worked to close them. For example, although I started in IT, I wanted to transition to the business side to lead business transformation programs. I actively sought out progressive assignments by building a track record of successful projects that became larger in scope and team size with each project, until I achieved my goal of an enterprise-wide program impacting hundreds of thousands of users.
  3. Execute flawlessly. Execution is an art, not a science, and it requires creativity, impeccable organization, exceptional communication and most of all, follow-through. Many of these skills are intuitive in women, and the key is to understand that execution requires the leadership of large teams through four stages:
    1. Awareness: Create the right “buzz” around the project.
    2. Understanding: Teams need to understand their role and how their actions fit into the larger picture.
    3. Acceptance: Teams need to accept the message or change by changing their behavior and taking the appropriate action.
    4. Commitment: To demonstrate true commitment, teams should help champion the message throughout the organization.
  4. Build confidence and trust. Multiple studies support the notion that women are not only better at assessing risk, they are also better at guiding actions and decisions accordingly. Women should use this natural decision-making ability and risk management expertise to build confidence and trust as project leaders.
  5. Communicate clearly and concisely. Keep communications rooted in data and facts, not based on subjective information or personal preferences. Women in leadership roles tend to rate themselves lower than men on key attributes such as problem solving, influencing and delegating, and rate themselves higher than men on supporting, consulting and mentoring. How much time are you spending on communicating the right messages and influencing to gain commitment to your viewpoints versus supporting others?

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.

Posted by Jen Skrabak on: March 05, 2019 10:42 PM | Permalink | Comments (11)
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