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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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
Shobhna Raghupathy
Wanda Curlee
Rex Holmlin
Christian Bisson
Taralyn Frasqueri-Molina
Jess Tayel
Ramiro Rodrigues
Joanna Newman
Linda Agyapong

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

Recent Posts

4 Tips for Project Closing Parties

Project Planning Using Canvas

What Do the Great Thinkers Say About Change Management?

Combat Pushback—and Protect Your Portfolio

Free Your Team With Liberating Structures

Project Planning Using Canvas

by Ramiro Rodrigues

Project managers: Are you sometimes looking to make plans faster but without being superficial and therefore riskier to the project?

Developed in the 1980s, design thinking is a structured mental model that seeks the identification of innovative solutions to complex problems. Although the concept has existed for decades, it’s only made its presence known in the corporate environment over the last 10 years.

Swiss business theorist and author Alexander Osterwalder similarly sought to accelerate collaborative reasoning when he introduced the Business Model Canvas. Canvas helps organizations map, discuss, rework and innovate their business model in one image.

But a series of proposals for the use of the Business Model Canvas for various purposes outside of business models has also appeared — including innovation, corporate education, product development, marketing and more.

For project professionals looking at alternatives to developing quicker and more collaborative planning, Canvas may sound like a great option. Of all the proposals that come up for the use of Canvas in a project environment, integrating stakeholders may be the best. Canvas brings stakeholders into the process and will help to minimize resistance and increase collaboration, resulting in a better proposal for planning problems and making the project more aligned to the interests of organizations.

But while the arguments put forward for Canvas all seem positive, there is still a dilemma: Can Canvas fully replace the overall project plan and the planning process? Is it possible to do without a schedule of activities, a detailed cash flow, a matrix of analyzed risks — just to limit ourselves to a few examples?

That is probably too extreme.

The general sense is that the integration of Canvas with specific planning — such as the cost plan and the risk plan — is the most productive and generates the best results.

It may be worth asking your project management office for their thoughts.

Have you ever used a Canvas for your project planning efforts? If so, what tips can you share?

Posted by Ramiro Rodrigues on: April 17, 2019 01:05 PM | Permalink | Comments (2)

Are You Neglecting Your Professional Development?

By Conrado Morlan

“An investment in knowledge always pays the best interest.” ―Benjamin Franklin

I’ve heard from colleagues in project management that they don’t have access to professional development opportunities to help them improve and increase their capabilities. That led me to do some research. I found Training magazine's Training Industry Report, which is recognized as the training industry’s most trusted source of data on budgets, staffing and programs in the United States. It found that U.S. companies spent over US$90 billion on training and development activities in 2017, which represents a year-over-year increase of 32.5 percent. 

With that information on hand, I took the opportunity to ask my colleagues if the companies they work for are among the organizations spending money on training and professional development.

Some of them were fortunate to work for companies with professional development budgets, but they didn’t take the training due to their workload or personal reasons. In other words, the opportunity was there but it was neglected.

For those who worked for companies without professional development dollars, their main complaint was that the company did not appreciate them and the opportunities to develop more capabilities were so limited.

I asked them: Who takes charge of your professional development? You, or the company you work for? Many of them responded that the responsibility fell to the company they work for, because training would help create a more competitive workforce, increased employee retention and higher employee engagement. I agree on all the benefits the company would get, but ultimately the individual is responsible for their professional development.

I have worked for both types of companies. In the ones with development budgets, I saw former colleagues neglecting opportunities because “they did not have time,” they did not like to travel or simply because they felt it was not needed. In the ones without budgets, I heard the same claims mentioned above.

While working for the latter type of company, I took ownership of my professional development. Instead of seeing roadblocks, I saw opportunities, which led me to do the following:

  • Attend conferences. When I found out the company wouldn’t pay for the conferences I wanted to attend, I explored three options:
  1. Submit a paper. In many cases guest speakers do not have to pay the registration fee, or the fee might be reduced. This has to be done ahead of time during the call-for-papers period
  2. Volunteer to support the event. Volunteers are assigned to different tasks before, during or after the event, but they are allowed to attend the conference while they are not on duty.
  3. Find other ways to save. If options one and two did not work and I saw the value of attending the conference, I looked for early-bird registration or contacted sponsors to see if they would share a discount code to avoid paying the full registration fee.
  • Get stretch assignments. I was looking to learn more about the company and expand my knowledge outside project management, so I looked for an assignment on the business side that would challenge me.
  • Be a volunteer. This gave me the opportunity to give back to my community and support local chapters of professional organizations like PMI. I was able to attend chapter events, such as professional development days or chapter dinners, free of charge, and they helped me discover how to improve my project management capabilities. 

So do not solely hold the company you work for responsible for your growth. Take charge of your professional development. After all, if you do not invest in yourself, nobody will.

How do you take charge of your own professional development?

Posted by Conrado Morlan on: February 20, 2019 09:44 AM | Permalink | Comments (12)

Find Purpose to Unlock Exceptional Performance

Find Purpose to Unlock Exceptional Performance

By Peter Tarhanidis, MBA, PhD

Purpose

There are three common maturity levels in developing project management leadership:

  • In the first level, the project leader becomes familiar with PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and begins to implement the methods in their initiatives.
  • In the intermediate level, project leaders broaden their abilities by implementing more complex projects and demonstrating a strategic use of the methodology.
  • And in the most mature state, project leaders demonstrate high performance by using advanced project methodology and leadership competencies to take on an organization’s most critical initiatives.

It takes many years to cultivate the skills necessary to execute complex initiatives of all sizes and types. And project leaders may find gratification in the personal development to sustain their performance, as well as their project achievements. 

However, over time, it’s not unusual to lose sight of that passion, excitement and engagement for executing initiatives. Instead, the project leader may default to simply providing the project management administrative activities of project execution. This reversal of development is a leadership pitfall and creates a chasm between high performance and exceptional performance.

One way to bridge the chasm is to be purpose-driven. A defined purpose distinguishes oneself as a distinctive as a brand. A brand is underpinned by one’s education, abilities and accomplishments. By identifying what is central to your interests and commitments, project leaders can re-engage with purpose and unlock exceptional performance. This can be broad or can be very specific in a subject expertise.

I have use the following method to find my brand and define my purpose:

  1. Develop a purpose statement—this is your elevator pitch that quickly and simply defines who you are and what you stand for as a project leader.
  2. Assign annual goals to achieve the purpose and watch your performance increase.
  3. Create a network of relationships that support your purpose and brand.

Having used this approach to define my purpose, I learned I enjoy the macro view of the firm. I regularly coach leaders and help them develop their teams. Therefore, I like to simultaneously drive toward exceptional performance to achieve a firm’s mission and to advance the needs of society.

Please share your purpose and any examples of exceptional performance you achieved toward that purpose.

 

Posted by Peter Tarhanidis on: September 14, 2018 09:53 AM | Permalink | Comments (11)

The Worst Project Manager I Ever Worked For Was Me

 

by Kevin Korterud

 

I always enjoy hearing about the early careers of the project managers I meet. In almost every conversation, the subject turns to when they were team members being led by a highly capable senior project manager who provided guidance in starting up, executing and sometimes turning around projects.

 

It’s also not uncommon to hear stories of the worst project manager they ever worked for. These stories, while not as glowing, also influenced their careers around what not to do. By probing a bit deeper, they offered up observations of certain behaviors that created havoc, dissatisfaction and quite often failed projects.

 

From these observations of the worst-ever project manager, I started to put together my own thoughts on who I would select for this inglorious label. After careful consideration, I arrived at the only logical choice: me. In my early years as a project manager I managed to consistently demonstrate all of the behaviors of poor project managers.   

 

Here are my votes for the most significant behaviors that led to consistently poor performance as a project manager early in my career:

 

 

  1. I Wanted the Title of “Project Manager”

 

When I was a project team member I relished the thought of one day having a business card with an impressive title of project manager. My thought being once I received that lofty title, it would allow me to be successful at whatever project I was assigned to lead. In addition, the acquisition of that title would instantly garner respect from other project managers.

 

I failed to realize that most project managers are already quite proficient at leading teams and producing results. The title comes with a heavy burden of responsibility that was exponentially greater than what I had as a project team member. As a team member, I didn’t realize how much my project manager shielded me from the sometimes unpleasant realities of projects.

 

The satisfaction of acquiring the title of project manager can be very short-lived if you’re not adequately prepared. My goal became to perform at the level at or above what the title that project manager reflected.

 

 

2. I Talked Too Much

 

Perhaps I was wrongly influenced by theater or movies where great leaders are often portrayed in time of need as delivering impressive speeches that motivate people to outstanding results. I remember quite clearly some of the meetings I led as a new project manager that quite honestly should have won me an award for impersonating a project manager.

 

Meetings were dominated by my overconfident and ill-formed views on what was going right and wrong. In addition, I also had the false notion that I had the best approach to all of the risks and issues on the project. No surprise that this mode of interaction greatly limited the size of projects I could effectively lead. Essentially, it was a project team of one.

 

After a while, I started to observe that senior project managers spent a fair portion of the time in their meetings practicing active listening. In addition, they would pause, ponder the dialogue and pose simple but effective probing questions. When I started to emulate some of these practices, it resulted in better performance that created opportunities to lead larger projects. “Less is more” became a theme that allowed me to understand the true problems and work with the team to arrive at effective mitigations.

 

  1. I Tried to Make Everyone Happy  

One of the most critical components of any project is the people that comprise the team members and stakeholders. As a new project manager, I tended to over-engage with stakeholders and team members by attempting to instantly resolve every issue, whether real or perceived. My logic was that if I removed any opportunity for dissatisfaction then project success would be assured.

I failed to realize this desire to completely please everyone quite often resulted in pleasing nobody. In addition, I also managed to pay insufficient attention to the key operational facets of a project: estimates, forecasts, metrics and other essentials needed to keep a project on track. Furthermore, the business case for the project gathered almost no consideration as I was busy trying to make everyone happy as a path to results.

Over time I began to adopt a more balanced approach that allowed me to spend the proper level of engagement with people, processes and the project business case. This balanced approach allowed me to have a broader span of control for factors that could adversely affect a project.

For all the things we have learned over the years as project managers, it sometimes causes me to wish for a time machine to go back and avoid all of the mistakes we made. But then, we would not have had the benefit of the sometimes-traumatic learning experiences that have made us the project managers that we are today.  

Did you ever consider yourself to be the worst project manager you ever worked for? I think we all were at one point in our careers.

Posted by Kevin Korterud on: August 10, 2018 06:43 PM | Permalink | Comments (33)

High-Performance Teams Are Purpose-Driven

By Peter Tarhanidis, Ph.D., M.B.A.

Program teams should collaborate like a world-class orchestra.

This ideal state of team engagement and performance requires the presence of several key elements, including an engaged sponsor, a governance committee, a project manager and a status dashboard to communicate performance.

However, maximizing this level of performance is especially challenging when working with cross-functional groups, external stakeholders and shareholders. This increases the complexity of the human performance aspects of team management.

I recall one assignment I worked on that required the team to design and build a new centralized model to bring together three different operations. The team was given two additional challenges. The first challenge was to consolidate disparate teams into two geographic centers. They also had to reduce the overall timeline from 18 months to 10 months.

These challenges exacerbated how teams were not working well with their counterparts. They quickly became dysfunctional and lost their purpose. The project was crashing.

Stepping into this situation I decided to conduct a stakeholder analysis. I used this approach as an intervention method to understand the underlying themes. The analysis revealed the team:

  1. Lacked shared values: Members did not have a sense of purpose on the intent of the program.
  2. Were not being heard: Members felt they had no control over the program’s major activities or tasks.
  3. Lacked trust: Members felt they could not rely or confide in their fellow team members, sponsors or peers to accomplish tasks on the program.

After reflecting on the team’s feedback, I realized that most members wanted to find meaning in their work. It seemed no one was developing their sense of shared purpose and putting their strengths to work toward this program.

I decided I needed to re-invest them as members of the team. To get the team back to performing well, I:

  1. Built rapport with various team members
  2. Gained their trust by delivering on my commitments
  3. Integrated their perspectives into decision making
  4. Recruited new members to build up gaps in team capabilities
  5. Focused the conversation on our individual purposes and aligned them to a shared value

This approach strengthened the program and delivered on the challenges.  

The lesson learned is, do not simply apply methods and approaches in complex program delivery. Manage the team’s purpose and establish shared values as an important driver of overall delivery.

How do you manage that purpose and invest in high-performing teams?

Posted by Peter Tarhanidis on: April 18, 2018 08:10 PM | Permalink | Comments (14)
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