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
Linda Agyapong
Joanna Newman

Past Contributers:

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

Recent Posts

Harnessing Bathroom Brilliance

Can Frogs Be Stakeholders?

The Importance of Changing Perspectives

It’s a Robot Revolution: Time to Embrace Your Humanity

Project Management to the Rescue

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 (12)

Are Best Practices Really Possible?

By Mario Trentim

 

A project is a planned and coordinated piece of work that requires considerable effort to deliver a specific result.

According to PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide), a project is a temporary endeavor to create a unique result. And it is performed by people, constrained by limited resources, planned, executed and controlled.

Project management is an interdisciplinary approach to balance the conflicting interests and constraints of a project: well done (scope), fast (time) and cheap (cost).

Although there are other important aspects of managing a project that will be covered in subsequent posts here, the triple constraint (scope, time and cost) implies that a project, large or small, addresses at least the following areas:

  • Specific outcomes and results: requirements and deliverables (scope);
  • Definite tasks, start and end dates: schedule (time);
  • Established resources: people, materials and budget (cost)

Project managers perform four primary management functions:

1. Planning: This encompasses project initiation and detailed planning, involving processes to identify needs and requirements, define deliverables and tasks, estimate resources and develop the project management plan.

2. Organizing: This function prepares for execution, it is a supporting and administrative function to provide project structure and governance. Most of the time, organizing involves staffing and procurement, but other preparation activities might be included here.

3. Directing: This is the management function of getting the work done, managing execution according to the plan. It encompasses stakeholder engagement, team management and communications management.

4. Controlling: This function takes care of project performance monitoring, preventive and corrective actions and the integrated change control.

These functions might be performed in parallel and should not be understood as sequential.

Outside of these functions, project managers should also focus on managerial aspects of the project, including leadership. Although it is desirable that the project manager possess some knowledge in general business management, business analysis and the technical aspects of the project, they are usually supported by other experts in a number of project management related disciplines including systems engineering, requirements engineering and specialist engineering disciplines, quality assurance, integrated logistic support and more depending on the project and industry.

But, are these best practices really universal given all these factors? Please leave your comments below. We’ll be looking further into this question in subsequent posts.

Posted by Mario Trentim on: March 27, 2018 03:36 PM | Permalink | Comments (17)

3 Career Goals for 2018

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?

Posted by Jen Skrabak on: January 25, 2018 03:39 PM | Permalink | Comments (19)

The Technical Project Manager

by Christian Bisson, PMP

 

Several years ago, I decided to put my web developer hat behind me and become a project manager (and eventually product owner). At first I wasn’t sure if I would be up to the challenge given that most project managers have different backgrounds.

But several years later, I don’t regret my decision.

Technical project managers are more present — and required — in the digital world, and I have no doubt that will keep rising. Here’s why.

The Rising Digital World

The digital world is taking up more space in our lives. And it doesn’t stop at what people see, there is also a vast world of data happening behind the scenes.

A project manager that can’t comprehend the technical relationship between every piece of a client’s ecosystem will fail to manage it properly. As ecosystems grow, it will become more of a challenge to ensure teams have the right people at the right time so that everything comes together as planned.

Still, many project managers are not even aware of what a development environment (development, staging, user acceptance testing, production) or even deployments are. Project managers today should know about synchronizing websites, apps and other tools together. If one can’t deploy a site, then there is simply no hope.

New Technologies

A website used to consist of images and text, so not understanding how it worked didn’t matter much if you had the team to compensate.

Today, however, a lot of websites use advanced technologies to provide users with what they want, like powerful search engines or features using machine learning.

Machine learning in particular is becoming the toy every kid wants. It’s also within everyone’s grasp—whether it’s with advanced machine learning expertise or with tools made available by Google, for example. Project managers need to understand this technology in order to bring out its full potential within the projects they manage, otherwise it becomes a trend word that brings nothing to the table.

Communication Reigns

Everyone knows that communication is key to running any team smoothly. If a project manager can’t understand what the team is communicating, then he or she can’t properly manage the project.

Furthermore, clients are becoming more techy and often have a better understanding of how things work. So if project managers don’t understand the tech behind the project, they can’t have proper conversations with the client. It helps in key project decisions to actually understand what is going on.

What are your thoughts on technical project managers? As the world becomes more digital, are they becoming essential?

Posted by Christian Bisson on: January 22, 2018 07:12 PM | Permalink | Comments (23)

3 Tips to Enhance Your Leadership IQ

By Peter Tarhanidis

The boards I serve have common opportunities and challenges revolving around promoting a brand, balancing the operating budget and growing capital. Yet, while flawless leadership is expected, in actuality it is difficult to sustain.

As I reflected on why many organizations were challenged around execution, I realized that executives must improve their leadership intelligence around three key factors to enable success:

  1. Improve speed and quality. When leaders struggle to make quick or quality decisions, it’s often viewed as not having the right team in place, or not having enough intelligence on the matter or the specific responsibilities related to the decision. One can increase cognitive abilities through investing in formal education, training and access to subject matter experts to gain the necessary knowledge.
  2. Repair team alienation and restore loss of confidence. Building trust in teams can improve leadership intelligence. Commit to a path of restoring relationships by understanding yourself and others. Assess emotional intelligence techniques to gain self-awareness and rationale for team motivation.
  3. Become aware of stakeholders on social media. Thanks to social media, a large audience judges every executive decision. Expand stakeholder relationship management to include communication and change management via social media channels. Seek out team members who are knowledgeable in social media so that they can proactively engage stakeholders and integrate feedback to reduce blind spots.

In my experience as a mentor and leadership coach, these tips can help align decision-making, leader accountability and stakeholder engagement to the needs of the customers, and improve the overall culture of the organization. As a result, the brand will come to life.

How have you improved your leadership intelligence?

Posted by Peter Tarhanidis on: September 06, 2017 10:54 PM | Permalink | Comments (11)
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