By Ramiro Rodrigues
We are experiencing a great contemporary paradox: In spite of state-of-the-art gadgets and collaborative communication tools, which should be streamlining and facilitating work, we feel increasingly burdened with more responsibilities and response requirements.
The clearest side effect is the epidemic feeling that we are always short of what we wish we could have read, produced or done.
Of course, the benefits that technology has brought us in recent decades are indisputable. The production of human knowledge has gained stratospheric scale. The world has become "flat"—economies are now deeply integrated, and long distances have been collapsed by hyperconnectivity. But this also means that a good share of the world's population can now compete for the same professional space as you and your company.
Perhaps this is why recurring publications about better management of time and its countless functions become the focus of attention for the most attentive visitors to bookstores.
When everything is urgent, in fact, nothing is. If everything has the same priority, there is no way for anything to stand out. Perhaps this is the central issue behind the stress so many people feel today. Once the urgency of demands is generalized, it becomes difficult to produce high-quality, timely results.
What’s the solution? Planning, planning and ... planning. Only a good deal of planning — structured and strategic — allows corporate and project leadership to stay focused on real priorities and meet the right attention needs of their teams.
For the individual, planning is also a personal survival tool for organizing and balancing work, personal and social demands.
I don’t have a classic project management background, so I spend a lot of time thinking about ways non-traditional project managers can offer up great ideas to people with more traditional backgrounds.
Sometimes I find that easy.
Sometimes I find that rather difficult.
I also spend a great deal of time trying to push people past conventional wisdom.
Again, sometimes that is easy, but most of the time it is incredibly difficult.
This got me thinking about what I wanted to talk to you about this month: While the truth remains the same, the interpretation of the truth can change.
What does that mean to project managers? A lot, actually.
Here are a couple of the things we have always felt were true and how they can be interpreted differently.
1. Project management is about implementation. As my 8-year-old son might say, “True! True!”
The reality is that project management is about implementation of a project plan with a desired outcome in mind.
Yet, as we have seen general business matters change, we have also seen that project managers aren’t just involved in implementation — they’re also involved in strategy.
How is this possible?
Because we don’t just do things, we also have to be in touch with the skills and desires of the organization and our teams.
This means we do need to implement. But as much as we implement things, we also have to have business acumen that will allow us to offer up ideas, be confident in our ability to think strategically and drive our team toward the results.
Like improv comedy, a project manager is all about the “yes, and…”
2. A project manager’s most important skill is communication.
Communication is likely the most important skill for anyone today. But, for project managers, it’s not simply about communication, but communication that enables people to set priorities and take action..
Let me explain.
Poor communication has stopped more projects from being effective than any other thing in project history.
But good communication alone won’t fix every issue. Sometimes communication isn’t the real issue — instead it’s about also doing the right things.
That’s why we need great communication in service of doing the right things and getting things done. Communication is key, but communication without commitment to the right things is the real issue.
The idea that communication and implementation are super important is still true, but why they are true is up for debate.
What do you think?
BTW, if you like this blog, why don't you get my Sunday newsletter. There I focus on business acumen, value, and leadership...along with under ideas. If you'd like to get it, drop me a line at Dave@davewakeman.com with "newsletter" in the subject line.
by Kevin Korterud
The technology found in today’s automobiles is simply amazing. Front and side traffic radar units, anti-dozing head movement detectors, driving timers that alert drivers when they should stop for a break — all good examples of accident prevention mechanisms.
Projects to some degree are like automobiles: They are on a journey to deliver passengers (the project team and stakeholders) to a pre-determined destination. However, despite the introduction of many modern project management technologies, research shows that we continue to experience project accidents. These accidents result in extensive and costly rework to get a project back on track.
I think part of the solution to avoid these potential problems is to borrow from recent automobile technologies as a way to detect troublesome signals. These signals are not readily perceivable from traditional project management methods.
Here are a few examples of anticipatory signals that portend the onset of a skid that often leads to a project accident.
A core competency of a project manager is to determine the schedule, budget and progress trajectory of a project. The project forecast is essential to determine where the project will finish for these measurements. Schedule, budget and progress forecasts from team members that exhibit great degrees of change over prior reporting periods are indicative of trending to an accident. This downward spiral is exacerbated when the forecast measurements come with great uncertainty; e.g., “I don’t know what this will take to finish.”
Several techniques can be employed to reduce the volatility of forecasting. Some of these techniques include initiating a peer review of the forecast with another project manager or supplier subject matter expert, as well as pausing the project to recalibrate the forecast in a dedicated working session. Taking time to implement these and other techniques to mitigate forecast volatility will get the project back on track before an accident.
2. Static Project Status
Project status reports can offer a tremendous amount of value to a project manager. They accumulate both qualitative and quantitative data that sheds light on the current project state. But, despite the visibility status reports provide, they’re just a snapshot. That limits their ability to show progress trends. In addition, a project status report that does not show content changes week over week indicates that the project is likely stalled and headed toward an accident.
To increase the anticipatory value of a project status report, introduce trending and predictive data for risks, issues, deliverables and milestones. This allows the project team to determine what level of progress has been achieved, as well as what progress to expect. It also better positions the project manager to escalate mitigations to avoid an impending project accident.
At the beginning of a project, stakeholder engagement and enthusiasm is typically high. This is not unlike the start of a road trip. But, as time passes on a project, the level of enthusiasm and engagement can begin to wane. Stakeholder engagement over time will face tough tests from project risks to resource challenges to dependency conflicts. Each can sap the energy levels of stakeholders. This leads to passive engagement at best and complete disengagement and absenteeism at worst.
To keep stakeholder engagement at the proper level, stakeholders need to be treated like any other resource on a project. Their time needs to be managed in work plans to avoid oversubscribing their capacity. In addition, their work should be focused on higher value activities that promote project progress. Providing the team access to project support staff to maximize productivity also helps further stakeholder engagement and leads to persistent engagement.
Perhaps one day in the future there will be technology solutions that provide anticipatory signals for projects headed for an accident. Until that day comes, however, project managers still need to think organically and look for hidden signals of dangers to project budgets, schedules and progress.
What do you see as the leading indicators that a project is trending toward disaster?
High-Performance Teams Are Purpose-Driven
Education and Training,
Human Aspects of PM,
New to Project Management,
Nontraditional Project Management,
Reflections on the PM Life,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Education and Training, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, New to Project Management, Nontraditional Project Management, Program Management, Project Delivery, Project Failure, Reflections on the PM Life, Risk Management, Stakeholder, Strategy, Talent Management, Teams
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:
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:
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?
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:
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.