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
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

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3 Tips For Simplifying Complexity

3 Tips For Simplifying Complexity

By Dave Wakeman

Project managers have an essential—but sometimes thankless—job. They stand at the intersection of complex projects filled with countless stakeholders that don’t always see eye to eye.

This can lead to a great deal of frustration—but great communication skills can make the job easier.

A few weeks ago, I wrote about being a better listener. But over the last few weeks, I’ve come around to an even better goal for all of us: making things as simple as possible, even when the answer is complex.

Great communicators make the complex simple—and for project managers that can be the difference between success and failure.

The good news: With practice, we can all get better. Here are three ideas for turning the complex into something much simpler.

Focus on logical steps: When you’re working on a complex project, it can be easy to focus only on the finish line while all of the steps in between become weights hanging around your neck. This can lead to decision fatigue or analysis paralysis.

But, if you can train yourself to think about the project and how to simplify it for your teams, you can usually look to your milestones and see how the project might breakdown into micro-projects.

Within each micro-project there are likely a number of logical steps. Your job as a project manager is to make sure that your team sees those steps so that they can take action on them ASAP.

Thus, you’ve removed the roadblock of prioritization and simplified implementation.

Emphasize clear communication: Many of us communicate unintentionally. We don’t think about how we are saying things or that each audience might have a different understanding of our common language.

I tell my clients that it often helps to communicate like you are talking with a novice. That may be extreme, but you have to make sure that your communication is getting across clearly.

Over the years that I have been writing for PMI, I’ve written almost exclusively about the importance of soft skills. Communication is probably the most essential of these soft skills. And the most important rule of communication is that if someone doesn’t understand what you have instructed them to do or what you have shared with them, it’s your fault, not theirs.

To simplify your projects, I want you to think about how you can make communication clear to someone who may not be as deeply entrenched in the acronyms and jargon as you are.

And, if you aren’t sure that you are being clear, you can always ask: “Did that make sense, or did I make it sound like a foreign language?”

Always work to improve your processes: Logical steps and communication should teach you a lot about your project and your team. Over time, this should help you and your teams develop a high level of expertise and a number of best practices.

One great thing about best practices is that they can help simplify hard projects, communication and the amount of setup that goes into any project. The down side is that if you aren’t careful about capturing those best practices over time and working to spread these ideas across your organizations and teams, they become useless.

After all, without implementation, you have nothing but more knowledge. And knowledge without action is just noise.

As a leader, you must work to continuously improve the delivery processes that you and your teams use. The ultimate simplification is developed over time by improving processes, focuses and actions.

While improvement in this area isn’t necessarily a given, if you have been focusing on next logical steps and great, simple communications, it is likely that your processes will improve because the complex projects are likely to be slightly simpler.

With simplicity comes a greater awareness of what’s working and what isn’t. With that, you can be efficient. Something we should all hope to achieve.

How do you strive to simplify things for your teams?

 

BTW, if you like this stuff and the stuff I usually post, I do a Sunday email that talks all about value, connection, and humans. You can get that for free by sending me an email at dave @ davewakeman.com

 

Posted by David Wakeman on: September 25, 2017 09:03 PM | Permalink | Comments (10)

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)

3 Tips for Becoming a Better Listener—and a Better Project Manager

by Dave Wakeman

Project managers, first and foremast, are often considered as communicators. Early on, when I first received my Project Management Professional (PMP®) certification, I remember someone telling me that 90 percent of a project manager’s job was communicating.

The thing about communicating is that in too many instances we consider it to be about talking at or to people. But how much time do we really spend listening—far and away the most important part.

Listening should be one of your strongest strategic allies. It enables you to get on-the-ground information, allows you to tap into experts, and helps you to see the real role and value that the project can play in your organization.       

Here are a few ideas on how to make listening a bigger part of your communication strategy.

1. Be open and engaged to the feedback of your stakeholders. It’s easy to say that you are open to conversations and that feedback is something you want, but are you actually following through in a meaningful way with your stakeholders?

If we aren’t careful, it’s entirely possible that we say we want to hear from people. But in practice, we rush them, dismiss their concerns and quickly shuffle them off to something else.

You need to be present and open to conversations from your stakeholders and not attempt to end the conversations as quickly as possible. Your colleagues and stakeholders may not be able or willing to get to the point right away due to nerves, the need to come up with a new idea through conversation or some other underlying factor.

2. Ask questions. This goes along with being open and engaged. One of the key skills I have developed over the years as a consultant is the ability to use questions to uncover the real challenges at the heart of a situation. 

As a project manager, people will come to you with a conversation that is often built around pain.

“Our project is delayed.”

“Our teams aren’t working well together.”

“We don’t have the budget to complete this task.”

The real issue lies with one question: “Why?”

You must ask the questions that uncover the root causes of the pain that aren’t being spelled out in the conversation.

3. Keep an open mind. As a modern day project manager, you aren’t going to have all the answers. The beauty of the modern project is that everyone has a specialty that they are handling. They have unique experiences that they bring to the project and their point of view is going to be different than anyone else’s. 

Your job as a project manager is to harness that expertise and direct it in a manner that enables you and your project to receive the best possible benefit from all these experiences, experts and ideas.

To do that, you need to be open-minded, which means that you have to be careful not to allow your preconceptions overwhelm the information being presented in the conversation. You have to be open to the idea that new information will change the information you already have and the ideas that you have already formed.

If you keep these ideas in mind, you will be a better listener. If you are better at listening, you will likely be a better communicator—and this will make you a better project manager.

How have you developed your listening skills? 

BTW, if you like this stuff and the stuff I usually post, I do a Sunday email that talks all about value, connection, and humans. You can get that for free by sending me an email at dave @ davewakeman.com

Posted by David Wakeman on: September 06, 2017 11:09 AM | Permalink | Comments (20)

Avoid the Internal Project Trap

By Ramiro Rodrigues

 

 

 

 

 

In my last post, I shared tips for closing external projects. Now it’s time to tackle internal efforts.

As part of this discussion, it’s worth remembering that PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) does not differentiate between the origin of the customer (internal or external) for the scope verification process.

So even if a project is internal, project managers should obtain acceptance and have at least one approval by the customer in order for the project to be formally closed.

A crucial question to consider: What does your organization's project methodology say? Are you required to get a form signed to show formal acceptance at the end of the project? If so, the good news is you’re closing process is outlined for you.

It gets complicated when you’re not required to sign a formal document or there is no defined methodology for closing an internal project. It creates a great organizational trap for project leaders as projects that are not formally completed tend to repeat the phoenix fable: a project is resurrected over and over again with new work requirements because there is no record of a signed agreement signalling the completion of the work.

Imagine having to re-run a project months—or even years—later when there are no more resources, schedule or budget available to execute the remnants that emerged? On top of this, you’re probably already involved in other assignments, and you may not even remember the full context of that project.

The most effective strategy for not falling into this trap is to produce an informal document of acceptance—a simple text that describes the macro deliveries of the project scope and send your customer a hard copy or email copy. But be careful to include a text that makes it clear that the parties (you and the customer) agree that the deliveries quoted have been made to the desired quality.

And make sure you receive acknowledgement—even a simple “okay” response will be sufficient to file the document and to protect it from unwanted resurrection.

How do you ensure internal projects don’t come back to haunt you in your organization?

Posted by Ramiro Rodrigues on: August 11, 2017 12:49 PM | Permalink | Comments (10)

Take Advantage of the Talent Gap

By Jen Skrabak, PMP, PfMP

There’s great news for the profession: According to PMI’s latest Job Growth and Talent Gap report, there will be a need to fill 2.2 million jobs globally each year until 2027, growing to a total of 88 million project management jobs in all. Moreover, much of the growth is outside the United States—in places such as China, India, Brazil and Japan. 

Project-related job growth is expected to be 33 percent overall, with health care (17 percent), manufacturing/construction (10 percent) and information services/publishing (6 percent) representing the top three industries.

How can you position yourself to take advantage of these trends? Here are three things to work on.

1.   Get a Certification

Although certification by itself doesn’t guarantee that you will be hired, it does mean that you have demonstrated knowledge and experience in project, program or portfolio management. There aren’t many PMI Portfolio Management Professional (PfMP)® credential holders out there, so obtaining this certification will help set you apart.

But, instead of viewing the PfMP certification as the goal, plan to take it as a journey. If you find that you don’t have the requisite experience, how can you position yourself by taking volunteer roles to gain the experience? 

Career development should be a joint responsibility between you and your manager. You should express the desire and develop the knowledge to grow your experience in certain areas, and your manager can work to open up opportunities to help you practice your knowledge.

2.   Practice

Work on delivering strategic initiatives, driving change and providing innovation consistently and reliably. It’s not experimenting, but actually delivering—first on a smaller scale, then on a larger scale.

For portfolio managers, for example, you may start by managing the portfolio of a department or product, then move to an entire business unit, segment or product line, and finally on to an enterprise level. 

There are three key areas to grow the depth and breadth of your experience:

1.   Strategic alignment: Go beyond understanding the strategy and proactively work to translate that strategy into specific initiatives. This can be done by defining the business cases, developing multi-year roadmaps or translating high-level concepts into specific projects that will deliver the result, benefit or transformation promised.

2.   Benefits realization: This starts with validating the business case and ownership of the benefits, and is typically realized three to six months after the project/program delivery via operational budget savings, reductions or reallocations. Few organizations realize the benefits because they are often too optimistic in the upfront business case and fail to follow through by ensuring that operational budgets reflect the promised savings or headcount efficiencies. 

3.   Project/program delivery: The foundation of portfolio management is good project and program execution to deliver the product, service or result on time, on budget and per the scope. It doesn’t matter if it’s agile, waterfall or hybrid. Although the portfolio manager may not be responsible for the delivery, the delivery affects the portfolio value.  Ensuring that the portfolio value is realized means ensuring the project or program was delivered effectively and efficiently regardless of the methodology.

3.   Communicate Effectively

Working on the portfolio level means that you’re communicating a vast amount of information—anywhere from 15 to 50 projects and programs—in an actionable way to executives. I’ve had executives tell me, “Don’t tell me what’s going right, tell me what’s going wrong and how to fix it.”  Your role is to remember the four “C”s—clear, concise, compelling and credible. Be to the point, tell the story and build trust with a clear plan of action to fix any potential issues proactively. 

Posted by Jen Skrabak on: August 07, 2017 11:41 AM | Permalink | Comments (10)
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