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

Past Contributers:

Jorge Vald├ęs 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

Do You Understand the Critical Path Method?

Find Purpose to Unlock Exceptional Performance

What is project success?

Predicting Performance: There Must Be a Better Way

Driving Diversity of Perspective

Do You Understand the Critical Path Method?

By Ramiro Rodrigues

 

The term path is used for a sequence of activities that are serially related to each other.

 

Imagine, for example, that your colleagues have decided to organize a barbecue. After dividing up the work, you are responsible for hiring the catering services. For this task, you are likely to have to look for recommendations, check availability and prices, analyze the options and then choose the best one. These four activities are a path. In other words, they are a sequence of activities that must be carried out sequentially until a final goal is achieved.

 

A project manager’s job is to estimate the duration of each planned activity. And if we return to our example, we could consider the possible durations:

  • Activity 1: Seek professional recommendations—three days
  • Activity 2: Make contact and check availability and prices—six hours
  • Activity 3: Analyze the options—one day
  • Activity 4: Select the best option and confirm—two hours

 

This sequence of activities will last 40 hours, or five workdays. And since the whole barbecue has been divided among various colleagues, other sequences (or paths) of activities—such as choosing the venue, buying drinks, organizing football, etc.—will also have their respective deadlines.

 

The critical path will be the series of activities that has the longest duration among all those that the event involves.

 

Let's imagine that the longest path is precisely this hiring of the catering services. Since the process is estimated to take five days, the barbecue cannot be held at an earlier time. And if it were held in exactly five days, all the activities involved in the path have no margin for delay. This means that if, for example, my analysis of options is not completed on the date or within the duration planned, then the barbecue provider will not be selected in time, which will invariably lead to the postponement of the barbecue—and leave a bad taste in my co-workers' mouths.

 

Under the critical path method, there is no margin for delay or slack. If there is a delay in any activity on that (critical) path, there will be a delay in the project. At the same time, other "non-critical" paths can withstand limited delays, hence the justification of the term.

 

It is the duration of this path that is setting "critical" information for all projects—when all the work will have been completed.

 

Do you use the critical path method in your work? If so, what are your biggest challenges?

Posted by Ramiro Rodrigues on: September 21, 2018 04:42 PM | Permalink | Comments (3)

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 (8)

Driving Diversity of Perspective

Categories: Best Practices

by Dave Wakeman 

It’s easy to assume that the people we work with have the same viewpoint as we do about the projects we’re working on and the jobs we’re doing. 

That’s often not the case. In every instance, people are going to see the project differently than we do. And that’s not a bad thing. 

This diversity of perspective can have a positive impact on our projects in several ways:

It can lead to new solutions. 

In your projects, you might know the big picture, but your team doesn’t always know it. That’s great because they can give you a different perspective about what is going on inside a project and some ideas for solutions.  

You can encourage them to bring these ideas to you by wandering around. According to business guru Tom Peters, leaders should work to create opportunities for conversations that are spontaneous and often insightful. 

It can give rise to new experts.

The old days of command-and-control project management is over—dead and buried. 

In today’s world, it is unlikely that you are going to be an expert in most areas of your project. This provides a tremendous opportunity because you can actually use your lack of expertise to encourage other people to share theirs. 

Often team members don’t get to communicate their expertise because the communications systems that we have put in place don’t allow specific expertise to bubble up. 

To make the most of the diversity of expertise on your project, spend some time consciously asking people for their opinions about the project, their tasks, milestones and things they have learned. 

This can be during meetings or outside of any formal setting or process, but the key is to encourage as much sharing and communication as you can. 

It can free project leaders from having to have all the answers.

The problem with leadership roles is that we often feel compelled to have an answer, even the answer. 

The problem is that no one has all of the answers. The other problem is that all too often our egos get in the way and we feel like we have to give all the answers or give the final decision no matter what. 

This can hold us back. To maximize the impact of the diversity of your teams, you have to recognize that you don’t need to be the know-it-all. You just have to be willing and able to understand various points of view, ideas and explanations. Then you must be able to take action and get people onboard. 

So, how are you taking advantage of a diversity of perspective? 

BTW, if you like this blog, I do a weekly newsletter focused on value, leadership, strategy and more. I'm happy to send it to you, just drop me a note at dave@davewakeman.com with newsletter in the subject line. 

Posted by David Wakeman on: August 23, 2018 01:47 PM | Permalink | Comments (12)

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 (28)

The Next-Gen PMO

by Jen Skrabak, PfMP, PMP

Project management offices (PMOs) have gained wide acceptance thanks to their ability to ensure the success of projects and programs. More than 80 percent of organizations have PMOs.

But, there is still some confusion with PMOs, as the “P” in PMO can refer to project, program or portfolio. At the same time, PMOs have been thought of as one of three categories:

  • Supportive: Low-level of control with a focus on status reporting and passive monitoring. This type of PMO has low authority, low visibility within the organization and performs primarily administrative functions. Project managers are usually part-time resources and report into functional areas.
  • Controlling: Moderate level of control and oversight over programs and projects. In this PMO, an overall project management framework, plus templates and tools, are in place. Project managers and other support staff (business analysts, project coordinators) report directly or matrixed into the PMO.
  • Directive: High-level of control over programs and projects. This PMO has a lot of authority and visibility within the organization to drive overall execution of programs and projects. Project managers, business/IT leads and other support staff report directly into and are accountable to the PMO.

The Next-Gen PMO, however, is disrupting these traditional categories. In the Next-Gen PMO, the focus is on ensuring the successful delivery of organization-wide strategic initiatives. In addition to traditional PMO functions, such as providing project management tools, templates and training, the Next-Gen PMO is responsible for organizational results. They also report directly to a C-suite executive within the organization. 

I see the four critical functions of the Next-Gen PMO as:

  1. Strategic Focus: Align, prioritize and focus the organization on the top critical initiatives based on organizational capabilities as well as constraints, such as resources or culture. The PMO should operate at the strategic level with executives, and align supply and demand of resources. That may include financial (such as budget), human (not on just number of people available, but skill and capability), or organizational culture (such as the capacity to absorb change, particularly sustaining change over time). 
  2. Governance: Implement the appropriate executive governing board with authority to make hard decisions. Decisions may involve escalated issues/risks, resolving resource contentions, as well as which projects/programs to start, stop and sustain. Often, governance is engaged in starting new projects — particularly low or underperforming ones — without appropriately counterbalancing which projects may have to be stopped in order to free up resources
  3. End-to-End Delivery: This takes a dedicated, seasoned project manager with authority and accountability to the PMO to define, plan and deliver the project, along with identifying appropriate resources and ensuring sponsor support and engagement. The PMO should create a culture where project management is valued and seen as a business enabler to successfully delivering projects. They should develop a roadmap of key initiatives, dependencies and resources that provide value to the organization. That cohesively brings together projects and cross-functional departments that are aligned to strategy.
  4. Benefits Realization: Achieving the promises of project proposals starts with a robust business-case review process, as well as ongoing monitoring for performance and its impacts on the benefits. The PMO should establish success criteria and KPIs to monitor project and portfolio health, and take corrective actions as needed to ensure that the original ROI is met.

Is your organization embracing the Next-Gen PMO?

Posted by Jen Skrabak on: August 02, 2018 06:45 PM | Permalink | Comments (15)
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