By Wanda Curlee
Some believe that project management needs a complete overhaul. Whether you agree or not, there’s no doubt that technology is driving radical change. As I have mentioned in different blogs and presentations, I believe that artificial intelligence (AI) and the Internet of Things (IoT) will have a large impact on the next generation of project managers. Thanks to this new tech, project managers will be adding more value, versus completing mundane tasks.
Technology will do the mundane for the project, program or portfolio manager. So, what will be left for the practitioner to do? For starters, the project manager will be able to focus on the many things put to the side because they’re doing their best to keep stakeholders informed and complete routine tasks, as well as trying to maintain their sanity.
Targeting the Mundane
The good news is, AI and IoT will take on these mundane tasks. Technologies will be able to review a schedule and track down those who haven’t inputted their time. The schedule options, along with recommendations, will be provided to the project manager.
And that’s not all: Tech can also assist with drafting presentations and status reports. The project manager can then add the final touches. Potential risks can be assessed and the probability and cost to the project can be determined.
Impact on the Project Manager
They’ll also have to deal with problem resources already on the project. This may mean less qualified individuals who aren’t able to do the work (through no fault of their own), those who are unhappy on the project and are projecting the feeling throughout the project, and those who are lazy, among other things. The project manager may need to counsel these individuals or may even have to fire them, which, of course, creates risk for the project.
In addition, the project manager may have to deal with subcontractors and vendors. More attention can be paid to higher-level risks and preventing or minimizing their occurrence.
Integration management is also an area of focus. There are project managers who put this aside because they feel if the schedule is all right, the project integration is handled. This is not true. There may be individuals who are not sharing their information promptly, or those who are producing a major milestone but have a family emergency. Without them, no one else can finish a milestone that’s critical to the remainder of the project.
Predicting the future is hard. Time will tell how technology will be used in project, program and portfolio management. Technology should not be considered a silver bullet, but a means to provide help with everyday tasks, allowing leaders to devote time to value-added work.
What do you think: How will future technology change the way we manage projects?
By Kevin Korterud
The definition of a successful PMO has changed over time. Today, a highly complex delivery ecosystem is the norm in most organizations. So PMOs that serve primarily as a “back office” function, providing only operational support services, are not seen as adding value. They are viewed as a means of reducing costs by assisting project, program and product managers with operational tasks.
The same can be said for the PMO lead in today’s modern organization. Organizations are turning to their PMO leads to share insights, impart predictability and strive towards the preservation of business value. Today, leads need capabilities that to a great degree mirror their project, program and product delivery leadership counterparts. A highly visible leader with a broad perspective across both delivery and business operations is rapidly becoming a key role in a delivery organization.
Based on the changing PMO landscape, here are what I see as the three essential characteristics of contemporary PMO leads:
The inherent complexity of projects and programs continues to increase as more of the business landscape is automated. In addition, there is growing opportunity for technology and process innovation. Projects and programs can morph into persistent and recurring product development, which in turn creates an environment where delivery is continuous.
PMOs over time have also matured in lockstep with delivery complexity and persistency. PMO service groups have mechanized and industrialized PMO processes to support this growth. In concert, the charter of a PMO has shifted from being just a pure service function; it is now expected to serve as a predictor as well as an enabler of delivery.
These factors put a PMO generalist at a distinct disadvantage. With higher expectations, it’s key that PMO leads have project, program and product delivery experience. These delivery skills provide insights and observations that are more organic in nature and go beyond what is found in status reports; their delivery experience allows them to get to the “so what” insights as well as to realistically predict delivery trajectory. In addition, prior delivery experience makes them more credible as a PMO lead with their project, program and product delivery peers. This also gives them the capability to become an adjunct delivery lead where required.
2. Ability to Conduct Delivery Assurance Reviews
Organizations today can have hundreds of concurrent projects, programs and product delivery initiatives. In addition, the use of delivery performance metrics and other indicators can vary widely. While metrics have always been a useful starting point to determine the overall health of delivery, they don’t always reveal potential volatility in a timely manner.
Delivery assurance reviews go beyond the metrics to explore the factors behind the current trajectory of project, program and product delivery. These reviews are objective examinations conducted on behalf of an organization’s senior leadership to uncover potential delivery “surprises” not visible in status report metrics. The accumulation of delivery surprises over the entire portfolio can readily add up to a significant loss of value.
Leveraging their prior experience, today’s PMO leads are adept at conducting delivery assurance reviews. Enabled with a PMO charter that has been approved by senior leadership to mitigate delivery surprises, the combination of prior delivery knowledge as well as a value-driven mindset allows them to successfully execute delivery assurance reviews. Their organic ability to answer the questions “Where are we, where are we going and will we get there in time?” positions the PMO lead of today as a key team member within a delivery organization.
Today’s delivery ecosystem is a highly complex, fast-moving environment that demands a high level of people engagement. As a project, program or product delivery leader, the ability to seamlessly connect with organizational leadership, stakeholders and suppliers has proven a key factor in delivery success. The same can be said about today’s PMO leads.
In the past, PMO leads and their respective teams were viewed more as an accessory to core delivery activities. Their services were employed directly to a project, program or product delivery lead; they rarely interacted with senior leadership, stakeholders or suppliers. However, today’s delivery ecosystem can tax the capacity and capability of delivery leadership. They need a peer partner who will help them achieve delivery success. To do so requires that the PMO lead understand both delivery and business operating models.
This new PMO interaction model requires that a PMO lead possess a persona that can credibly engage with senior leadership, stakeholders and suppliers. They need to understand both delivery and business operations; the latter coming about from either professional study or exposure through prior delivery experience. While a PMO lead cannot understand every facet of business operations at a deep level of detail, having this exposure makes for more efficient and effective engagement with stakeholders as well as suppliers who are also key contributors to delivery success.
The PMO Lead of Tomorrow
Not long ago a colleague told me they were going to take on a PMO role in an organization. When asked about their motivation to do so, they shared that there were no current project, program or product delivery lead roles open, so they thought this would be a good place to start in this organization.
Much to my delight, this person had a strong background in delivery, professional training in relevant areas of business operations as well as plentiful experience engaging with leadership, stakeholders and suppliers. I smiled to myself that although they had no prior PMO experience, they had all of the right skills to succeed as a PMO lead.
PMO leads need all three of these skills in order to succeed in today’s modern delivery ecosystem. For the PMO lead of tomorrow, they’ll require even more skills to deal with ever-increasing demands for project, program and product delivery. This will position them to play an even greater role in the delivery success of an organization.
I’d love to hear from you: What do you think makes for a good PMO lead?
By Conrado Morlan
Did you know PMI is supported by volunteers from around the world? I had no idea when I first joined PMI in 2005.
That changed in October 2007 when I joined the ranks of PMI volunteers, a community of practitioners who give their time to work on activities that make a difference around the world. I learned about the many services undertaken by volunteers, including writing PMI standards, preparing questions for certification exams, organizing global conferences and presenting at PMI events. And the list goes on and on.
My first opportunity as a PMI volunteer came three or four months after I registered as a volunteer: participating in an item-writing session for the Project Management Professional (PMP®) exam in Philadelphia, Pennsylvania, USA. At first, I had too many questions and felt daunted. Would I be able to deliver? Am I experienced enough? Would I be called again after this session?
When I arrived in Philadelphia, I put that feeling away and got ready to spend three days with a selected group of experienced project management practitioners from the United States and Canada. The session was quite productive; we shared our personal experiences and produced great material for the next version of the PMI certification exam. The experience was one of a kind; I could not believe everything I learned in three days, and for free.
I went on to participate in sessions in São Paulo, Brazil; Mexico City, Mexico; Washington, D.C., USA; Macao, China; Amsterdam, the Netherlands; and more. I had the fortune to write items for the PMP, Program Management Professional (PgMP)® and Portfolio Management Professional (PfMP)® certification exams.
But that was just the beginning. I kept looking for volunteering opportunities and, on several occasions, submitted papers for PMI congresses in North America and Latin America. Many of my papers were accepted and well received by audiences across the globe.
Through the years, I also have supported local chapters as a keynote speaker or guest speaker in Dallas, Texas, USA; Mexico City, Mexico; Costa Rica; and Nuevo León, Mexico. This has enabled me to share my experiences working with multicultural project teams and meet practitioners from different latitudes.
In 2009, at the congress in Orlando, Florida, USA, I tried something new: writing columns for a special edition of PMI Today. I then co-authored articles for PMI Community Post, have been quoted in several PM Network articles and, as you know, am a frequent contributor to Voices on Project Management.
My proudest moments as a volunteer were when I was selected as a core team member to develop the Implementing Organizational Project Management: A Practice Guide and The Standard for Organizational Project Management in 2013 and 2016, respectively. The opportunity to interact with other project leaders from around the world and contribute to the profession was extraordinary.
If you’re still wondering why I am grateful to be a PMI volunteer, try it for yourself. Take the opportunity to live your profession with passion. See what you can gain by sharing experiences with other colleagues while developing and mastering your skills in a friendly environment.
What are you waiting for? Make your mark and join the local or global volunteer team to grow and advance the project management profession.
By Ramiro Rodrigues
A good definition of the word “maturity” is the state of people or things that have reached full development.
For entities such as business organizations, maturity needs to be associated with a specific expertise. This can apply to operational, technical and also project management maturity.
Project management maturity means that an organization is conditioned to evolve qualitatively in order to increase the chances for project success.
To this end, there are both paid and free maturity evaluation models on the market. The application of one of these models allows you to achieve the first important objective: identifying what stage your organization is at.
This step is difficult, given the complexity in trying to compare whether an organization is doing its projects well in relation to others, without being contaminated by individual and subjective perceptions. Often, most models will question various aspects of how projects are executed and produce a score for ranking. With this result, the models will classify the organization's current maturity level.
Once this level has been identified, the next step is to try to plot an action plan to move to the next level. Here is another benefit of a good maturity model: Many offer references to the most common characteristics expected in each level. With this, it is easier to draw up a plan of action focused on the characteristics expected at the next level. This progress should be incremental—one level at a time.
The action plan should be thought of and executed as if it were a project, following the good practices and methodology of the organization itself. It should be scaled to be completed in time to allow its gains to be observable and perceived by the organization. This will then cause the expected positive impacts in the next cycle of a new maturity survey.
In summary, the steps to be followed are:
1. Apply a maturity search.
2. Evaluate and disseminate the results of the first survey.
3. Develop an action plan.
4. Rotate the project to the evolution of the level.
5. Go back to step one and continuously improve.
By following this sequence, you can foster a constructive cycle in your organization as you continue to evolve your ability to execute projects.
I’d love to hear from you: Have you used maturity models in your organization?
By Christian Bisson
When I was asked to write about a project that inspired me in the last 50 years, I didn’t have to look back further than last year. That’s when I had the chance to act as scrum master for a newly formed team.
We had seven weeks to build software from scratch that would be demonstrated at a conference and used by hundreds of people. Since the conference was centered on artificial intelligence, it was mandatory that our demo used AI. Our idea was a game where the player spelled words using real sign language. The game was displayed on a television hooked up to a camera, which filmed the player’s hand.
The hand’s position was then recognized and matched to a letter of the alphabet. The player received points based on the speed at which he was spelling the words displayed on the screen.
We had a great team composed of two developers, a designer, two AI researchers, a product owner and me (scrum master). Our small, dedicated team would empower us to deliver the software we needed to build from A to Z.
Although concerned about the short time available, everyone was motivated and excited to build this amazing software, knowing the visibility it would get.
Since the scope wasn’t fully defined and the user experience was key, we needed to deliver usable increments to test. We needed a framework that would allow us to deliver quickly and adjust to the requirements as they were refined. Scrum was the obvious choice, even though most of the team was completely new to it. The majority of the team came from a software background, so they knew what it was on paper. However, for the AI researchers, it was completely unknown.
Many start off with the team they need, but then obstacles come their way and prevent them from moving forward. These could be anything from unavailable stakeholders to people being pulled off the team to poor requirements.
However, in this case, it was everything you would want from agility/scrum:
It was amazing to see the collaboration when we needed users to test; after a quick Slack message to everyone in the company, we would suddenly have a lineup of people available to play the game.
When I think back on our success, all I remember are the people working together to create something great. It wasn’t even about being “agile.” For the team it was, “Let’s get this done!” and for everyone who supported us, it was “Let’s help our colleagues!” There was nothing more, nothing less—exactly how it should be.
I’d love to hear about the most inspiring project you’ve worked on in your career. Please share below!