Great preparation goes into identifying the right project manager for the job—including determining the project’s delivery complexity, defining the role profile, selecting interview questions and validating professional certifications.
However, the interview process shouldn’t end once the new project manager is hired. A recurring interview process ensures project managers remain a good fit. It also helps showcase a project manager’s capabilities to instill confidence among leadership groups, stakeholders and team members—especially if elements drastically change, as they are wont to do.
Not every project manager is a good fit for every project. Original assumptions that lead to the initial acquisition of a project manager may not hold true as the project progresses. And poor outcomes often result from hasty decisions to get a project manager on-boarded as quickly as possible to start a project within a desired timeframe.
Here are three questions that not only ascertain the health of a project, but also the fit of the project manager. Depending on the outcome, you may choose to retain the project manager or replace them with someone who is a better fit.
1. Where are we now?
Being able to confidently articulate and identify the true position of a project and the recent progress velocity to get to that position is a foundation of project management success. Failure to know where the project currently resides puts future progress at risk.
Assisting the project manager in this determination of project position includes schedule and budget performance metrics, resource availability, dependencies, risk, issues and other inorganic position indicators. In addition, a project manager should be able to organically identify the “so what” implications and potential remedies required to create a three-dimensional view of project progress.
2. Where will we be in six weeks?
An old adage says that a point shows a current position, two points make a line and three points make a trend. Project managers should be constantly triangulating their project trajectory from their current position. If they can’t, they’re putting the project’s finish in jeopardy.
This six-week timeframe means a project manager can have a clear vision of the visible road ahead, but isn’t so far where they have to speculate well beyond a reasonable horizon.
Use of predictive quantitative methods and tools and prior project experience can help a project manager confidently state where the project is headed.
3. What changed from the original project scope?
Change is constant. It takes many forms and has diverse impacts. Additions or revisions of functional requirements, technical requirements, different implementation approaches, new expectations, supplier complexity, unfunded mandates and other events make up the aggregate, ever-changing landscape of a project.
While the project manager does his or her best to control identification, processing and action around changes, in some cases the aggregate impact of change can overwhelm.
In many cases, changes—such as leadership changes, new suppliers, as well as portfolio management actions that can merge existing projects—have nothing to do with the project manager’s capability. But when the depth and breadth of project change exceeds the capability of the project manager, it may be time to secure a replacement.
What line of questioning might you use to ensure that a project manager continues to be a good fit for the project they were hired for?
by Dave Wakeman
Project management is a hot topic lately. In casual conversations, I’ve heard about the rise of project managers in legal, in sports and in government.
But this recent fame doesn’t mean we’ve gone mainstream. It’s likely that most people still don’t have a full grasp of what project managers do, why they are valuable and what they can really mean to an organization.
That’s why we have to continue promoting the role. I’ve pulled together a few talking points you can use the next time project management comes up in casual conversation.
1. Project managers are great at helping to solve the right problems.
This came up when I was talking about project managers in law. The question was, “How do we know we are doing this project management stuff correctly?”
The answer is a little more complex because you can never be completely sure if you are solving the right problems.
But, project managers who are very active in the planning and scope phases can frame the conversation in a manner that helps get to the root cause of the challenge. That helps organizations not just solve the loudest or most immediate challenge, but address the issue that is going to provide the most valuable long-term ROI.
2. Project managers aren’t just techies.
I’ve never led a technology project in my life. And, unfortunately, too many people equate project management with IT projects.
Ultimately, our best professionals—no matter what their industry—are often project managers without even knowing it.
This is a point you can highlight with your friends, colleagues and curiosity seekers by talking about the way that you communicate, plan, look for logical next steps and adapt to the situation.
In that way, project managers are just like everyone else.
3. Project management can take an organization from failure to success.
In startups, you hear “project management” thrown around pretty regularly. But, in truth, having solid project managers involved is the difference between success and failure.
In many startups, or new project situations, the whole framework of the project is based around an idea, a solution or a theme. This can often lead organizations down a road of throwing things at a wall and hoping something sticks. No rhyme or reason. Just action.
Fortunately for us, as project managers, planning is drilled into our psyche—and planning is the skill most crucial to success.
You don’t need more ideas for how to solve the problem, and you don’t need more people trying to figure out what will stick.
You need a plan of attack with a process in place for collecting feedback and adjusting accordingly. This is basically the textbook definition of a project manager’s role.
To me, any attention to the project management role is great. But if we don’t talk about project management in the right way, I think we miss an opportunity to expand the profession’s impact across industries.
How do you talk about project management and promote the profession?
Playing the Right Leadership Role
Education and Training,
Human Aspects of PM,
New to Project Management,
Reflections on the PM Life,
Categories: Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Facilitation, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, New to Project Management, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Roundtable, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis
It is not unusual for project leaders to fill a variety of leadership roles over the course of the many unique initiatives we take on.
As I transition from one client, program, employer or team to another, my personal challenge is to quickly work out the best leadership role to play in my new environment. Therefore, I find it helpful to have some knowledge of leadership theory and research.
Leaders must understand the role they fill in relation to staff and management. That typically falls into three categories, as defined by Henry Mintzberg, Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University, Montreal, Quebec, Canada:
Interpersonal: A leader who is either organizing the firm or a department, or acting as an intermediary. He or she is the figurehead, leader or liaison.
Informational: A leader that gathers, communicates and shares information with internal and external stakeholders. He or she is the mentor, disseminator, and spokesman.
Decisional: A leader that governs and has to make decisions, manage conflict and negotiate accords. He or she is the entrepreneur, disturbance handler, resource allocator and negotiator.
During one of my recent transitions, I thought I was a decisional leader, but I was expected to play an informational role. When I acted on information rather than sharing it and gaining consensus toward a common goal, my team was very confused. That’s why it’s so important to know the role you’re expected to fill.
When you start a new effort, how do you determine what role you’re expected to play? How has that contributed to your success?
by Peter Tarhanidis
I’ve served in various leadership roles throughout my career. In one role, I worked with engineers to build and deliver a technical roadmap of solutions. In another, I was charged with coordinating team efforts to ensure a post-merger integration would be successful.
All of my leadership roles ultimately taught me there’s no-one-size-fits-all style for how to head up a team. Instead, the situation and structure of the team determines the right approach.
Traditional teams are comprised of a sole leader in charge of several team members with set job descriptions and specialized skills, each with individual tasks and accountability. The leader in this environment serves as the chief motivator, the coach and mentor, and the culture enforcer. He or she is also the primary role model—and therefore expected to set a strong example.
But, this traditional team setup is not always the norm.
Take self-managed teams, for example. On these teams, the roles are interchangeable, the team is accountable as one unit, the work is interdependent, the job roles are flexible and the team is multi-skilled, according to Leadership: Theory, Application, & Skill Development, written by Robert M. Lussier, a professor of business management at Springfield College in Springfield, Massachusetts, USA.
On a self-managed team, each person’s capabilities support the team’s overall effectiveness. While these teams do need to have their efforts coordinated, they spread leadership accountability across the group.
Members each initiate and coordinate team efforts without relying on an individual leader’s direction, according to Expertise Coordination over Distance: Shared Leadership in Dispersed New Product Development Teams by Miriam Muethel and Martin Hoegl.
Effective leaders adjust their style to the needs of varied situations and the capability of their followers. Their styles are not automatic. Instead, they get to know their team members and ensure their teams are set up to succeed.
How do you pick the right leadership style to use with your teams?
By Kevin Korterud
Beware: Strategic initiatives aren’t the same as typical projects—they tend to be considerably more complex. For example, strategic initiatives are usually bound by some form of dramatic urgency around schedule (regulatory, market), costs (process improvement) or consumer satisfaction (subscription, satisfaction).
But the differences don’t end there. Let’s look at some other complex dimensions that must be considered when leading a strategic initiative:
1. Stakeholder Management
The stakeholder landscape is much more broad on a strategic initiative than a project. In strategic initiatives, stakeholders typically span multiple departments within a company, creating multiple primary stakeholder groups. And these stakeholder groups will often have nearly equal shares in the success of the initiative, thus creating potential authority conflicts.
In addition, there are also governance functions—risk management, legal, etc.—that will have either a primary or secondary stakeholder role.
The complex stakeholder landscape necessitates communication processes that serve vastly different audiences. There exists both a two-dimensional communications problem: one dimension is horizontal (i.e., across stakeholders) and the other is vertical (i.e., involving higher levels of leadership). What once was a linear communication process on a project now becomes more of a matrix process to deal with the breadth and depth of stakeholders.
Communications will need to be carefully tailored to different functions and levels of stakeholders. For example, more detail for operational functions, and simple, high-level summaries for leadership consumption.
3. Progress Tracking
Strategic initiatives bring with them inherent complexities that can quickly overpower the progress report tracking processes that are commonly used to manage projects.
For example, strategic initiatives will typically have more suppliers than on a typical project. These additional suppliers bring with them different commercial arrangements, delivery methods, status reporting formats and progress metrics. On top of that, all of these progress tracking components need to be harmonized across the various suppliers in order to achieve a cohesive and durable view of progress position.
Project managers will need to review, refine and agree on common progress tracking processes, reporting and metrics that are universally accepted by all suppliers. By creating this single harmonized view of progress tracking, you are more readily able to identify and address delivery volatility.
When first presented with the prospect of leading a strategic initiative, project managers need to balance the excitement of leading a high-visibility engagement with the practical realities of effectively and efficiently managing delivery. By putting essentials in place, project managers can successfully move on to the next step in the career journey: leading their second strategic initiative!
What essentials can your share with project managers new to strategic initiatives that will put them on the path to success?