Voices on Project Management

by , , , , , , , , , , , , , , , , , , , , , ,
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.

About this Blog

RSS

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

Past Contributers:

Jorge Valdés Garciatorres
Hajar Hamid
Dan Goldfischer
Saira Karim
Jim De Piante
sanjay saini
Judy Umlas
Abdiel Ledesma
Michael Hatfield
Deanna Landers
Alfonso Bucero
Kelley Hunsberger
William Krebs
Peter Taylor
Rebecca Braglio
Geoff Mattie
Dmitri Ivanenko PMP ITIL

Recent Posts

Do You Know The 3 Drivers Of Project Success?

It’s Time for a Long, Hard Look at Processes

Trust: The Secret Ingredient to Project Success

The Traps of Textbook Scrum

Assessing Risk in the Real World

Do You Know The 3 Drivers Of Project Success?

by Dave Wakeman

I recently came across some of management guru Peter Drucker’s thoughts on project management. 

As often happens with Drucker’s writing, the lessons he wrote about many years ago are still applicable today. 

In his thinking about project management, Drucker came up with the idea that it really came down to three ideas: objectives, measurements and results. 

Let’s take each of these areas and think about how we should approach them today. 

Objectives: Many projects get stuck before they even begin, due to a poor framing of the project’s objectives. We should be undertaking our projects only when we have moved through the project-planning phase to such an extent that we have a strong grasp of what we are hoping to achieve. 

These objectives shouldn’t be fuzzy or wishy-washy. They should be solid and rooted in the overall strategy of the organization you are performing the project for. 

This means you have to ask the question: “Does this project move us toward our goals?”

If the answer is “yes,” it’s likely a project that should be launched.

If the answer is “no,” it’s likely a project that needs to be fleshed out more, rethought or not undertaken at all.          

Measurements: Drucker is famous for this adage: What gets measured gets managed. 

In thinking about project management, measurements aren’t just about being able to improve project delivery. They’re also essential to ensure the project is headed in the right direction. 

To effectively measure our projects, we need to have laid out key measurements alongside the project’s objectives. 

The measurements should be specific, with expected outputs and completion dates, so you can affirm whether you are on schedule, behind schedule or ahead of schedule. 

At the same time, the measurements should inform you of your progress as it compares to your strategic goals. 

Results: Ultimately, projects are about results. 

To paraphrase another great thinker, Nick Saban: If you focus on doing your job right on each play, you’ll put yourself in a position to be successful at achieving your goals.

Saban coaches U.S. football, but this works just as well for all of us in project management. 

If we are focusing our energy on tying our projects to our organization’s strategy, through this strategy we focus our project efforts on the correct objectives in line with our strategy. Then we use those objectives to measure our progress against the strategy. We should be putting ourselves in a position to get the results that we need from our projects. 

These results should be measured as positive outcomes. In Saban’s case, that’s wins. In your case, it might be a new technology solution, a successful new ad campaign or a profitable fundraising effort. 

To me, reviewing Drucker’s thoughts on project management is a reminder: Even though there is a constant pull of new technologies, never-ending demands on our attention and a world where change feels accelerated, sometimes the best course of action is to step back, slow down and get back to the basics.

 

Posted by David Wakeman on: January 18, 2019 10:02 AM | Permalink | Comments (8)

Trust: The Secret Ingredient to Project Success

By Marian Haus, PMP

Trust is defined as a “firm belief in the reliability, truth, ability or strength of someone or something.”

Isn’t that what we all want in our professional and private lives?

Imagine a project with little or no trust between the project manager, team members and stakeholders. In such an environment, communication is opaque and piecemeal, and what’s communicated to you depends on your position in the organization. Silos are built to protect individuals, positions and knowledge. As for assignments, they’re meticulously planned and controlled, and work is delegated and rigorously followed up on.

I could go on and on.

Without trust, companies won’t survive for long in today’s world of VUCA (volatility, uncertainty, complexity and ambiguity). Without trust, for example, how can you as a project manager quickly respond to constantly changing customer expectations and environmental conditions?

The absence of trust is at the basis of the pyramid of The Five Dysfunctions of a Team by business consultant and speaker Patrick Lencioni. According to this model, conflicts cannot be solved creatively without trust. The lack of trust erodes people’s commitment, engagement and accountability—and therefore makes it difficult to attain goals and results.

I believe the evolution of project management over the past two decades is due in large part to the way trust is now valued in projects and in business. It’s an enabler for individual and organizational success. People are more empowered than ever to work independently (i.e., with no micromanagement) and to collaborate in trustworthy environments.

Companies that understand this have trust as a core value of their corporate culture and part of their corporate DNA. Leaders, project managers and employees of these organizations are not struggling to gain the trust of their peers. They are benefitting from and supporting the implementation of cultural changes based on trust, openness and fair collaboration.

How can project managers lead by example and work to create a trustworthy project environment? Here are some tips:

  • Take time for giving and building trust, instead of expecting it unconditionally.
  • Treat yourself and others with respect. People will notice this—and follow suit.
  • Communicate clearly and openly, without a hidden agenda.
  • Be direct, fair and predictable.
  • Stay in front of your team and protect them when facing adversities. This will show them they can rely on you.
  • Delegate not only work and responsibility, but also accountability. This increases engagement and trust.
  • Stay behind your team and back it when mistakes occur. Tolerate and admit mistakes. This strengthens trust and promotes learning and innovation.
  • Empower your team with the right tools to increase collaboration and share knowledge. This will break silos and improve the work climate.
  • If possible, get the team collocated (i.e., located in the same physical space). This will increase direct interactions between individuals and keep people from hiding behind processes or tools. Ultimately this will increase the team’s efficiency.

By behaving in a trustworthy manner and leading by example, you’ll gain your team’s confidence. People will rely and count on you in any circumstance.

How do you drive trust in your projects and organization?

 

Posted by Marian Haus on: December 24, 2018 03:47 AM | Permalink | Comments (24)

3 Tips for Building a Strong Project Team

A great emphasis is often placed on the selection of a project manager. Much has been written about the need for training, credentials, experience and ability to engage with stakeholders as the keys to a successful project.

 

But, I have not seen a similar level of attention paid to the selection of project team members. In fact, I believe many project stakeholders think there are only two roles on a project: project manager and everyone else. It’s often thought that project managers can surmount every difficulty a project may encounter—and that other team members are less of a consideration.

 

In reality, the selection of team members is as important as the selection of a project manager.

 

Here are some techniques I use to make good choices as I put together a project team:  

  1. Match Personalities to the Urgency of Project Completion   

Every project has a dynamic driven by the urgency of completion. This dynamic varies by the rigidity of the finish date, required project duration and the number of outside dependencies. Examples of projects with high levels of urgency include regulatory compliance, merger and acquisition and internal corporate mandate projects. Projects with lower completion urgency tend to be longer in duration, but also often are quite complex in nature—think transformations, large system integrations, etc.

The dynamics around urgency of completion help shape the selection criteria for project team members. For higher urgency completion projects, I tend to go with people who exhibit high creativity and the ability to deal with high uncertainty. For lower urgency completion projects, I typically select people who are more measured in their actions and show consistent execution over long periods of time.

I also try to select one person for the team who has the opposite social style as others to serve as a counterpoint, which can be very healthy for a project. This ensures that a balanced perspective is being employed by the project team to resolve issues.

 

2. Look for Learning Experiences

When selecting team members, I ask them to share the greatest learning experiences they’ve had on past projects. These learning experiences can take the form of working on troubled projects, handling issues with project team members or managing adversity in their personal lives.

These learning experiences build confidence and character that is desired not only for the person being selected for the project, but also for mutual growth with other people on the project. Effective project resources tend to exhibit strong performance in the face of adversity. Project team members with these skills are essential to building a strong, synergistic project team.   

A lack of learning experiences tends to indicate a more narrow range of capabilities, which would not contribute to building a strong project team.  

 

  1. Identify a Second-in-Command   

Project managers are often pulled in many different directions, which can slow a project’s progress.

To remedy this situation, make one of your team members your second-in-command on the project. They can backfill in times of high engagement to help resolve issues and keep the project team going.

The other benefit to having a second-in-command is the valuable development opportunities the role provides. He or she gets to experience active project management while having the safety of the project manager for guidance. I have found over the years that people who perform well in second-in-command roles perform extremely well when they become full-fledged project managers.

 

I once had a senior project manager tell me, “Your team is only as strong as your weakest link.” Picking the right team is as important as selecting the project to manage. A rush to staff team members quite often leads to a re-staffing exercise that consumes precious time and energy, not to mention being disruptive to the team. Considerable care and patience are required to build an effective project team.

 

What good and bad choices have you made when selecting team members for a project? I’d like to hear about them.

Posted by Kevin Korterud on: November 10, 2018 06:50 AM | Permalink | Comments (12)

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 (11)

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 (33)
ADVERTISEMENTS

"No Sane man will dance."

- Cicero

ADVERTISEMENT

Sponsors

Vendor Events

See all Vendor Events