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

Past Contributers:

Jorge Valdés 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

Find Purpose to Unlock Exceptional Performance

What is project success?

Predicting Performance: There Must Be a Better Way

Driving Diversity of Perspective

The Advantages of the Hybrid Project Manager

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)

Please Read (Urgent)!

By Ramiro Rodrigues

 

We are experiencing a great contemporary paradox: In spite of state-of-the-art gadgets and collaborative communication tools, which should be streamlining and facilitating work, we feel increasingly burdened with more responsibilities and response requirements.

 

The clearest side effect is the epidemic feeling that we are always short of what we wish we could have read, produced or done.

 

Of course, the benefits that technology has brought us in recent decades are indisputable. The production of human knowledge has gained stratospheric scale. The world has become "flat"—economies are now deeply integrated, and long distances have been collapsed by hyperconnectivity. But this also means that a good share of the world's population can now compete for the same professional space as you and your company.

 

Perhaps this is why recurring publications about better management of time and its countless functions become the focus of attention for the most attentive visitors to bookstores.

 

When everything is urgent, in fact, nothing is. If everything has the same priority, there is no way for anything to stand out. Perhaps this is the central issue behind the stress so many people feel today. Once the urgency of demands is generalized, it becomes difficult to produce high-quality, timely results.

 

What’s the solution? Planning, planning and ... planning. Only a good deal of planning — structured and strategic — allows corporate and project leadership to stay focused on real priorities and meet the right attention needs of their teams.

 

For the individual, planning is also a personal survival tool for organizing and balancing work, personal and social demands.

Posted by Ramiro Rodrigues on: July 10, 2018 11:24 AM | Permalink | Comments (22)

This Much I Know Is True

I don’t have a classic project management background, so I spend a lot of time thinking about ways non-traditional project managers can offer up great ideas to people with more traditional backgrounds. 

Sometimes I find that easy. 

Sometimes I find that rather difficult.

I also spend a great deal of time trying to push people past conventional wisdom. 

Again, sometimes that is easy, but most of the time it is incredibly difficult. 

This got me thinking about what I wanted to talk to you about this month: While the truth remains the same, the interpretation of the truth can change. 

What does that mean to project managers? A lot, actually. 

Here are a couple of the things we have always felt were true and how they can be interpreted differently. 

1. Project management is about implementation. As my 8-year-old son might say, “True! True!”

The reality is that project management is about implementation of a project plan with a desired outcome in mind. 

Yet, as we have seen general business matters change, we have also seen that project managers aren’t just involved in implementation — they’re also involved in strategy. 

How is this possible?

Because we don’t just do things, we also have to be in touch with the skills and desires of the organization and our teams. 

This means we do need to implement. But as much as we implement things, we also have to have business acumen that will allow us to offer up ideas, be confident in our ability to think strategically and drive our team toward the results. 

Like improv comedy, a project manager is all about the “yes, and…” 

2. A project manager’s most important skill is communication.

Communication is likely the most important skill for anyone today. But, for project managers, it’s not simply about communication, but communication that enables people to set priorities and take action.. 

Let me explain. 

Poor communication has stopped more projects from being effective than any other thing in project history. 

But good communication alone won’t fix every issue. Sometimes communication isn’t the real issue — instead it’s about also doing the right things. 

That’s why we need great communication in service of doing the right things and getting things done. Communication is key, but communication without commitment to the right things is the real issue. 

The idea that communication and implementation are super important is still true, but why they are true is up for debate. 

What do you think? 

BTW, if you like this blog, why don't you get my Sunday newsletter. There I focus on business acumen, value, and leadership...along with under ideas. If you'd like to get it, drop me a line at Dave@davewakeman.com with "newsletter" in the subject line. 

Posted by David Wakeman on: June 25, 2018 12:46 PM | Permalink | Comments (12)

High-Performance Teams Are Purpose-Driven

By Peter Tarhanidis, Ph.D., M.B.A.

Program teams should collaborate like a world-class orchestra.

This ideal state of team engagement and performance requires the presence of several key elements, including an engaged sponsor, a governance committee, a project manager and a status dashboard to communicate performance.

However, maximizing this level of performance is especially challenging when working with cross-functional groups, external stakeholders and shareholders. This increases the complexity of the human performance aspects of team management.

I recall one assignment I worked on that required the team to design and build a new centralized model to bring together three different operations. The team was given two additional challenges. The first challenge was to consolidate disparate teams into two geographic centers. They also had to reduce the overall timeline from 18 months to 10 months.

These challenges exacerbated how teams were not working well with their counterparts. They quickly became dysfunctional and lost their purpose. The project was crashing.

Stepping into this situation I decided to conduct a stakeholder analysis. I used this approach as an intervention method to understand the underlying themes. The analysis revealed the team:

  1. Lacked shared values: Members did not have a sense of purpose on the intent of the program.
  2. Were not being heard: Members felt they had no control over the program’s major activities or tasks.
  3. Lacked trust: Members felt they could not rely or confide in their fellow team members, sponsors or peers to accomplish tasks on the program.

After reflecting on the team’s feedback, I realized that most members wanted to find meaning in their work. It seemed no one was developing their sense of shared purpose and putting their strengths to work toward this program.

I decided I needed to re-invest them as members of the team. To get the team back to performing well, I:

  1. Built rapport with various team members
  2. Gained their trust by delivering on my commitments
  3. Integrated their perspectives into decision making
  4. Recruited new members to build up gaps in team capabilities
  5. Focused the conversation on our individual purposes and aligned them to a shared value

This approach strengthened the program and delivered on the challenges.  

The lesson learned is, do not simply apply methods and approaches in complex program delivery. Manage the team’s purpose and establish shared values as an important driver of overall delivery.

How do you manage that purpose and invest in high-performing teams?

Posted by Peter Tarhanidis on: April 18, 2018 08:10 PM | Permalink | Comments (14)

Project Leaders Are at the Forefront of Today’s Operating Models

By Peter Tarhanidis, M.B.A, Ph.D.

Many organizations are shifting their traditional operating models to include new innovative collaborations and social networks to sustain economic growth. These new operating models, however, challenge the future of leadership.

Most operating models used today were designed in the industrial age. In these models, the division of labor is by specialization, which is hierarchical in nature. This approach has been analyzed and debated by philosophers including Plato and economists such as Adam Smith, whose analysis is incorporated in current organizational designs defining a company’s value chain. The advantage of this approach is that it drives increases in productivity and efficiency by allocating teams by their skillset.

Yet companies are boxed in today. They have become efficient and productive, but are at a disadvantage in sustaining innovation.

Companies are challenged to design and integrate innovative operating models to continue to drive economic growth. Some ways companies are leveraging new operating models to drive innovation include creating internal groups to access and fund startups and sharing resources with external research centers to drive external collaborations that drive new product pipelines.

These innovative operating models challenge leaders to work collaboratively across value chains and external business partners. To meet that challenge, there must be a shift in a leader and team skill sets.

The organizational design shifts from a division of labor and specialization to one that taps into knowledge workers and social networks. This shift—to forge new innovations and operating models—challenges leaders to define new behaviors, styles, skills and professional networks to sustain economic growth.

Project leaders and their teams have been at the forefront of working across these emerging models, navigating both internally as productivity experts, externally as innovation collaborators, and professionally to develop social networks to foster and sustain economic growth.

One’s future as a leader comes down to navigating your development against these current organizational trends. One approach I find helpful is to define personal 360-degree feedbacks. Start with three simple questions to determine where you need to develop and build from, such as:

  1. What do senior leaders want from their leaders to sustain the company?
  2. What do clients and customers want from their partners to build strategic and trusted relationships?
  3. What do teams expect from their leaders to meet strategic initiatives and how can leaders help them succeed professionally?

Having used this personal approach, I learned the following three themes to form my development opportunities:

  1. Senior leaders are expected to communicate in a variety of forums and formats. Leaders should have the courage to ask for help. One should be very knowledgeable about the business and build the professional relationships required to be successful.
  2. Clients and customers expect great experiences with a company’s product and services. They expect leaders to learn their business, marketplace, and challenges. Build trusting relationships and strategic alliances through a successful track record.
  3. Teams want better leaders to sponsor the initiative and provide clear guidance. Align teams to a common shared purpose. Influence members to share in the success of the initiative by linking the initiative to the strategy. Demonstrate how the strategy aligns to the business and how the individual team members help the business meet its goals. Advocate for professional development and provide a mentoring opportunity to advance one’s professional goals.

One must then consider what actions they should commit to developing — whether it is leadership behaviors and styles, business relationships or knowledge — to lead today’s organizations and sustain economic growth and relevance.  

Posted by Peter Tarhanidis on: February 08, 2018 11:28 AM | Permalink | Comments (13)
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