by Kevin Korterud
The technology found in today’s automobiles is simply amazing. Front and side traffic radar units, anti-dozing head movement detectors, driving timers that alert drivers when they should stop for a break — all good examples of accident prevention mechanisms.
Projects to some degree are like automobiles: They are on a journey to deliver passengers (the project team and stakeholders) to a pre-determined destination. However, despite the introduction of many modern project management technologies, research shows that we continue to experience project accidents. These accidents result in extensive and costly rework to get a project back on track.
I think part of the solution to avoid these potential problems is to borrow from recent automobile technologies as a way to detect troublesome signals. These signals are not readily perceivable from traditional project management methods.
Here are a few examples of anticipatory signals that portend the onset of a skid that often leads to a project accident.
A core competency of a project manager is to determine the schedule, budget and progress trajectory of a project. The project forecast is essential to determine where the project will finish for these measurements. Schedule, budget and progress forecasts from team members that exhibit great degrees of change over prior reporting periods are indicative of trending to an accident. This downward spiral is exacerbated when the forecast measurements come with great uncertainty; e.g., “I don’t know what this will take to finish.”
Several techniques can be employed to reduce the volatility of forecasting. Some of these techniques include initiating a peer review of the forecast with another project manager or supplier subject matter expert, as well as pausing the project to recalibrate the forecast in a dedicated working session. Taking time to implement these and other techniques to mitigate forecast volatility will get the project back on track before an accident.
2. Static Project Status
Project status reports can offer a tremendous amount of value to a project manager. They accumulate both qualitative and quantitative data that sheds light on the current project state. But, despite the visibility status reports provide, they’re just a snapshot. That limits their ability to show progress trends. In addition, a project status report that does not show content changes week over week indicates that the project is likely stalled and headed toward an accident.
To increase the anticipatory value of a project status report, introduce trending and predictive data for risks, issues, deliverables and milestones. This allows the project team to determine what level of progress has been achieved, as well as what progress to expect. It also better positions the project manager to escalate mitigations to avoid an impending project accident.
At the beginning of a project, stakeholder engagement and enthusiasm is typically high. This is not unlike the start of a road trip. But, as time passes on a project, the level of enthusiasm and engagement can begin to wane. Stakeholder engagement over time will face tough tests from project risks to resource challenges to dependency conflicts. Each can sap the energy levels of stakeholders. This leads to passive engagement at best and complete disengagement and absenteeism at worst.
To keep stakeholder engagement at the proper level, stakeholders need to be treated like any other resource on a project. Their time needs to be managed in work plans to avoid oversubscribing their capacity. In addition, their work should be focused on higher value activities that promote project progress. Providing the team access to project support staff to maximize productivity also helps further stakeholder engagement and leads to persistent engagement.
Perhaps one day in the future there will be technology solutions that provide anticipatory signals for projects headed for an accident. Until that day comes, however, project managers still need to think organically and look for hidden signals of dangers to project budgets, schedules and progress.
What do you see as the leading indicators that a project is trending toward disaster?
High-Performance Teams Are Purpose-Driven
Education and Training,
Human Aspects of PM,
New to Project Management,
Nontraditional Project Management,
Reflections on the PM Life,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Education and Training, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, New to Project Management, Nontraditional Project Management, Program Management, Project Delivery, Project Failure, Reflections on the PM Life, Risk Management, Stakeholder, Strategy, Talent Management, Teams
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:
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:
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?
by Conrado Morlan
When I started working for a leading global logistics company, I had to wait about three months to get my first regional program assigned. The program, which is still in the works, includes the deployment of a new centralized billing system — including changes to processes and reporting — across 50 countries and territories.
I did not dread the wait. Instead, I made the most of my time and began networking. I started to meet — in person or via teleconference — with people across the regions in which the system would be deployed.
This helped me build a strong foundation with cross-functional stakeholders across the region. I also got information in advance that helped me to draft my stakeholder engagement plan.
When the billing system inevitably changed, I had to perform support for each individual country’s CEO, CFO, CIO and human resources team to help them understand the new features, the improved processes, the consolidated reports and ultimately the benefits.
The program plans and benefits were discussed and approved during an annual strategy meeting with all of the individual country CEOs, CFOs, CIOs and human resources teams in attendance. However, I still faced difficulties with the deployment in those first few countries.
In the pre-implementation meetings, I had to reiterate the benefits of the program and why it was needed. I had to answer questions and provide solid arguments to justify the tradeoffs between the new and old billing system.
But I used these difficulties to refine my stakeholder engagement plan as I moved to the next country. Understanding the source of change and the stakeholders’ motivations helped me become a better change agent and provide better support during the program implementation.
For the early adopters, it took about three to four months to mature their operation and fully adopt the new system. It was a rough start. But after two months of having the new billing system running, country executives have started to accept the new way of operating.
To build credibility and engage executives from the remaining countries, I asked early adopting executives to share their story and the benefits of the new system.
With this program, I learned how important it is to be an influencer and to build strong arguments that will convince stakeholders to accept projects and programs that change their business-as-usual practices.
What difficulties have you faced when implementing significant change? How did you get buy-in?
3 Tips to Enhance Your Leadership IQ
Education and Training,
Human Aspects of PM,
Reflections on the PM Life,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Ethics, Facilitation, Human Aspects of PM, Human Resources, Innovation, Innovation, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Risk Management, Roundtable, Social Responsibility, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis
The boards I serve have common opportunities and challenges revolving around promoting a brand, balancing the operating budget and growing capital. Yet, while flawless leadership is expected, in actuality it is difficult to sustain.
As I reflected on why many organizations were challenged around execution, I realized that executives must improve their leadership intelligence around three key factors to enable success:
In my experience as a mentor and leadership coach, these tips can help align decision-making, leader accountability and stakeholder engagement to the needs of the customers, and improve the overall culture of the organization. As a result, the brand will come to life.
How have you improved your leadership intelligence?
By Ramiro Rodrigues
In my last post, I shared tips for closing external projects. Now it’s time to tackle internal efforts.
As part of this discussion, it’s worth remembering that PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) does not differentiate between the origin of the customer (internal or external) for the scope verification process.
So even if a project is internal, project managers should obtain acceptance and have at least one approval by the customer in order for the project to be formally closed.
A crucial question to consider: What does your organization's project methodology say? Are you required to get a form signed to show formal acceptance at the end of the project? If so, the good news is you’re closing process is outlined for you.
It gets complicated when you’re not required to sign a formal document or there is no defined methodology for closing an internal project. It creates a great organizational trap for project leaders as projects that are not formally completed tend to repeat the phoenix fable: a project is resurrected over and over again with new work requirements because there is no record of a signed agreement signalling the completion of the work.
Imagine having to re-run a project months—or even years—later when there are no more resources, schedule or budget available to execute the remnants that emerged? On top of this, you’re probably already involved in other assignments, and you may not even remember the full context of that project.
The most effective strategy for not falling into this trap is to produce an informal document of acceptance—a simple text that describes the macro deliveries of the project scope and send your customer a hard copy or email copy. But be careful to include a text that makes it clear that the parties (you and the customer) agree that the deliveries quoted have been made to the desired quality.
And make sure you receive acknowledgement—even a simple “okay” response will be sufficient to file the document and to protect it from unwanted resurrection.
How do you ensure internal projects don’t come back to haunt you in your organization?