Project Management

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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cyndee miller
Lynda Bourne
Kevin Korterud
Conrado Morlan
Peter Tarhanidis
Mario Trentim
Jen Skrabak
David Wakeman
Wanda Curlee
Christian Bisson
Ramiro Rodrigues
Soma Bhattacharya
Emily Luijbregts
Yasmina Khelifi
Sree Rao
Lenka Pincot
Jorge Martin Valdes Garciatorres
Marat Oyvetsky

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Vivek Prakash
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Jim De Piante
sanjay saini
Siti Hajar Abdul Hamid
Bernadine Douglas
Judy Umlas
Abdiel Ledesma
Michael Hatfield
Deanna Landers
Alfonso Bucero
Kelley Hunsberger
Taralyn Frasqueri-Molina
William Krebs
Marian Haus
Shobhna Raghupathy
Peter Taylor
Joanna Newman
Saira Karim
Jess Tayel
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Recent Posts

3 Ways To Simplify Complex Projects

Lessons Learned: Don’t Be Afraid to Share Responsibilities

The Not-So-Secret Ingredients to Success? People and Purpose

The PMI Future 50 Delivers Action—and Hope

Contingencies Are Not a Soft Option

How To Succeed At Deliverable Scheduling

By Kevin Korterud

 

When I first started as a technology project manager, it was not uncommon for a project to have just one deliverable. All of the tasks in the project created the path that led to the single deliverable, which in many cases was a program, report or screen. Life used to be so easy!

As projects became more complex, the need grew for multiple project deliverables that lead to a complete solution. Deliverables now represent the “building blocks” that form a key foundational element of any project.

Whereas scheduling tasks is a fairly straightforward process that involves capturing durations, resources and successor/predecessor networks, scheduling deliverables comes with its own set of complexities. Deliverables don’t always behave in a linear manner like tasks­—so special considerations come into play with their scheduling. In addition, there are typically people and expectation factors that need to be part of a deliverable scheduling model.

Here are three essential reminders for properly scheduling deliverables:   

  1. Deliverables Involve a Package of Tasks

Whereas tasks are singular items that stand alone in a work plan, deliverables have a few extra packaging steps in their path to completion.

One of the most dangerous scheduling mistakes to make with deliverables is to have a single task in a work plan that represents the deliverable. This is because of the variation in duration and effort that it takes to complete a deliverable.

Deliverables have a natural path to completion that involves a package of tasks, whose dynamics differ from normal tasks in a work plan. Project managers need to include these extra tasks that chart the lifecycle of a deliverable from initiation to completion.

For example, a sample set of deliverable task packaging would appear as follows:

 

Deliverable Task

Duration

Resource(s)

Build

Estimated effort and duration required to design and construct the deliverable

Team members assigned to construct the deliverable

Review

Based on a fixed number of reviewers sufficient to validate the quality of the deliverable; this can vary by deliverable type 

Finite set of reviews with a reviewer lead

Revisions

Expected effort and duration for revisions, based on the level of new content not yet seen by reviewers

Team members assigned to construct the deliverable who work with the reviewer lead on refinements

Approval

1-2 hour overview of deliverable content

Presented by the deliverable reviewer lead

 

You can tell from the above table that prior to scheduling deliverable task packages, project managers need to have a deliverable governance process in place. A deliverable governance process that identifies specific deliverable reviewers and a single approver are key to the effective scheduling of deliverables.

 

2. Deliverables May Require Task-like Linkages

We are all familiar with creating predecessor or successor linkages between tasks to form a linear series of work needed to achieve an outcome. Those linkages serve to drive schedule changes as prevailing project conditions occur.

Deliverables can require the same sort of linkages found in tasks. For example, if you have deliverables that lead to the creation of a marketing web page that involves multiple supplier deliverables, selected tasks in the deliverable package can contain task linkages. These linkages impose conditions which determine the pace at which related deliverables can be completed.

Let’s say there are three design documents from different suppliers required to create an overall design document. The build of the overall design document cannot finish before those three supplier design documents are all approved. So in the work plan, delays and schedule movements in the supplier design deliverables will drive the true completion date of the overall design document.

 

  1. Resource Availability Impacts Deliverables

In addition to the scenario of having deliverables with dependencies, it is just as likely to have a set of deliverables that do not have any dependencies at all. These deliverables need to be completed by the end of the project but do not directly figure into the final outcome of the project. These are often process improvement deliverables that are needed for future projects that are not ready for execution.

When a project manager has a slate of unrelated deliverables, the optimal approach is to bundle them into agile-like sprints. The content of each deliverable sprint is determined by a balance of resource availability for the people who build, review and approve deliverables, as well as any form of relative priority. For example, if deliverable reviewers have low availability during a scheduled deliverable sprint, those deliverables can be pushed to a subsequent deliverable sprint.

Priority can also determine the content of deliverable sprints. Higher priority deliverables would displace lower priority deliverables to future sprints, even if work has begun on those deliverables. For example, if there is a strong need for a certain tool to be used by multiple projects, those deliverables would move into the current deliverable sprint. The deliverable sprint process allows for agility, while balancing value created from the deliverables.

 

As I shared earlier, life was so much easier when projects created one deliverable. Different times demand different approaches to managing deliverable schedules—especially on large transformations where there could be hundreds of dependent and independent deliverables. The last thing anyone wants to do is insufficiently manage deliverables: Leaving out one of those “building blocks” might cause the house to fall over.

What tips do you have for deliverable scheduling in today’s project ecosystem? Share your thoughts in the comments below.

 

Posted by Kevin Korterud on: March 03, 2020 03:09 PM | Permalink | Comments (4)

What Makes for a Good PMO Lead?

 

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: 

 

  1. Project/Program/Product Delivery Leadership Experience

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.   

 

  1. Ability to Connect With Senior Leadership, Stakeholders and Suppliers

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?  

 

 

Posted by Kevin Korterud on: January 04, 2020 10:42 AM | Permalink | Comments (15)

3 Keys to Success for a Global Project Practitioner

By Conrado Morlan

As a project management practitioner, I’ve been lucky enough to deploy programs and projects across the Americas, supported by teams in South Asia and Europe.

Working on those assignments enriched my multicultural background and helped me learn and become proficient in Portuguese. But as I’ve learned throughout my career, language is just the tip of the iceberg.

Based on my personal experiences, here are three key areas of focus I recommend that practitioners consider before, during and even after their next global assignment:

  1. Gain Cultural Awareness

It is imperative that global project management professionals understand an individual's personal, national and organizational cultures, so they can better align the team and gain greater influence.

Learn about the country’s culture—do your research and find out similarities and differences. Include cultural differences as one of the topics on the agenda of the kick-off meeting. Use that time as an open forum for everyone to share and record their cultural experiences. Keep those cultural experiences in a repository with documents and useful video clips that can be later used to induct new team members.

Cultural awareness is a skill that should be developed and mastered. Incorporating a cultural differences exercise establishes respect and empathy for diverse values and behaviors, which in turn creates an open and accepting team environment.

  1. Embrace the Chinese Army Approach

As a global project management professional, you may worry about resource planning. Resources may not be your direct reports, meaning you don’t have control over their schedules.

Instead of struggling, apply the Chinese army approach: Imagine you have unlimited resources available. Assume you have resources with the right skills who can be assigned to the different roles in your project. Do not worry yet about assigning names to the roles.

You may find that the roles can’t be filled with internal resources because of a lack of required skills or capacity, so your solution may be to outsource resources.

To complement the approach, you’ll need to adapt and remaster communication and negotiation skills, which will help you get the best resources.

  1. Be SMART

The project management profession now goes beyond just managing projects. The profession helps to achieve business objectives and explore new ways to lead, execute and deliver. Technical expertise in project management is not enough; global project management practitioners must adopt a business-oriented approach.

My suggestion is to become SMART. The SMART concept includes a portfolio of skills the global project management practitioner must master to meet the needs of the organization in the coming years.

Being SMART means you are:

  • StrategicDemonstrate an understanding of the organization’s business goals to help it get ahead of the competition.
  • MindfulDevelop cultural awareness and leadership styles to influence and inspire multicultural and multigenerational project teams. Foster strong relationships across the organization’s business functions.
  • AgileBusiness strategy is not static and is frequently impacted by internal and external factors. Projects will need to be adjusted to remain aligned with the business strategy, so embrace change.
  • ResilientRemain committed and optimistic. Demonstrate integrity when realigning or repairing projects facing hardships because of miscommunication and problematic behaviors, as well as cross-cultural issues and conflicts.
  • Transparent. Whether the project is in good shape or facing challenges, the status needs to be shared promptly with relevant parties.

To become SMARTer, global project management professionals need to continually strive for excellence and master new skills to support professional growth and help the organization achieve its business strategy.
 

If you’ve been exposed to global programs or projects, what advice would you offer to other practitioners?

Posted by Conrado Morlan on: November 20, 2019 09:52 AM | Permalink | Comments (12)

3 Project Management Lessons From a 70.3 Ironman

By Conrado Morlan

I’ve been running for eight-plus years—ever since my son suggested I do a half marathon in San Antonio, Texas, USA. So when a friend suggested I try a triathlon, I was ready for it. At that point, three years ago, I had 10 full marathons and 15 half marathons under my belt.

The triathlon includes three disciplines in a single event: swimming, cycling and running. It was the athletic challenge I needed, similar to the professional challenge I encountered when I moved across industries to keep leading and managing projects.

To get ready for the triathlon, I had to go back to the pool and start swimming after a long time away. I borrowed a road bike from a friend to start the formal training. We worked out on our own on weekdays and as a team on weekends.

That first experience transformed me into a triathlete enthusiast, which led me eventually to the Ironman 70.3. The "70.3" refers to the total distance in miles covered in the race, consisting of a 1.2-mile swim, a 56-mile bike ride, and a 13.1-mile run.

The short distance triathlons helped prepare me for the Ironman 70.3. And as I’ve come to realize, learnings I’ve made along the way also apply to project management. These are my three main findings:

1. Expertise and Experimentation

Mastering all three disciplines in a triathlon can be difficult. My background is in running, but I was new to swimming and cycling. My coach gave good tips and workouts that helped me manage my bicycle on hills, navigate sharp turns and use all of my leg muscles to have a better stroke.

For swimming, I followed my instinct and experimented with the breaststroke. I soon felt confident in the pool and gradually in open waters. My experiment worked out, as I finished my swim in the Ironman 70.3 about 20 minutes ahead of the cut-off time.

As a project management practitioner, you may have mastered an industry-standard methodology and need to catch up with the new trends. In the triathlon, you may not transfer skills from swimming to cycling or running, but in project management, you can.

Communication, time management, and people management are required regardless of the methodology or best practice that will be used in the project. This gives you room to experiment. At project checkpoints, you can inspect, adapt and make the required changes to improve your project and be successful.

2. Transition Is Key

The transition is where the triathlete moves from one discipline to another, changing equipment. The area should be prepared in advance, with the gear set up in a way that helps the athlete have a smooth and fast transition. The time spent there may define the winner of the competition.

I would compare the transition area with the risk registry. The more prepared the project manager is, the less impact there will be to the project. The “gear” in your risk register will include the most impacting risk(s), the risk owner and the actions required to mitigate the risk if it arises. It’s a working registry, so the project manager should keep adding risks during the project as required.

3. Anybody Can Help You

A triathlon is not a team event, but that does not restrict the triathlete from getting support from others. Before the competition, the athlete may have followed a training plan supported by a coach, they might have been mentored by fellow triathletes and, last but not least, they likely benefited from family support.

It’s common for some triathletes to have a race sherpa on the competition day. The athlete and sherpa will discuss beforehand what tasks each will take on during the race. In short, a race sherpa will lend a hand whenever necessary and cheer for the athlete during the competition.

 

As a project manager, you have your project team, stakeholders and sponsor(s), but that does not restrict you from getting help from people outside the project. You may have an internal or external mentor, somebody in your organization who can be influential and help you address issues. I used to have a list of people in the organization I contacted in advance. I let them know about the project and asked them if I could ask for support if needed. That simple action helped me on several occasions when I faced a challenge.

If you are an athlete and a project manager, what lessons have you learned from practicing your favorite sport? Please share your thoughts below.

Posted by Conrado Morlan on: August 29, 2019 11:32 AM | Permalink | Comments (26)

Unlock the Value of Artificial Intelligence

By Peter Tarhanidis

Artificial intelligence is no longer a tool we’ll use on projects in the future. Right now, many organizations are formalizing the use of advanced data analytics from innovative technologies, algorithms and AI visualization techniques into strategic projects.

The maturity of advanced data analytics is creating an opportunity for organizations to unlock value. The McKinsey Global Institute estimates AI’s global economic impact could climb to US$13 trillion by 2030.

As an example, in the healthcare industry, Allied Market Research reports rising demand for data analytics solutions due to the growth in data from electronic health records, among other factors. The global healthcare analytics market was valued at US$16.9 billion in 2017, and the report forecasts it to reach US$67.8 billion by 2025.

The Evolution of AI Maturity
Gartner describes four growth stages of analytics and value activities. The first is descriptive analytics, which gains insight from historical data on what occurred in the firm or a project. This includes key performance measure reports and dashboards. Second, diagnostics analytics allow you to learn why something happened and the relationship between events. Third, is the use of predictive analytics to develop viewpoints into potential future outcomes. Finally, prescriptive analytics allow you to provide users with advice on what actions to take.

Everyday examples of these solutions range from simple automated dashboards, remote check deposit, Siri-like assistants, ride-sharing apps, Facebook, Instagram, autopilot and autonomous cars.  

Tips on Successful Transformation
Leaders must consider advanced data analytics as a transformational journey—not a complex project. Without thoughtful consideration of the implications of managing AI projects, one may create chaos in adopting these new services.

As a project leader, take these steps to avoid key pitfalls:

  1. Develop your understanding of data science tool kits and technologies and identify any centers of excellence. Start with basics such as descriptive statistics, regression and optimization techniques. You’ll also want to familiarize yourself with technology such as machine learning and natural language processing.
  2. Determine how these AI initiatives integrate into the organization’s mission and vision. This may require a new strategic business plan, optimizing an organization, culture change and change management.
  3. Establish a data governance body and framework to ensure accountability, roles, security, legislative and ethical management of consumer, patient, customer and government data.
  4. Develop strong multiyear business cases that clearly indicate cost versus revenue or savings.
  5. Maintain an agile mindset and leverage design thinking methods to co-create the pilots into products alongside stakeholders.

Please comment below on what approaches you have taken to enable advanced data analytics in your role or in your organization.

Posted by Peter Tarhanidis on: August 12, 2019 01:25 PM | Permalink | Comments (13)
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