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?
A Checklist for Shared Outcomes
Education and Training,
Human Aspects of PM,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Mentoring, PMOs, Portfolio Management, Procurement, Program Management, Project Delivery, Project Failure, Project Planning, Roundtable, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis
I was recently assigned to transform a procurement team into one that managed outsourcing partnerships. I realized the team was very disengaged, leaving the strategy up to me to define. There was no buy-in. The team and the partnerships were sure to fail.
But I was determined to make the team successful. For me, this meant it would be accountable for managing thriving partnerships and delivering superior outcomes.
To get things back on track, I had to first get alignment on goals. Setting shared goals can help to shape collaborative and accountable teams that produce desired outcomes.
Establishing goal alignment can be a difficult leadership challenge; however, leaders must gather the needs of all stakeholders and analyze their importance to achieve the desired organization outcome.
I often use this checklist to tackle this challenge:
I used this checklist during the procurement team project and it helped to reset and reinvigorate the team. Once we aligned around shared goals, team collaboration increased and the organization started to achieve the targeted business benefits.
If you’ve used a checklist like this before, where have you stumbled and how did you turn it around?
By Ramiro Rodrigues
When outsourcing a job to consultants and service providers, I’ve often found that achieving "agreement" with a client that a project is finalized is one of the most delicate times.
This is usually due to the fact that by closing the project the client knows that:
Scope verification—the process of formalizing the approval of a project scope—recommends progressive approvals are made as partial deliveries of the scope take place. This process, if well planned and applied, helps to minimize the weight of the final approval term.
The strategy I developed over many years of consulting work is something I call “ground preparation.” This strategy has four simple stages that need to be well distributed in the time near the project closure to increase your chances of a non-traumatic closure.
Let's review them:
1st Stage: As you move close to the end of the project, start the conversation, preferably face-to-face, with the stakeholder responsible for accepting the project.
2nd Stage: Send that same stakeholder a draft version of the project acceptance document that is as close as possible to the final version.
3rd Stage: After giving the stakeholder time to digest the draft, follow up to discuss any questions or concerns. Also, this is a good time to let them know when they can expect the final acceptance document.
4th Stage: Send the final version of the acceptance document and suggest that you collect it with, if applicable, some sort of closing event.
Of course, we are talking about a project that has successfully achieved its goals. But even projects that have had to be aborted or projects with a low degree of success at the end must be formally shut down. A lot of this strategy can be replicated whenever the end is imminent.
What are your strategies for closing down a project?
In my next post, I will review the characteristics of the acceptance term for internal customers.