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
Soma Bhattacharya

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

Business Transformation in Disguise

Tips for Project Success in a Functional Organization

Leadership Lessons From The Soccer Field

5 Steps to Reverse a Project in Chaos

Put Your Users First—Here’s How

Business Transformation in Disguise

Business Transformation in Disguise

By Jess Tayel

In the quest to uplift capabilities, better serve customers, improve the bottom line or acquire market share, organizations rely on a mix of projects and programs.

Some projects are scored as critical and complex. Some organizations have a clear and defined scoring system of what is critical and what is not, while others settle for a subjective measure.

But even after you’ve determined a project is critical, there’s more to consider.

Is it Change or Transformation?

When it comes to big, critical projects, ask yourself: Are you delivering a change initiative or a business transformation initiative?

Why is this distinction important? Because they both have different characteristics that dictate how they should be brought to life.

Change initiatives execute a defined set of projects or initiatives that may or may not impact how things work across the entire organization.  Examples include introducing a new payroll system, moving into a centralized shared services model or executing an office move.

Business transformation, however, is a portfolio of initiatives that have a high level of interdependencies, leading to change across the organization. They’re focused not just on execution but also on reinventing and discovering a new or a revised business model. That model is based on a significant business outcome that will determine the future of the organization.

With that in mind, business transformation is more unpredictable and iterative, and it’s about a substantial change in mindset and ways of doing business. The “how” may not be as defined as it is in change initiatives, which means you need to try different methods and be more experimental.

Set Your Organization up for Success

Because of these distinctions, business transformation should never start with finding a solution, i.e., bring in this technology, hire this firm, change model X to Y. It should instead focus on the following:

  • Why?
    • Define the purpose and the platform of urgency.
    • Why is this important?
    • What would happen if you do not achieve this transformation?
  • Who?
    • Who is your customer (internally and externally)? Tip: Internal customers, i.e., employees, are as important as your external customers. Understanding their point of view and what impact they will have on the success of this program is critical.
    • What would that mean for your customers?
    • What competitive advantage are you bringing to your customers and to the market?
    • What changes to behavior and mindset is required to make this change a success?
  • What?
    • Define success.
    • How do you measure success?
    • What does success look like in the future? Tip: Be as detailed as possible. Tell a story of success X months into the future.
    • What are the barriers to success?
    • What are the top three risks that may affect this transformation?
    • What are the top three opportunities that you need to capitalize on to deliver success?

You may say that these questions can be part of the initiation phase. But in my 20 years of experience around the globe, I have rarely seen the above steps executed diligently from a customer centricity point of view before teams start to dig for a solution.

That said, time spent clearly articulating those elements is well spent and directly contributes to the success of the transformation, while reducing rework and change fatigue. It’s like spending time to sharpen your saw before starting to cut the tree.

In my next post, I will talk more about what is required from the leadership and internal transformation teams to facilitate and create success.

Feel free to comment below and send feedback; I would love to hear about your experiences with business transformation

Posted by Jess Tayel on: July 03, 2019 01:40 AM | Permalink | Comments (9)

3 Ways to Balance The Delivery Ecosystem

 

 

 

by Kevin Korterud

 

Once upon a time, projects were just projects. They were simple, had small teams and quite often finished on time. Projects were viewed as a path to operational improvements that reduce manual labor and free up people for other tasks.

 

As time marched on, the notion of a project began to increase in scale and complexity. Technology projects, for example, began as modest hardware and software initiatives. Over time, the technology project landscape has changed to include network, servers and cloud infrastructure. Software projects began growing into systems, software packages and complete end-to-end solutions.

 

As the quantity and business focus of project work increased, they became packaged into programs. Programs were created to help orchestrate myriad projects into cohesive outcomes. These were governed by an expanding slate of waterfall methods designed to both enable and oversee delivery.

 

With the advent of agile, a different form and pace emerged. Product delivery moved toward quicker and more frequent outputs, with delivery cadence driven by what an organization believed was best for customers and consumers.  

 

Today, organizations have a delivery ecosystem of project, program and product delivery work based on internal and external dynamics. As the ecosystem changes over time, the balance of projects, programs and products does as well.

 

With project, program and product delivery all moving in different directions and at different speeds, how can an organization prevent these efforts from crashing into each other? Here is an approach I follow to help define, oversee and enhance the natural delivery ecosystem:

 

  1. Define the Ecosystem   

First, ensure that definitions are in place. These should be clear and concise portrayals of the work to be performed. Having these definitions commonly understood will go a long way in matching the correct policies, processes, controls and people to the form of work.

 

Here are some sample definitions:

 

  • Projects are work efforts that reflect process and system interactions with fixed durations to complete. They contain teams that form and disband, have a budget under $10 million and last under a calendar year.

 

  • Programs are packages of projects intended to contribute to a common business with a budget of over $10 million and that last longer than a calendar year.

 

  • Products reflect process/system-to-consumer interactions with delivery cadence based on dynamic market needs. They have a mutually agreed-upon spend, typically employ agile methods and employ a continuous team that improves delivery efficiency over time.

 

These definitions also serve to identify the portfolio proportion of these different types of work, which helps determine the right people and supporting structures for success.

 

The ecosystem can change and flow to meet the needs of organizations, market forces, suppliers and people. Given this ebb and flow, one practical reality of this ecosystem is that any one form of project, program and product work cannot exist as 100% of the work.

 

2. Govern the Ecosystem  

Any delivery ecosystem left to its own resorts will result in chaos with teams having different perceptions of how project, program and product delivery  should be executed. This chaos will result in delays, additional costs and sometimes stalemates as teams negotiate over the execution of work efforts.

 

There needs to be balancing forces in place that help direct delivery. A delivery ecosystem governance model sets the boundaries for delivery work from ideation into formation and through execution. The governance model implements policies, processes and enabling artifacts that create predictable and repeatable attainment of desired results. This governance model is typically overseen by an enterprise delivery management office.

 

For example, one process within this model sets the venue to identify, confirm and release for execution the proper delivery process for a type of work. A portfolio review board based on input from the sponsor would analyze the characteristics of the work and determine whether it is a project, program or product. The outcomes from this portfolio review board promote consistency, ensure impartiality and avoid costly re-work due to poor decision-making.  

 

  1. Harmonize and Improve the Ecosystem

Even an effective delivery ecosystem needs to have a “tune-up” every once in a while. As changes in business strategy, support for new regulations, market expansions and technical innovations come into play, the delivery ecosystem needs to change accordingly. These drive the need for a function to continuously harmonize and improve the delivery ecosystem. An EDMO will be the primary vehicle to both harmonize and improve the delivery ecosystem within an organization.

 

Improvements can include initiatives to reduce mobilization time, avoid resource contention and improve supplier integration. These initiatives are universal in nature and can be consistently applied to improve project, program and product delivery.   

 

With the increased complexity of work and differing approaches for projects, programs and products, you need a means of harmonization to prevent misalignments, conflicts and collisions between work efforts. Harmonization processes can include release, dependency, data integration and test environment management.  

 

Embrace the New Normal

Organizations need to recognize and embrace the different forms of delivery that are now the new normal. By adopting a structured approach to the definition, oversight and enablement of projects, programs and products, they can be delivered in a synergistic manner to lower costs while improving time to market and quality. 

 

How do you balance the project, program and product initiatives at your company to avoid weather problems?

 

Posted by Kevin Korterud on: June 08, 2019 04:20 PM | Permalink | Comments (6)

4 Tips for Project Closing Parties

By Ramiro Rodrigues  

 

A great deal of effort is often put into a project kick-off meeting—so why isn’t that visibility just as important on the other end of the project?

 

What is a project closing party?

A project closing party is an event that intends to provide visibility and recognition to the main professionals involved in a completed project. Obviously, there is no sense in celebrating a project that got aborted or that didn’t reach its main goals and targets. So, we are talking about those projects that managed to get to end with the best combination of its intended results.

 

Within this proposal, it is reasonable to say that what will drive the size of the closing event will be the size (and budget) of the specific project, since it is necessary to achieve coherence between these variables.

 

What are the benefits?

I see two arguments for hosting these events at the end of a project—one strategic and one motivational.

 

On the strategic side, a closing party brings visibility to the executing organization (and, if applicable, the hiring organization) that the project has reached its predicted goals. It will help to reinforce to those at the strategic level of the organization that the team is capable and reliable.

 

From a motivational standpoint, these events will help recognize the efforts of the project team.

 

How should they be executed?

If you think a closing event could benefit your project efforts, here are some tips to abide by:

 

  1. Forecast the closing event in your project planning. It will allow you to make the proper arrangements of budget, time and resources.

 

  1. Manage expectations: Don’t hide the event, but also don’t overestimate what is forecasted in the plan.

 

  1. Honor the forecast: You can’t skimp on the event if it’s forecasted from the beginning—it will only leave a negative impression on the people involved.

 

  1. Gather people and acknowledge the merit: Just like in the kick off meeting, you should identify and invite the right stakeholders to witness the recognition of that specific team who performed great work.

 

Done well, events like a project closing party can have positive repercussions on your next projects.

 

Do you regularly host or attend closing events at the end of your projects? I’d love to hear your thoughts!

 

Posted by Ramiro Rodrigues on: April 17, 2019 01:07 PM | Permalink | Comments (13)

3 Tips For Assuming an Existing Project

As a project manager, there’s perhaps nothing better than starting a new project. With it comes a fresh start and the promise of a successful conclusion. To me, it’s akin to starting a new year in school with new notebooks, where nothing has been written to spoil the fresh sheets of paper.

 

However, as we become more experienced as project managers, we’re called on more and more to assume control of a project already in motion. This might be triggered by a happy event, such as a promotion for the existing project manager, or a less-than-happy situation, such as a lack of progress on the project.

 

Assuming responsibility for a project that has already launched is a lot different than starting from the beginning. You won’t have the benefit of starting with a clean sheet of paper, and there will be things you need to do—and undo.

 

Here are three tips I always follow when assuming control of an existing project:

 

1. Assume Nothing    

When starting a new project, you have the opportunity to perform mobilization and initiation activities to effectively set the project on a path to success. In addition, there are some early checkpoints where you can perform structured control actions to further assure the proper trajectory of the project.  

While the existing project status reports can show the assumed disposition of a project, they may not reveal essential missing activities needed for project success. For example, an existing project might not have had the benefit of a thorough mobilization and initiation effort to properly set its course. In addition, there may be hidden or under-mitigated risks, emerging issues, stakeholder challenges and hidden dependencies that have not yet come to light. 

When taking over an existing project, the first thing I do is review it in the same way I would a new project. Introducing a pause in project activities to perform a “soft reset” allows both confirmation of assumptions and validation of project progress.

In addition, this activity can reveal unseen factors that put the current project position in doubt. This is a good time to reforecast the remaining work. By assuming nothing about the project, the “soft reset” serves as a basis to properly transition the project towards success.

 

2. Match the Team to the Realistic Remaining Work  

One of the most important facets of a soft reset is reforecasting the amount of remaining work. Use the existing forecast as a foundation for considering other factors that may influence the future progress of the project. These may include effort, scheduling conflicts (e.g., year-end holidays), upcoming business process changes and technology-readiness dependencies. 

From the reforecast, compare these factors against the capacity and capabilities of the existing project team. Review whether you have the requisite skills and team members available for each phase of the project. In addition, consider the availability of key resources who cannot be readily substituted in case they are not able to work on the project. This examination of project resources by phase should include not only individual team members, but also team leads and third-party suppliers.

 

3. Engage More Frequently With the Most Accountable Stakeholder

While there are many inorganic components of a project, such as deliverables and status reports, often the most critical components revolve around the organic nature of people. Having strong executive sponsorship, a structured governance engagement model and open communication all enable project success.

When you are introduced as the new project manager on an existing effort, some change management work will need to be done to ensure a smooth transition.

Given the myriad stakeholders involved in a project, who should you start with? The typical consideration is to start with the most senior leadership stakeholder, who is typically also the project sponsor.

I think, however, a better place to start is with the most accountable stakeholder. This would be the person who after the project is implemented would manage the new solution to achieve the project objectives. In addition, this person would likely have the greatest knowledge of requirements and implementation considerations, which would be valuable to your soft reset.

 

Set Your Team Up for Success
When airline pilots transfer control of an aircraft to another pilot, they go through a structured process. Before control is transferred, the flying pilot does a check of instruments, course and speed. The pilot currently flying and the pilot taking over the controls exchange a distinct exchange of commands to ensure a precise transition and a safe flight.  

Assuming control of an existing project should have that same level of attention to detail and precision. Now that you are leading this existing project, be sure to consider the factors shared above that confidently allow you to say, “I have the controls.”

When assuming existing projects, what sort of activities do you perform as part of a transition? I’d welcome other thoughts to help make us all better project managers.

Posted by Kevin Korterud on: February 02, 2019 06:53 PM | Permalink | Comments (17)

Project Management for Business Transformation

Make it or break it!

In the world of Business Transformation (BT), project management plays a critical part in the successful delivery of the business transformation programs to an extend where I can say it is a “Make it or Break it”

And why is that?

Imagine a school music play and the effort required to coordinate everything to get it done successfully. Of course, there is a lot of planning, coordination and execution that goes into it to produce a high quality school play

Now imagine an orchestra and the effort required to get this done successfully. In essence and to the inexperienced eye, the tasks may be similar but the effort and complexity are just a different ball game altogether

This is the same thing when it comes to managing a non-BT project and a BT project. The main tasks of initiation, planning, execution, monitoring and closing may look the same on the surface but underneath the skeleton,  is a different level of complexity

Having said that, BT project management requires a different calibre of project managers to help get the beast out of the door while achieving business outcomes

To be on the same page, let’s define what business transformation is. Business transformation is a significant change that an organization goes through impacting its people, process and/or technology. The change is usually a complex one with long term business outcomes to be achieved   

Project management becomes the core part of delivering the business transformation and ensure that business outcomes are achieved. The calibre of the BT project manager is therefore a lot more complex and at a higher level of maturity. Below are the key characteristics for a successful business transformation project manager  

Exceptional Business Acumen

  • Ability to lose the jargon and speak to the business in their own language
  • Come from a place of wanting to understand what the business wants and needs
  • Makes no assumptions about what success looks like but instead co-create with it with the business
  • Understands the business vision and direction and how to best position the project to fulfil the business outcomes
  • Keep everyone accountable to achieving measurable business outcomes  

Visionary and can see beyond the short term goals

  • Able to mentally fast forward the current events to predict issues and resolve them early on
  • Proactively seek guidance and collaboration to ensure alignment
  • Understand the art of the unspoken word and the goal behind the goal
  • Able to manoeuvre and venture into the political landscape of the organization and foster relationship building

Can see different angles and prospective

  • Understand the business interdependencies, people impact and technology constraints
  • Able to see the logic in the various stakeholder groups’ points of view and make sense of them all to come to a well-rounded conclusion
  • Understand the different motives of the various levels in the organization i.e. executives, management and front liners

Diversified skill set

  • Having a diverse skill set is key in the success of BT project management. This allows the project manager to properly articulate what is required and most importantly see the missing links
  • Able to work better with the project team members coming from a land of similar experiences (not necessarily at the same level of depth)

Knows and understands failure

  • A project manager who have seen this, done that would have a higher level of exposure to different setups and problems which enriches their ability to problem solving
  • Have seen the good, the bad and the ugly means they can smell failure from a mile away and able to take action to set proper direction to avoid it or have the proper contingencies in place

Knows the job and acts beyond it

  • In the world of BT, project managers hardly have a job description to follow. For hiring purposes, yes they might have one but when doing the doing and working day-in day-out; they work on ensuring that the BT project is delivered successfully. This will take them beyond the scope of works to understand the wider environment of the project and resolve problems and issues that may “technically” be out of the project scope “the agreed baseline scope”
  • BT project manager does not say “Sorry, this is not my job!”

 

Posted by Jess Tayel on: January 31, 2019 06:44 AM | Permalink | Comments (13)
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