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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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 Vald├ęs 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

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What Does the Future Hold for Project Leaders?

Why Agile Is a Humane Way to Work

What Makes for a Good PMO Lead?

Exploring the Philosophies and Principles of Planning Approaches

5 Career Tips for 2020

By Jen Skrabak, PMP, PfMP, MBA

As we close out 2019 at work, wrap up projects, and plan to spend time with our families for the holidays, sometimes we forget this is the best time to prepare for the year to come. Here are my five tips to get you in the mindset:

1.  2020 starts now. 

The traditional thinking is that nothing happens from Thanksgiving to New Year’s since hiring managers and companies are preparing for the holidays. 

The real situation is that everything happens at the end of the year. Companies are busy preparing for next year, and, from personal experience, November/December has been the busiest time for recruiting senior-level portfolio/program executives. Hitting the ground running starting Jan. 1 means that 2020 starts now. 

Key questions for you to start your 2020 planning:

  • What are your career goals for 2020? 
  • Are your CV or résumé and LinkedIn profile up to date with key accomplishments and aligned with your career goals?
  • What are your development plans? Do you have training scheduled, books to read or people you need to consult with to gain insights?

2.  Ladder up your experiences and skills. 

The traditional thinking is that a career ladder is about getting a new title at the next level with a higher salary.

The real situation is that building your career is about learning agility and building a repertoire of experiences and micro roles. If you’ve been in program or portfolio management for seven years or more, it may start to feel that you’ve “been there, done that.” To get to the next level of experiences, ask yourself: In 2020, how will you learn a new skill, gain a new experience or learn from someone?

3.  Transformation must be visible. 

The traditional thinking is that transformation is about organizational change management, which is mainly instituted through a variety of communication methods and channels (memos, town halls, workshops, staff meetings, etc.).  In a recent viral stationary bike ad, the woman depicted before and after the transformation looked the same—many people had issues with the cognitive dissonance where she said that her life changed so much, but the change was not visible.

The real situation is that transformation is more than just communication.  Instead of telling people what the change is, the approach should be to actively demonstrate the change so people can experience it.  Transformation at the organizational level is about behavior change.

When I implement a large-scale organizational change, I personally lead up interactive training sessions to teach people about the change, as well as follow-up sessions where I’m hands-on in mentoring and coaching people on the new skills. It’s a great way to get real-time feedback about the change, and most importantly, to be seen as the expert coach within the organization enabling the change. This has been very effective in building trust and credibility in the organization.

4.  Create space. 

The traditional thinking is that when you see a good idea for a program, go implement it—quickly—to take advantage of speed to market. 

The real situation is, just like a cluttered drawer that you keep adding to, a portfolio can be cluttered if not systematically managed. From a personal standpoint, I had to move recently, and I was surprised at how many things I found in the back of the drawer that I forgot existed. When I emptied it out and scrutinized every item, I discovered that 30-40 percent of the items were not needed or were no longer useful since they were damaged, broken or just plain outdated. By getting rid of items, I created space for new items and technology, just like in an organization.

The steps to portfolio management in an organization are: 

  • Inventory: Create a complete listing of all programs, projects and activities that consume resources.
  • Rationalize: Scrutinize and prioritize every item. Does it have ROI? Is it really going to move the needle on the strategy? You can even develop simple project scoring to prioritize—key criteria can include value, resources and alignment to strategy.
  • Start, Stop, Sustain: Make decisions and tradeoffs about what to start, stop and sustain. In an organization, teams sometimes continue to do what they’ve always done for years, and it takes a thorough review of the portfolio to surface work that is not needed or useful—just like the drawer example.
  • Quarterly/Annual Review: Portfolio optimization is about doing Step No. 2 above regularly, not just one time. Conducting a performance review at least quarterly is the best way to ensure that the decisions initially made in Step No. 3 haven’t changed due to environmental factors (internally or externally).

5.  Volunteer for your next role.

The traditional thinking is that your manager assigns you the next program or role.

The real situation is you are responsible for actively managing your next role. You should tell the right managers and other leaders what you would like your next program or role to be.

Key steps:

  • Clearly state your desire: What type of program or role would you like? Be as specific as writing your own job description, including responsibilities, skills and experience needed.
  • Develop a plan: What steps, dates and resources do you need to get to your desired role from where you currently are? Do you have the skills and experience needed or do you need to develop them? What support or resources from leaders or others do you need to accomplish your plan? Treat this like any other project you would manage, with a project plan and project schedule.
  • Track your progress: Check in with yourself every week and key supporting leaders monthly or quarterly. Hold yourself accountable and adjust as needed.

Don’t wait: What is your plan for starting 2020 now?

Posted by Jen Skrabak on: December 18, 2019 11:59 PM | Permalink | Comments (20)

The Project Initiatives That Influenced My Career

By Peter Tarhanidis, PhD

I’ve been fortunate to have a career that constantly challenges me and my team to apply new approaches to achieve an organization’s mission. I believe that adapting these contemporary management practices and innovative operating models has helped me become the project leader I am today. 

Below are select project initiatives that have helped me develop my skills:

  1. I integrated process and technology to drive staff productivity. Customer centricity is at the heart of the experience. While working in a call center, my team and I initiated a training process improvement for onboarding new hires. I drafted process steps and key instructions for each one, and then connected the technology opportunities to automate non-value steps. This resulted in reduced training cycles and onboarding staff time from eight weeks to two weeks. It also increased customer satisfaction.
  1. I quantified assumptions with data and facts. I remember one instance where senior leaders did not have the data to explain consumer behavior and decided to stick with the status quo of the same services at the same rate—not realizing consumer segments had changed. By applying statistical analysis and regression theories, I was able to identify pricing elasticity levels that formed a new strategy to increase revenues and attract new consumers.
  1. I leveraged standards-based solutions to scale growth and introduce emerging technologies. Prior to standards adoption, I relied on international standards bodies to align on the highest operating performance of disparate systems. This helped to standardize new telecommunication technologies that architected new building designs with IT infrastructure to integrate disparate HVAC, security, green services, data centers, retail systems and real estate development opportunities across the U.S. This led to increased revenue and operating efficiencies by creating an online retail catalogue and also reduced the cost of managing business services.
  1. I extended expertise across the globe by managing vendor partnerships. I established a vendor management practice to oversee strategic partnerships, outsourcing and offshoring to improve from hybrid technical data centers to Global Business Shared Services across non-core services in organizations. This extended needed services in local countries in their time, language and at lower costs—and also enabled increased market share for commercial operations.
  1. I designed business operating models to align strategy across an organization. This included key projects to benchmark customer market space, work with senior leaders and define a gap analysis to address via business cases. This allowed me to transform departments, business units and re-engineer organizations.
  1. I worked across diverse geographies and industries. For example, I drove cultural and change management in R&D, operations and supply chain. This exposed me to business development and mergers and acquisitions, and allowed me to learn the latest in designing user experiences, advanced robotic automation and AI technologies to connect to deeper business insights.
     
  2. I led a nonprofit organization of volunteers to develop my leadership skills. When individuals give their time, it is important to be clear and align the volunteers to action. These interactions and relationships are truly based on a work-at-will agreement. If you treat everyone with dignity and a set of behaviors that empower purposeful action, you will achieve a great leadership style that supports many environments and solves social and business needs.

What themes have you identified in your career? How have you broadened your range?

Posted by Peter Tarhanidis on: November 13, 2019 10:59 AM | Permalink | Comments (7)

Lessons Learned From 3 Decades in Project Management

By Wanda Curlee

PMI is celebrating its 50th anniversary this year, an occasion that has led me to reflect on projects from my past. While I don’t have 50 years of experience, I do have 30.

Over those years, I have been a project manager or project team member across many industries. But by far, I’ve learned the most on Department of Defense (DoD) projects. In fact, my very first project was a DoD project. I’ve found that in this industry, the project manager is responsible for all aspects of a project. And when I say all, I mean all.

The project manager needs to understand the contract from beginning to end. From my first federal project to the most recent one, the contract was well worn, as I would look at it many times a day.

On a federal project, there are various sections of the contract. For example, Section B describes how the supplies or products are to be formatted and supplied. Section C is always the statement of work (SOW). Other sections provide the names of administrative and technical contacts, how invoices should be formatted, when the invoices need to be submitted and what supporting information is needed.

There is a section that lists all the rules, regulations and laws that the contractor must follow and obey. This list usually runs more than five pages, printed on both sides and single-spaced. 

The statement of work is also always very detailed. Think about a contract for a nuclear submarine, an aircraft or some other vessel—the SOW would be tens of thousands of pages. While I never managed those types of contracts, I did oversee some pretty intense technology programs, where the SOWs were thousands of pages.

I learned that having a team I could trust was instrumental in delivering a complex project. Trust meant that the team understood the needs of the project. They knew when deliverables were due and what the client expected, and they kept everyone informed if there were issues or delays. The team also kept detailed records and updates. This meant the project manager should never be blindsided, and with that, neither should the client.

Of course, I did not learn all this on my own. I had a wonderful boss/coach who saw my potential. He took the time to explain why things were happening the way they were. I was allowed to work in different departments to learn how each area affected the project. To this day, I am very thankful, and I pay it forward. I have always taken the time to mentor and coach those on my project teams or in organizations I ran. The greatest reward was to see those I mentored surpass me in rank within the organization.

When I think back to the moment where I earned my chops, it was a U.S. Air Force project to design a paperless office and non-hackable email system. Don’t laugh! As you may have guessed, the initiative was not successful. Within two years, the government canceled the project. But one thing I’ve learned over the years is this: Unsuccessful projects provide a wealth of learning, maybe even more than successful projects. 

What have been the most influential projects you’ve worked on throughout your career?

Posted by Wanda Curlee on: October 22, 2019 07:01 PM | Permalink | Comments (11)

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)

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 (16)
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