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
Conrado Morlan
Kevin Korterud
Peter Tarhanidis
Vivek Prakash
Cyndee Miller
David Wakeman
Jen Skrabak
Mario Trentim
Shobhna Raghupathy
Roberto Toledo
Joanna Newman
Christian Bisson
Linda Agyapong
Soma Bhattacharya
Jess Tayel
Rex Holmlin
Ramiro Rodrigues
Taralyn Frasqueri-Molina
Wanda Curlee

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

Unlock the Value of Artificial Intelligence

Stakeholder Management for Traveling Families

3 Tips For Cultivating Your Executive Presence

Beware the Dangers of Technical Debt

Business Transformation in Disguise

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 (10)

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)

5 Steps to Reverse a Project in Chaos

By Ramiro Rodrigues

 

Recently, an acquaintance pointed out to me that the projects environment is susceptible to chaos. In his view, all it takes is a lack of effective leadership. If leaders aren’t constantly focused on solving the problems that occur in an environment of resistance and change, chaos will take place. After 20 years of professional work on corporate projects, I couldn’t disagree.

 

Obviously, the forces that pave the path to chaos in projects are not exact, but rather derived from human factors. Without adequate leadership, distinct interests, personalities and priorities will drive any corporate enterprise to disorder and, consequently, failure.

 

But if chaos has already taken hold, is there a way to reverse it?

 

In order to determine an effective solution, you’ll need to research and analyze the environment. Here, I present a practical and relevant framework for projects in this situation:

 

Step 1: Investigate carefully and critically all the variables that are exerting power in the project. These could include the political context, governance, financial and operational applications, organizational models, skills and the human characteristics of those involved.

 

Step 2: Based on these investigations, develop a list of items that are bringing negative interferences to the success of the project and seek to prioritize them with the support of the project sponsor. Consider all the layers of issues that are creating turmoil on the project. 

 

Step 3: With the list in your hands, develop a proposal of actions aimed at the effective recovery of the items. The tip here is that one should be attentive so that the proposed actions to recover the specific items do not divert at any time from the ultimate goals of the project.

 

Step 4: Validate whether the project sponsor is truly engaged and committed to making the proposed recovery plan viable. Without their engagement, the effort will be worthless.

 

Step 5: Execute the recovery plan as a parallel project, albeit one related to the original project. In this stage, it is important to implement best practices of project management, such as status meetings with the analysis of obtained results and clear communication with those involved.

 

It’s obvious this process will require more effort from the leadership, but if the sponsoring organization is committed and interested in project recovery, the investment is justified. And in this context, the project manager will have a great opportunity to demonstrate his or her resilience and ability to overcome challenges.

 

Have you turned around a project in chaos? Share your experiences below.

Posted by Ramiro Rodrigues on: June 25, 2019 08:50 AM | Permalink | Comments (8)

Disruption? No Prob for a Rogue Monkey Like You

by Cyndee Miller

The rogue monkey gets the banana. Researchers first made the discovery in the late 1970s, but the lesson remains for project leaders looking to keep pace with disruption.

Let’s peel this one back: In Jamil Qureshi’s opening keynote at PMI EMEA Congress in Dublin, Ireland, he told the tale of one monkey that chose not to believe the evidence put forth by its monkey colleagues that came before. It questioned the bias of its environment, adjusted its mindset—and was rewarded for its defiance. Seeing any parallels?

“I cannot tell you the value of a rogue monkey in your organization,” said Mr. Qureshi, a psychologist and performance coach. “Every single thing worth having on this earth has come from rogue monkey thinking.”

The greatest inhibitor to human performance, Mr. Qureshi said, is a steadfast adherence to our belief systems. (We all have them. Trust me, you’re no magical exception.) “We prove ourselves right even when we’re wrong, and that’s the problem.”

We must be willing to change the way we think. It’s the foundation of our decision-making process. “We think, we feel and then we act,” he said.

Hold off on the grand gestures, though.

“Proving ourselves as leaders is not about doing something dramatic. It’s about doing something a little bit more, more consistently,” said Mr. Qureshi. True leaders look inward, find what they already do well—and do more of it.

None of this will go very far without proper motivation, however. We’re drawn toward our most dominant thoughts, he says. And if those thoughts sound like “don’t fail” …? Um, we’re in trouble—our subconscious will only hear “fail.”

“People who are truly disruptive are motivated by what they seek to achieve, not by what they seek to avoid,” he said.

That’s how you move teams “from transactional to transformational.” The really bold ideas come from making the connection between two previously unconnected things. Look at PayPal, Spotify or Skype. “It took someone outside the sectors to give us what we wanted,” said Mr. Qureshi. Too often, companies and project teams are bad at being different—but the future demands it. “The only way to stay future relevant and future literate is to think about what the customer is valuing all the time, not what we wish to sell.”

So, are you ready to go rogue?

Posted by Cyndee Miller on: May 14, 2019 03:16 AM | Permalink | Comments (4)

How to Unleash Your Presence as a Leader

By Peter Tarhanidis, MBA, Ph.D. 

In project management, your presence as a leader is vital to your success. But how do you begin to refine this skill set? Start by considering what kind of presence you convey, and how that presence impacts your influence with teams.

Underlying a leader’s presence are sets of behaviors and actions directed toward team members in various situations. A leader must distinguish between the two prevailing behavioral approaches. In the task approach, leaders accomplish their goals by setting structures, organizing work, and defining roles and responsibilities. The relationship approach, on the other hand, employs behaviors to help teams feel at ease within a variety of situations.

In other words: Is the leader driven to treat team members as valued individuals and attend to their needs, or do they see team members as a means to achieving a goal? This approach will affect a leader and their team’s performance.

Project managers are constantly combining these two approaches to influence teams and attain a goal. Clearly, there are certain behaviors that emerge in one’s presence which increase one’s influence over teams. Examples include humility, honesty, confidence, composure and emotional intelligence. But the truth is, influencing teams takes a great deal of time and energy. There is only a certain amount of time and energy one dedicates in every moment. For many project managers this creates a challenge: What can a leader do to be present in every moment?

The opportunity does exist for leaders to train themselves to be present. By applying a certain regimen of actions, a leader can apply a thoughtful approach to increasing their presence. Dedicating yourself to increasing your energy and presence will result in positively influencing teams. Below is a list of four actions to help unleash one’s performance through increased energy, focus and presence:

  1. Define your purpose to engage your passion and goals. Write down an easy and memorable statement that you can use as your personal branding message.
  2. Identify the key relationships that require your energy and balance their needs.
  3. Stay physically and emotionally healthy, which will increase your energy levels.
  4. Take time daily to meditate to recognize your feelings and the consequences of the decisions you need to make to attain your goals.

Let me know how you unleash your performance. Please share your top behavior picks, why they define your presence, and how you successfully increased your influence with teams!

Posted by Peter Tarhanidis on: February 06, 2019 10:54 PM | Permalink | Comments (13)
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"Chaos is a friend of mine."

- Bob Dylan

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