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

Recent Posts

Authoritarian vs. Participatory Project Management

4 Reasons I Love Portfolio Management

My Favorite Research Tools

The Impact of Unforeseen Risks

The Reality Behind a Deadline

Customizing Your Leadership Style

 

by Peter Tarhanidis

I’ve served in various leadership roles throughout my career. In one role, I worked with engineers to build and deliver a technical roadmap of solutions. In another, I was charged with coordinating team efforts to ensure a post-merger integration would be successful.

All of my leadership roles ultimately taught me there’s no-one-size-fits-all style for how to head up a team. Instead, the situation and structure of the team determines the right approach.

Traditional teams are comprised of a sole leader in charge of several team members with set job descriptions and specialized skills, each with individual tasks and accountability. The leader in this environment serves as the chief motivator, the coach and mentor, and the culture enforcer. He or she is also the primary role model—and therefore expected to set a strong example.

But, this traditional team setup is not always the norm.

Take self-managed teams, for example. On these teams, the roles are interchangeable, the team is accountable as one unit, the work is interdependent, the job roles are flexible and the team is multi-skilled, according to Leadership: Theory, Application, & Skill Development, written by Robert M. Lussier, a professor of business management at Springfield College in Springfield, Massachusetts, USA.

On a self-managed team, each person’s capabilities support the team’s overall effectiveness. While these teams do need to have their efforts coordinated, they spread leadership accountability across the group.

Members each initiate and coordinate team efforts without relying on an individual leader’s direction, according to Expertise Coordination over Distance: Shared Leadership in Dispersed New Product Development Teams by Miriam Muethel and Martin Hoegl.

Effective leaders adjust their style to the needs of varied situations and the capability of their followers. Their styles are not automatic. Instead, they get to know their team members and ensure their teams are set up to succeed.

How do you pick the right leadership style to use with your teams?

Posted by Peter Tarhanidis on: December 22, 2016 03:13 PM | Permalink | Comments (8)

Meet the Culture Change Challenge With These 3 Tips

Categories: Agile, Change Management

By Christian Bisson, PMP

My last post about change stuck with me, so I want to revisit the topic by focusing on organizational cultural change here. Culture change means implementing new habits, new ways of thinking, new ways of working and so much more.

It presents a major challenge.

Why? Well, it’s more than processes, tools or documents—creating an organizational culture means changing people. This is as challenging as it gets.

When you’re looking to implement a culture change, here are few items to consider:

 

1. It takes time.

Most people will expect cultural changes to take a max of a few weeks, which is generally unrealistic. To level set expectations, share a roadmap of your changes.

The map should include high-level milestones of what the change will entail — training, meetings, etc. Then specify the objectives so people are on the same page as to why this is being implemented.

The roadmap will ultimately show that the changes are under control. It should mitigate any concerns or problems people will imagine.

2. You’ll need support.

A culture cannot be changed by just one person. There needs to be buy-in and it must be obvious.

I once had to implement daily Scrums with about 15 people, all of whom were accustomed to daily Scrums being long, painful meetings.

Changing that perception to one where meetings would last less than 10 minutes, where people would be on time, stand up and commit to the work they would aim to accomplish, was a challenge. I started by seeking out the colleagues in the group who were already on board with the change.

These early adopters helped me push others to stand up, be on time and ultimately helped keep things rolling when people went on tangents or brought up items out of turn. They were the first to jump in and “commit” to tasks rather than just saying whatever to get the meeting over with. It created a snowball effect, and we soon had efficient 10-minute meetings in place.

It’s a small example of a culture change, but it shows that having buy-in made all the difference.

3.  Seek feedback.

All team members react different during a culture change. Some will let frustration accumulate and burst when it’s too much, others might complain as time goes, others will be constructive, others will never share, etc.

You want to take control over that by welcoming feedback, as often as you can, from as many people you can. Obviously, don’t talk to everyone everyday. Use your judgment — for example, you might want to talk to those colleagues impacted the most every week, while speaking to others only monthly.

While more time-consuming, gathering feedback from people is better done one on one. It gives you a chance to connect with the individual. If you speak in large groups, the majority of people will remain quiet while others take over.

How have you tried to implement changes to your organizational culture? Share your stories and your tips!

Posted by Christian Bisson on: October 03, 2016 07:58 PM | Permalink | Comments (7)

Wading Into the Deep Waters of Regulatory Compliance

By Conrado Morlan

During the 2016 Summer Olympics in Rio de Janeiro, you may have seen them on TV: men around the Olympic pool in red trunks and yellow t-shirts, with whistles around their necks and flotation devices tucked beneath their arms.

Yes, they were lifeguards.

Why are lifeguards needed in a pool where the world’s best swimmers are competing? The answer is simple: regulatory compliance.

FINA, the sport’s international governing body, states in its guidelines that “owners of public pools or pools restricted only to training and competition must comply with the requirements established by law and the health authorities in the country where the pool is situated.” The law in the state of Rio de Janeiro requires the presence of lifeguards at swimming pools larger than 20 feet by 20 feet, according to The New York Times.

As a project manager leading the efforts of a global or regional project, you will need to be aware of all the regulations that may impact your project. Assuming that you can lead a project in the same way you do in your country of origin is a bad assumption.

Preparing for Compliance

Complying with regulations can mean big hurdles in project deployment, so you need to plan ahead to avoid any major impacts. At the same time, regulations may be an opportunity to establish relationships with governmental entities that define the regulations (as Amway did in China in the last decade).

When dealing with regulations in your projects, remember:

  • You are not always in control. The existing standardized and repeatable processes to execute projects, as well as the existing technological platform to implement the project, may not be applicable or available in certain countries. You will need to think “outside the box” and move out of your comfort zone to make your project successful.
  • The rules in other countries are unique. Regulations, culture and resources vary. Get insights from your local team to understand and take advantage of the established rules.
  • You may need to take a step backward. Adaptation is key in global projects. All the features and functions delivered by your project may not be necessary for a particular country. Have a list of the minimum features and functions required to make your project successful.

As a global project manager, you need to develop and master your cultural awareness. This will help you to establish the foundation of communication and identify cultural values, beliefs and perceptions.

This will help you understand the local environment and market, build long-term, trusting relationships and keep your project in track.

As a global project manager, how do you face regulatory compliance in different countries?

Posted by Conrado Morlan on: September 02, 2016 05:00 AM | Permalink | Comments (7)

3 Steps to Outsourcing Success

By Peter Tarhanidis

When leaders use outsourcing it is often in an effort to enhance the organization’s value proposition to its stakeholders.

Outsourcing allows leaders to focus on and invest in the firm’s core services while using cost effective alternative sources of expertise for support services.

When services are outsourced, management and employees need to prepare for a transformation in organizational operations—and project managers must establish a strategy to guide that change.

 

Creating an Outsourcing Strategy

Project managers can help to create an effective outsourcing strategy based on a three-part structure:

1. Assess the current state

This assessment should define the firm’s:

  • Labor expertise and associated labor costs
  • Value versus non-value support services
  • Baseline of operational measures and service levels

 

2. Consider the “to-be” state

The to-be state should be designed based on a comprehensive evaluation and request for proposal, including a good list of best alternatives to negotiated agreement items.

The to-be state must consider:

  • Access to low cost, high expertise labor and the marketplace arbitrage. This may evaluate onshore, right-shore, offshore and hybrid labor models.
  • Whether the firm should invest to “fix and ship” its processes or to “ship and fix” and adopt the providers processes.
  • Productivity gains that may be measured via the labor arbitrage, process capability improvements, speed to software application and deployment, automation of processes and IT management services, robotics, etc.

 

3. Consider the governance required to sustain the future state

A new internal operating model needs to be formed. This includes establishing teams to manage the contract, such as senior sponsorship, an operational management team or a vendor management team.

Then the outsourcer and the outsourcing organization should focus on continuous improvements that can be made to the process.

 

Avoiding Outsourcing Pitfalls

Project managers can avoid a few common pitfalls in their outsourcing projects:

  1. Add procurement and legal outsourcing experts on the project team to construct the agreement.
  2. Engage senior leaders to steer the initiative and align it to the business mission.
  3. Garner senior leadership support with change management actions to help guide the organization across this journey.

Overall, if done with a defined end in mind, leaders can capitalize on outsourcing by reducing operational costs, reinvesting those savings in core services, and providing access to expertise and IT systems that would normally not have been funded via capital appropriation.

Have you been a part of any outsourcing efforts? What advice would you offer to project managers involved in similar projects?

Posted by Peter Tarhanidis on: August 26, 2016 11:40 AM | Permalink | Comments (5)

What Is Strategy?

By Jen L. Skrabak, PMP, PfMP

Most portfolio managers are aware of the importance of aligning their portfolio to the strategy of the organization.

But what exactly is strategy?

Strategy is commonly misunderstood. Sometimes it is used to denote importance or criticality, for example, a “strategic program.” Other times, it may be used to convey an action plan—an organization may say that their strategy is to launch a new key product.   

In reality, however, strategy does not denote importance or complexity; rather, it represents the collective decisions that enable the organization to amplify its uniqueness in order to win.

It’s important to think of strategy as having three components:

Definition: The intent of the organization over the long term. 

Plan: Clear, concise and compelling actions expressed through a strategic plan and roadmap. Visualization helps to articulate the strategy, and align it with objectives and measurements. Frameworks and tools such as a strategy map, balanced scorecard and activity map help plan the strategy.

Execution: How the organization will achieve its defined plan through its portfolios (and corresponding programs and projects). The portfolio represents the decisions that the organization has made in order to execute on the strategy.

What Strategy IS and IS NOT

IS

NOT

Future/Long term (3+ years)

Current/Short term (1-3 years)

Different

Improvement

A unique position relative to competition

An endeavor to improve operational efficiency

Responsive to environment

Static

The strategy should define for the organization and individuals:

-Where are we going?

-Why are we going there?

-What’s my role?

In my next post, we’ll discuss how to align portfolio management to strategy.

Posted by Jen Skrabak on: August 19, 2016 07:04 PM | Permalink | Comments (10)
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