By Ramiro Rodrigues
Is risk management just an exercise in paranoia?
That’s the question I’m often asked. I like to respond by saying there are both negative and positive risks.
A risk is a situation in which it cannot be certain whether a specific result will happen. That potential cannot be discounted. Thus, any risk hypothesis—whether for small or large risks—is subject to some sort of management strategy. While we often think of negative risks, positive risks present opportunities for organizational or project gains.
Risk management strategies can be applied to our daily lives. Take, for example, my own experience.
A few years ago, I was invited to hold a workshop on project management best practices for a service company. Concerned about the event, I decided to invite a colleague whom I trust to share the work (strategy: share) and increase the chances of the workshop being successful (strategy: improve). When checking his schedule, my colleague realized that he would be returning from a trip at 6 a.m. on the day of the workshop, which was scheduled to start at 9 a.m. Even knowing that flight delays are more common than we would like, we decided to take the risk (strategy: accept).
In the weeks leading up to the event the preparation flowed well. We met with the client and tested the presentation dozens of times (strategy: explore), but the possible flight delay did not leave my mind. For this reason, I studied not only my part of the presentation, but also that of my colleague (strategy: eliminate).
When the day arrived, I woke at 6 a.m. to find two messages from my colleague on my phone. The first one said, "I've landed?” This gave me a sigh of relief. The second said, "I'm really ill. I'm going to a hospital.” I called my colleague and verified the illness.
What a great irony! All my fears arising from my colleague's risk of a delayed flight were realized, but not because of that event.
Some changes were necessary. First, I had to substitute the car journey with a taxi (strategy: transfer). Second, I had to remove specific parts from the presentation to reduce the impact of my colleague’s absence (strategy: mitigate). Even without doing so through a documented plan, I had used all of the recognized risk response strategies.
For me, it became clear that the great gain from risk management is in the exercise of thinking beforehand and being able to choose the best options available.
The outcome of the workshop? I imagine it would have been better if my colleague had been able to attend. But judging from the applause and words of praise, I believe that it was a success.
by Cyndee Miller
Throughout its history, Los Angeles has picked up many a well-known nickname—La La Land, City of Angels, The Big Orange come to mind. But it might be time to add a new one to the list: Champion of Change.
Over the years, this city has proven it’s ready, willing and able to not just embrace change, but lead it. Just this year, the L.A. metro became the first mass transit system to adopt body-scan technology to screen passengers for explosive devices. The city has also stepped up as a leader in water diversification, laying out an ambitious goal to slash reliance on imported water in half by 2025. And my favorite example: P-22, the cougar who calls the Hollywood Hills home. A veritable celeb, he’s changing attitudes about how wildlife can cohabit with the local denizens.
This change-happy city makes the perfect backdrop for PMI Global Conference, where talk of change dominated. It all started with keynoter Jon Dorenbos, whose entire life has been a study in adapting to change.
The retired pro football player turned magician has faced unspeakable family tragedy, life-altering health conditions and an often-unpredictable career path. It’s a slate of challenges that, understandably, left him with a negative view of the world. “I blamed a lot of people when I wasn’t having success,” he said. “The more I blamed people around me, the more I lost myself, bit by bit, piece by piece.”
Eventually, he let the negativity go and revaluated who he was bringing into his inner circle. “You are who you surround yourself with,” Mr. Dorenbos says. “Surround yourself with people who you want to win more than you want to win.”
That new outlook brought him success beyond imagination, including a Super Bowl ring and a final-round finish on “America’s Got Talent.”
The secret, he says, is a willingness to embrace—and not become a victim of—change.
“The sooner we can come to grips with our reality, the sooner we can accept that change is not a bad thing,” he said. “It keeps us on our toes.”
No doubt words that resonate with the hardcore change makers, but how do you convince skeptical stakeholders of that?
Find Purpose to Unlock Exceptional Performance
Human Aspects of PM,
New to Project Management,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Mentoring, New to Project Management, PMI, Program Management, Roundtable, Strategy, Talent Management, Teams, Volunteering
Find Purpose to Unlock Exceptional Performance
By Peter Tarhanidis, MBA, PhD
There are three common maturity levels in developing project management leadership:
It takes many years to cultivate the skills necessary to execute complex initiatives of all sizes and types. And project leaders may find gratification in the personal development to sustain their performance, as well as their project achievements.
However, over time, it’s not unusual to lose sight of that passion, excitement and engagement for executing initiatives. Instead, the project leader may default to simply providing the project management administrative activities of project execution. This reversal of development is a leadership pitfall and creates a chasm between high performance and exceptional performance.
One way to bridge the chasm is to be purpose-driven. A defined purpose distinguishes oneself as a distinctive as a brand. A brand is underpinned by one’s education, abilities and accomplishments. By identifying what is central to your interests and commitments, project leaders can re-engage with purpose and unlock exceptional performance. This can be broad or can be very specific in a subject expertise.
I have use the following method to find my brand and define my purpose:
Having used this approach to define my purpose, I learned I enjoy the macro view of the firm. I regularly coach leaders and help them develop their teams. Therefore, I like to simultaneously drive toward exceptional performance to achieve a firm’s mission and to advance the needs of society.
Please share your purpose and any examples of exceptional performance you achieved toward that purpose.
High-Performance Teams Are Purpose-Driven
Education and Training,
Human Aspects of PM,
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Nontraditional Project Management,
Reflections on the PM Life,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Education and Training, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, New to Project Management, Nontraditional Project Management, Program Management, Project Delivery, Project Failure, Reflections on the PM Life, Risk Management, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, Ph.D., M.B.A.
Program teams should collaborate like a world-class orchestra.
This ideal state of team engagement and performance requires the presence of several key elements, including an engaged sponsor, a governance committee, a project manager and a status dashboard to communicate performance.
However, maximizing this level of performance is especially challenging when working with cross-functional groups, external stakeholders and shareholders. This increases the complexity of the human performance aspects of team management.
I recall one assignment I worked on that required the team to design and build a new centralized model to bring together three different operations. The team was given two additional challenges. The first challenge was to consolidate disparate teams into two geographic centers. They also had to reduce the overall timeline from 18 months to 10 months.
These challenges exacerbated how teams were not working well with their counterparts. They quickly became dysfunctional and lost their purpose. The project was crashing.
Stepping into this situation I decided to conduct a stakeholder analysis. I used this approach as an intervention method to understand the underlying themes. The analysis revealed the team:
After reflecting on the team’s feedback, I realized that most members wanted to find meaning in their work. It seemed no one was developing their sense of shared purpose and putting their strengths to work toward this program.
I decided I needed to re-invest them as members of the team. To get the team back to performing well, I:
This approach strengthened the program and delivered on the challenges.
The lesson learned is, do not simply apply methods and approaches in complex program delivery. Manage the team’s purpose and establish shared values as an important driver of overall delivery.
How do you manage that purpose and invest in high-performing teams?
By Peter Tarhanidis, M.B.A, Ph.D.
Many organizations are shifting their traditional operating models to include new innovative collaborations and social networks to sustain economic growth. These new operating models, however, challenge the future of leadership.
Most operating models used today were designed in the industrial age. In these models, the division of labor is by specialization, which is hierarchical in nature. This approach has been analyzed and debated by philosophers including Plato and economists such as Adam Smith, whose analysis is incorporated in current organizational designs defining a company’s value chain. The advantage of this approach is that it drives increases in productivity and efficiency by allocating teams by their skillset.
Yet companies are boxed in today. They have become efficient and productive, but are at a disadvantage in sustaining innovation.
Companies are challenged to design and integrate innovative operating models to continue to drive economic growth. Some ways companies are leveraging new operating models to drive innovation include creating internal groups to access and fund startups and sharing resources with external research centers to drive external collaborations that drive new product pipelines.
These innovative operating models challenge leaders to work collaboratively across value chains and external business partners. To meet that challenge, there must be a shift in a leader and team skill sets.
The organizational design shifts from a division of labor and specialization to one that taps into knowledge workers and social networks. This shift—to forge new innovations and operating models—challenges leaders to define new behaviors, styles, skills and professional networks to sustain economic growth.
Project leaders and their teams have been at the forefront of working across these emerging models, navigating both internally as productivity experts, externally as innovation collaborators, and professionally to develop social networks to foster and sustain economic growth.
One’s future as a leader comes down to navigating your development against these current organizational trends. One approach I find helpful is to define personal 360-degree feedbacks. Start with three simple questions to determine where you need to develop and build from, such as:
Having used this personal approach, I learned the following three themes to form my development opportunities:
One must then consider what actions they should commit to developing — whether it is leadership behaviors and styles, business relationships or knowledge — to lead today’s organizations and sustain economic growth and relevance.