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
Joanna Newman
Christian Bisson
Linda Agyapong
Jess Tayel
Rex Holmlin
Ramiro Rodrigues
Taralyn Frasqueri-Molina
Wanda Curlee

Recent Posts

A Scrum Master’s Duty

Avoid the Internal Project Trap

Take Advantage of the Talent Gap

Project Success Buzzwords: Are These the Same?

Understanding Expert Judgment

Playing the Right Leadership Role

Leadership Role

By Peter Tarhanidis

It is not unusual for project leaders to fill a variety of leadership roles over the course of the many unique initiatives we take on.

As I transition from one client, program, employer or team to another, my personal challenge is to quickly work out the best leadership role to play in my new environment. Therefore, I find it helpful to have some knowledge of leadership theory and research.

Leaders must understand the role they fill in relation to staff and management. That typically falls into three categories, as defined by Henry Mintzberg, Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University, Montreal, Quebec, Canada:

Interpersonal: A leader who is either organizing the firm or a department, or acting as an intermediary. He or she is the figurehead, leader or liaison.

Informational: A leader that gathers, communicates and shares information with internal and external stakeholders. He or she is the mentor, disseminator, and spokesman.

Decisional: A leader that governs and has to make decisions, manage conflict and negotiate accords. He or she is the entrepreneur, disturbance handler, resource allocator and negotiator.

During one of my recent transitions, I thought I was a decisional leader, but I was expected to play an informational role. When I acted on information rather than sharing it and gaining consensus toward a common goal, my team was very confused. That’s why it’s so important to know the role you’re expected to fill.

When you start a new effort, how do you determine what role you’re expected to play? How has that contributed to your success?

Posted by Peter Tarhanidis on: March 17, 2017 09:50 AM | Permalink | Comments (12)

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 (6)

Is Your Agile Communications Toolkit Up to Snuff?

By Taralyn Frasqueri-Molina

A lot of things change when moving from traditional project management frameworks to agile ones. But what doesn't change (or shouldn't!) is how much and how often teams communicate. 

Agile frameworks don't actually require daily stand-ups or regular retrospectives. But you should consider adding some new trade tools and a few other staples to your project management toolkit if you’ll be working in an agile context. You may find that they quickly become essential to keeping communication flowing through your team—and your project on track.

Here's a short list of tools I've used on all of my projects.  

Sync-ups/Planning Meetings: This helps me start a project off right by making sure the product owner and execution team are on the same page. We set expectations, talk requirements and the direction for deliverables in areas such as UX, design, marketing.  

Daily Stand-Ups: Quick check-ins with the entire team help gauge project health and bring roadblocks to the forefront sooner rather than later. This is also where we address scope creep, taking note of good ideas that need more exploration before being included in the backlog.

Retrospectives: After each sprint and after each project, a retro helps the team ensure processes are working— and decide if we want to carry over those processes to the next iteration.

Wiki: These often get a bad rap but can act as an excellent centralized location for real-time documentation editing and sharing. In my experience, it can serve as a digital asset management (DAM) system for sharing web copy and design assets. While not a perfect DAM solution, it will do in a pinch.

Instant Messaging: Whether collocated or remote, teams sometimes need quick answers to questions—and a meeting can be overkill as a way to get answers. The challenge with instant messaging, though, is to make sure teams are on the same page about how and when to use an IM tool.

Email: This tool still reigns supreme when it comes to quickly keeping a lot of people in the loop about what's going on. Even if it's an email directing people to a wiki, it's still one of the best tools for mass communication. But maybe not for decision-making!

What tools am I missing? And do you find any of the tools mentioned particularly good or bad for certain kinds of communications? Share your thoughts below.

Posted by Taralyn Frasqueri-Molina on: March 24, 2016 12:30 PM | Permalink | Comments (8)

Project Leaders as Ethical Role Models

 

By Peter Tarhanidis            

This month’s theme at projectmanagement.com is ethics.  Project leaders are in a great position to be role models of ethical behavior. They can apply a system of values to drive the whole team’s ethical behavior.

First: What is ethics, exactly? It’s a branch of knowledge exploring the tension between the values one holds and how one acts in terms of right or wrong. This tension creates a complex system of moral principles that a particular group follows, which defines its culture. The complexity stems from how much value each person places on his or her principles, which can lead to conflict with other individuals.

Professional ethics can come from three sources:

  1. Your organization. It can share its values and conduct compliance training on acceptable company policy.
  2. Regulated industries. These have defined ethical standards to certify organizations.
  3. Certifying organizations. These expect certified individuals to comply with the certifying group’s ethical standards.

In project management, project leaders have a great opportunity to be seen as setting ethical leadership in an organization. Those project leaders who can align an organization’s values and integrate PMI’s ethics into each project will increase the team’s ethical behavior. 

PMI defines ethics as the moral principles that govern a person’s or group’s behavior. The values include honesty, responsibility, respect and fairness.

For example, a project leader who uses the PMI® Code of Ethics to increase a team’s ethical behavior might:

  • Create an environment that reviews ethical standards with the project team
  • Consider that some individuals bring different systems of moral values that project leaders may need to navigate if they conflict with their own ethics. Conflicting values can include professional organizations’ values as well as financial, legislative, religious, cultural and other values.
  • Communicate to the team the approach to be taken to resolve ethical dilemmas.

Please share any other ideas for elevating the ethical standards of project leaders and teams, and/or your own experiences!

Posted by Peter Tarhanidis on: February 22, 2016 09:45 AM | Permalink | Comments (22)

Why Some Projects Succeed and Others Fail

Why Some Projects Succeed and Others Fail

By Marian Haus, PMP

There is obviously a high interest in the project management community and literature about what drives project success. For example, searching online for “why projects succeed” will return you five times more web pages than “why projects fail.” Similarly, there are four times more pages about “project success factors” than “project failure factors.”

This is no coincidence! The overwhelming interest in project success insights is driven by the struggle of many organizations and project managers to understand what drives success.

But before answering the question of why projects succeed, let’s first try to define project success.

The most common definition of success is delivering the project on time, on budget and in scope. PMI’s PMBOK Guide® says a project is successful if the following parameters are met: product and project quality, timeliness, budget compliance and customer satisfaction.

Others define project success by measuring the project ROI (or business case) over a certain period of time. If the ROI is positive, the project is declared successful, regardless of its deviations along the way.

I have my own definition: A project is successful if it meets its given goals, within acceptable variance boundaries (e.g., in terms of scope, time or budget). This is a relative definition and relies on the fact that the world is not perfect. Hence even a successful project will rarely be a 100 percent success.

A civil construction project might be declared successful if it meets its scope and quality. Acceptable time or budget deviations might not be seen as failure. Similarly, an IT project might be declared successful if it meets its scope on time, with acceptable deviations from quality or budget.

A project’s success is relative: it depends on how the success criteria and metrics are defined from the very beginnings of the project, along with who will measure them.

OK, there are clearly many definitions of project success. Similarly, there are also many views and studies on why projects succeed.

Let’s take a look at a few studies and try to find a common denominator.

According to PMI’s 2015 Pulse of the Profession®: Capturing the Value of Project Management, over the last three years the number of projects meeting their goals—hence being successful—has remained steady at about two-thirds of projects. This success is the result of organizations supporting project excellence by focusing on fundamental aspects of culture, talent and process.

But size matters, too. A Gartner study from 2012 shows that small IT projects (below US$350,000) are more likely to succeed than big projects (budgets over US$1 million).

Other studies reveal that project success is tightly linked to clear project objectives and requirements that are fully understood and supported by actively engaged stakeholders.

My view on the common denominator that leads to project success is simple: the main drivers of project success are rarely of a technical nature. Instead, the drivers are the basics of the project management culture and discipline within the project organization.

In other words, fix the project management basics, and your chances of reaching project success will increase.

Posted by Marian Haus on: December 06, 2015 08:50 AM | Permalink | Comments (25)
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