By Ramiro Rodrigues
The term path is used for a sequence of activities that are serially related to each other.
Imagine, for example, that your colleagues have decided to organize a barbecue. After dividing up the work, you are responsible for hiring the catering services. For this task, you are likely to have to look for recommendations, check availability and prices, analyze the options and then choose the best one. These four activities are a path. In other words, they are a sequence of activities that must be carried out sequentially until a final goal is achieved.
A project manager’s job is to estimate the duration of each planned activity. And if we return to our example, we could consider the possible durations:
This sequence of activities will last 40 hours, or five workdays. And since the whole barbecue has been divided among various colleagues, other sequences (or paths) of activities—such as choosing the venue, buying drinks, organizing football, etc.—will also have their respective deadlines.
The critical path will be the series of activities that has the longest duration among all those that the event involves.
Let's imagine that the longest path is precisely this hiring of the catering services. Since the process is estimated to take five days, the barbecue cannot be held at an earlier time. And if it were held in exactly five days, all the activities involved in the path have no margin for delay. This means that if, for example, my analysis of options is not completed on the date or within the duration planned, then the barbecue provider will not be selected in time, which will invariably lead to the postponement of the barbecue—and leave a bad taste in my co-workers' mouths.
Under the critical path method, there is no margin for delay or slack. If there is a delay in any activity on that (critical) path, there will be a delay in the project. At the same time, other "non-critical" paths can withstand limited delays, hence the justification of the term.
It is the duration of this path that is setting "critical" information for all projects—when all the work will have been completed.
Do you use the critical path method in your work? If so, what are your biggest challenges?
Award-Winning Metrics For 2018
by Kevin Korterud
What are the best metrics for determining if a project is about to experience schedule, budget or quality slippages? These metrics are best categorized as delivery volatility metrics.
Executives already know when a project is in trouble — they are more concerned with those projects whose trajectory is on a currently unseen course to trouble.
PMI offers guidance on project metrics to help detect delivery volatility, such as the Cost Performance Indicator and Earned Value Management. While project reporting will likely have one or more of these metrics, I got to thinking what other metrics would indicate the potential of delivery volatility.
An additional complication is the various approaches used today, including agile, waterfall, company custom, software product, service supplier and regulatory. These can all generate their own set of metrics.
While pondering this question watching TV one evening, I noticed a multitude of movie, theater, television and music award shows that tend to occur this time of year. A characteristic of these shows is the numerous categories that are awarded to nominees — Best Supporting Actress, Best New Pop Group, Best Special Effects and so on.
As I was organizing my thoughts around metrics, I figured: Why not use award show categories to help shape an answer on which metrics would best suit early detection of delivery volatility?
As the Master Of Ceremonies for the 2018 Project Metrics Award show, here are a few of the winners:
As our projects become more complex and more numerous, the ability to deliver on a set schedule becomes more important. The SPI has the great benefit of comparing actual and planned progress in an objective manner: earned value/planned value.
The true power of SPI comes into play when selecting a method for earned value accumulation. Assuming work plans are at a level of granularity where task progress can be measured within a two to four week window, a conservative earned value scheme such as 0%/100%, 25%/75% based on task start and completion is a very objective means of calculating progress.
With these conservative schemes, you capture value when the tasks have started (when resources are truly free to work on tasks) and whether the task has been completed (usually with acceptance of completion by a project manager or stakeholder).
Given today’s tight delivery timeframes, as well as the need to coordinate delivery with other projects, SPI is a good indicator as to the schedule fitness of a project.
2. Best Supporting Emerging Metric: Functional Progress Metrics!
As I shared above, there are now a multitude of methods available to run projects. From these methods, all sorts of new metrics are available to project managers to identify delivery volatility. These metrics can include completed user stories, forecast backlog, project burndown, build objects, test case performance and many others.
In addition to these new metrics, a whole host of new waterfall, agile and other tools have come into play that capture functional progress outside of the traditional work plan tasks and milestones. In fact, work plan detail requirements can be relaxed when these tools are used to shed light on the functional progress of a project.
The power of these functional metrics is that they allow the next level of inspection underlying project phases, tasks and milestones to see delivery trajectory. For example, being able to see the detailed completion progress of requirements, build objects and test cases in automated tools allows project managers to catch underlying barriers to progress before it is revealed in a work plan.
As project managers, the universal outcome for our efforts is that we need to create value for our project executives and stakeholders. While activities can lead to creating value, our mission revolves around the production of deliverables in a timely manner to fulfill a project value proposition.
The inherent power in providing and approving deliverables in a timely manner is that they are completely objective means of progress. No matter what method, effort, dependencies, resources, tools or other constructs of project management are employed, deliverables are an indicator of whether you are making progress. The track of deliverables being created, reviewed and approved on schedule means you are making definitive progress toward value.
Creating a track of deliverables and their targeted completion dates with progress that can be monitored through other metrics allows a universally understood path to project completion. For example, if a deliverable has not yet been approved by stakeholders, you are making visible a potential schedule delay that would impair future work activities.
To host your own 2018 project metrics award show, one does not need a spotlight or trophies. You just need to think about what metrics can serve to detect early signs of delivery volatility beyond the self-declared green/yellow/red stoplights that are typically found in project status reports.
If you were handing out your very own 2018 project metrics awards, what categories would you select? What would win?
by Taralyn Frasqueri-Molina
In a small business, like a startup, organizational project management (OPM) may seem too big. At a large blue chip, layers of OPM may be standard operating procedure. But what if your org is somewhere in between? On one hand, you're past the days of moving furniture yourself, on the other hand, you're not yet cutting paychecks for 2000+ employees.
First, let's establish that OPM is a good thing. Linking strategy with implementation across an organization to deliver on portfolio promises and realize value is, trust me on this one, a good thing. But OPM at scale is even better. And that is because if you don't scale OPM to where your org is right now, it may seem that OPM is too complex to even attempt at all.
And if OPM is a good thing, then no OPM is probably not so good.
I've seen what happens to a business that doesn't have an OPM strategy in place. The business is moving along successfully but then the stumbling starts, and then maybe stops, but then it starts up again and continues unabated. Teams are frustrated that progress has halted and find they're taking the blame or blaming each other. Leadership pushes the same answers to newly arisen problems—work harder, faster, longer.
The Benefits of Scaling
OPM at scale ensures the strategy that your entire enterprise is about to adopt is the right fit.
Too light (but it may work for a startup), and your undertaking becomes inconsistent, priorities become ever-changing because there's no clear focus. The entire system is not reliable enough to deliver.
Too rigid (but it may work for a Fortune 500), and you may get in your own way with bottle-necking processes, decision-making by committee, waiting for an approval exit gate that never arrives, wasting time because the system is not flexible enough to deliver.
Where too much process is a hindrance (but may work for a large org) and too little is volatile (but may work for a fledgling company), start with some core principles that are key for your org and build from there.
An OPM at scale strategy could look something like this:
At your next quarterly review, examine how your custom OPM framework is doing. Are you all still aligned on, not just the goal of your portfolio, but the goal of your OPM strategy? Ready to go bigger and start maturing your framework? Or instead do you need to scale back?
What experience do you have with implementing OPM to scale?
Want to see a fully baked standardized model, take a peek at PMI's Organizational Project Management Maturity Model (OPM3®).
by Dave Wakeman
Last month I wrote about measuring your project’s ROI. Part of that discussion included the idea that in the end, your projects need to be measured according to the outcomes they produce and not the actions that are taken.
So I wanted to take a few minutes to go back over the concept of outcomes and how outcomes, execution and strategy play together to deliver successful projects.
1. Outcomes are all that matter: Every project has deliverables and actions that are meant to drive the project forward and give stakeholders an understanding of where things are and what is happening. The fact is, things like schedules, a work breakdown structure and risk assessments are just tactics that are meant to move your project closer to its end goal: the outcome!
In every project the only relevant measurements of success are the outcomes. Outcomes mean things like a fully functioning product or service, a project delivered on time and schedule, and one that meets the goals of the client and stakeholders.
So try to frame your project conversations in terms of the outcomes and the tasks important to those outcomes. Instead of an activity, think about how these activities play into timelines and budgets or into the overall success of the project.
2. Outcomes aren’t always obvious to everyone: It can be very easy to take a black-and-white view on outcomes. But the truth is that depending on where you are in a project and the role you play, the outcomes may not always be obvious to you.
Why? It’s pretty simple, really. In any situation, we spend an inordinate amount of time focusing on the actions and activities that are most important to us. So when we look at projects, it can be easy to just think about the tasks we need to do to clear out our schedule or to move onto the next task on our checklist.
Most of this isn’t intentional, so you may have to spend some time relating to team members how activities play into the desired outcomes or even spending time communicating the vision of how the project will play out in the organization.
3. Always be prepared to change: We spend a lot of time talking about risks and change in projects, but I think that in many instances these two skills aren’t applied with as much success and consistency as desired.
But the process of implementing your strategy and optimizing execution comes with the basic jumping-off point of needing to understand, prepare for and embrace change as a constant within all projects.
To better prepare yourself for change, develop this mindset: you are going to communicate consistently with your stakeholders and proactively manage where your project stays within the marketplace, the desired outcomes that the project will produce, and changes in the circumstances of resources and other internal factors.
The simplest way to think about a project is as a set of activities that can be checked off on the way to completion. In fact, a lot of projects are managed that way.
But to be the best project manager and a partner to your organization’s success, you have to make the effort to keep strategy top of mind while executing for the right outcomes. I think these three tips will get you started.
What do you think?
By the way, I write a weekly newsletter that focuses on strategy, value, and performance. If you enjoyed this piece, you will really enjoy the weekly newsletter. Make sure you never miss it! Sign up here or send me an email at email@example.com!
By Jen Skrabak, PMP, PfMP
I am amazed that so many projects and programs (and by extension, portfolios) are still so challenged. Forty-four percent of projects are unsuccessful, and we waste $109 million for each $1 billion in project expenditures, according to the 2015 edition of PMI’s Pulse of the Profession.
One solution that the report identifies is mature portfolio management processes. With that in mind, I’ve come up with a list of five things that unsuccessful portfolio managers do—and what they should focus on doing instead.
1. Worry about things they can’t change.
Unsuccessful portfolio managers worry about the past or dwell on problems outside their immediate influence. Successful portfolio managers learn from the past and move on. Sometimes, failures turn into lessons that create the foundation for future growth and opportunity.
Portfolio managers should stay focused on what can we influence, negotiate and communicate, as well as what we can start, stop and sustain. Every month or quarter, assess the processes, programs and projects in your span of control. Decide which to start, stop and sustain, and develop action plans around those decisions (including dates, resources required and collaborators).
2. Give up when things get too hard.
It may be easy to throw in the towel when conditions become challenging. But the hallmark of a good portfolio manager is the ability to find solutions.
Sometimes, our immediate reaction to a proposal is to think the timeframes or goals are not possible. However, when we get the team together to focus on what can be done, we come up with creative solutions. It’s necessary to gather the facts and do the analysis instead of jumping to conclusions.
3. Set unattainable goals.
There’s a difference between a stretch goal and an impossible one. Sometimes, projects or programs don’t start off as unattainable (see #2 above) or undoable, but they become so.
Although we may be good at starting projects or programs, there’s not enough emphasis on stopping them. The environment (internal or external) may have changed, key resources may no longer be available, organizational priorities may have shifted, or the business buy-in might take too long. Rather than calling attention to the situation and recommending a “no go,” unsuccessful portfolio managers tend to press on with blinders. This wastes time and resources.
Once I was managing a $500 million portfolio of international expansion programs and projects. The portfolio sponsor told me, “I want to know if we’re falling off the cliff.” Although we hope our programs or projects never get to that point, his words did clearly specify the role I was supposed to play.
4. Stay in your comfort zone.
It’s easy to create a portfolio in which the potential for risk and failure is low. But that means we may be missing out on opportunities for innovation or great returns. Advocating change in your portfolio requires taking calculated risks that you can learn from or will pay off in the longer term. The successful portfolio manager will advocate taking good risks (aka opportunities) instead of blindly going forward with bad risks.
Taking advantage of opportunities is the key to transformation and reinvention. It’s essential to any organization that wants to survive long-term. For example, who could’ve predicted just a few years ago that Amazon, Netflix and even YouTube would become rivals to TV and movie studios in providing original entertainment? This required calculated risk taking.
5. Forget about balance.
Balance is important, whether it’s balancing your portfolio or balancing your work and your life. If you’re not performing your best because you’re not taking care of yourself, it’s going to affect your portfolio. Especially with technology blending our work and personal time, it’s sometimes hard to think about balance. One survey showed that we’re checking our phones up to 150 times per day. But remember the basics: eat well, exercise, take time to de-stress, and set aside time for yourself, family and friends.
What do you notice unsuccessful portfolio managers do, and what would you recommend instead? Please share your thoughts in the comments.