3 Tips to Enhance Your Leadership IQ
Education and Training,
Human Aspects of PM,
Reflections on the PM Life,
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By Peter Tarhanidis
The boards I serve have common opportunities and challenges revolving around promoting a brand, balancing the operating budget and growing capital. Yet, while flawless leadership is expected, in actuality it is difficult to sustain.
As I reflected on why many organizations were challenged around execution, I realized that executives must improve their leadership intelligence around three key factors to enable success:
In my experience as a mentor and leadership coach, these tips can help align decision-making, leader accountability and stakeholder engagement to the needs of the customers, and improve the overall culture of the organization. As a result, the brand will come to life.
How have you improved your leadership intelligence?
By Kevin Korterud
I experienced my first agile project nearly a decade ago. At the time, agile was still an emerging concept. I remember thinking there were all sorts of activities going on that I had never seen on any of my projects. People were standing up for meetings, marker boards were filled with things called “stories” and delivery moved forward under the framework of a “sprint.”
At the center of this whirl of frenetic activity was a person who the team called a “scrum master.” At first, I thought this person was a project manager. But they were doing things that were outside of the traditional project management realm.
Since that first experience, agile has matured and continued to grow in popularity. This trend prompted me to examine the evolving role of the scrum master in complex agile delivery environments. Here are my observations:
1. Agile Delivery is Becoming Mature
Agile delivery teams used to function within isolated pockets. But, as the use of agile—as well as the size and complexity of solutions being delivered—grew, new methods, such as SAFe®, were developed to help orchestrate agile delivery across an organization.
With agile becoming more common in organizations as a delivery method, the overall need for scrum masters’ general process advice diminishes. Agile teams over time—as well as with the support of enterprise framework methods—will become more self-sufficient, which reduces the need for some of the current activities performed by scrum masters.
2. Higher Engagement and Direct Accountability
One of the guiding principles for scrum masters is that they are not supposed to intervene with the team and are not responsible for delivery outcomes.
While a focus on process advice was essential during the early days of agile, today’s larger and more complex solutions demand that delivery quality issues be identified as soon as possible. In addition, there is also a need to ensure on a more frequent basis that the solution being created will yield the desired business outcomes.
Given its proximity to agile delivery teams, the scrum master role is positioned to leverage a higher level of engagement and accountability. In addition to traditional agile process advice, scrum masters should also serve as a durable checkpoint for both delivery quality and alignment to business outcomes.
These checkpoint activities would include reviewing user story quality, monitoring non-functional requirements and checking solution designs against business needs. As other roles in agile delivery possess some form of delivery accountability, the scrum master must also become more engaged and accountable in order to remain relevant.
3. Emerging Project Managers Becoming Scrum Masters
While scrum masters are not meant to be project managers, that notion is preventing project managers from becoming scrum masters, especially earlier in their career. Emerging project managers invariably have some form of solution delivery experience. They know what makes for sound requirements (especially non-functional), designs, testing, quality and implementation plans.
As the level of complexity and scale increases with agile delivery, so does the need for some form of delivery oversight at the agile team level. With the scrum master position in their repertoire, teams would have developed competencies and know-how for scaled agile delivery, release train engineer, program manager, etc.
Scrum masters have played an essential role in the growth and adoption of agile as a practical means of delivery. Their direct interactions with agile delivery teams create a unique opportunity to expand their influence in generating valuable outcomes for end-users, consumers, customers, employees or suppliers. To do so, they need to further extend themselves— both in terms of skills and engagement—to remain relevant in today’s complex delivery environment.
How do you feel the scrum master role has evolved? Are newly minted project managers the scrum masters of tomorrow?
By Kevin Korterud
Program management made news in December (though perhaps not front-page headlines) when the United States Senate unanimously approved the Program Management Improvement Accountability Act. The legislation enacted a number of initiatives for improving federal program delivery, which has suffered from past budget, schedule and quality challenges.
While government legislation is not necessarily my weekend reading of choice, I recently spent time reviewing the new law. It quickly became apparent to me that, although targeted at improving the delivery of U.S. federal programs, it includes many considerations that are universally relevant to program delivery, even if you’re working in the private sector.
As part of the legislation, the deputy director of management at the Office of Management and Budget has been tasked with several new functions related to program and project management. Let’s take a look at two that I find particularly exciting and relevant to program managers around the world.
1. Chart A Strategic Course
Executives often tell me they don’t know where to start when it comes to improving program delivery. There are typically so many interrelated issues that it’s difficult to determine which actions would have the greatest impact on delivery results.
Other disciplines, such as technology architecture, business change management and customer satisfaction, typically work from some sort of strategic or transformational roadmap. The roadmaps identify common issues, solution strategies and transformational initiatives that drive success for that discipline.
The new federal legislation requires the deputy director of management to “establish a 5-year strategic plan for program and project management.” A program management maturity roadmap will provide a common vision around necessary improvements. And given the size and complexity of federal programs, it will also help teams avoid repeating prior delivery missteps, and enhance the performance of program management processes.
2. Lay a Solid Foundation
Early in my project and program management career, it was common for companies to have a homogenous, centralized employee workforce with strong business and technical domain knowledge that was built over many years. Today, the landscape of program delivery is much more fragmented and fragile.
Global delivery centers, various delivery approaches (waterfall vs. agile), business leaders that rotate every few years, contractors that play a larger role in delivery and emerging technologies are all components that complicate program delivery. It is a wonder that program delivery is ever successful!
The new federal legislation says the deputy director must also, “oversee implementation of program and project management for the standards, policies, and guidelines…” The creation of program management standards, policies and guidelines will serve as a foundation to harmonize the discordant realities of modern program delivery. By establishing unified rules, boundaries, practices and performance metrics that drive a cohesive approach, the inherent complexities of today’s programs can be successfully addressed.
What elements of the Program Management Improvement Accountability Act do you find most intriguing? I look forward to discussing.
By Wanda L. Curlee
Could neuroscience be the next big thing for the project management profession?
Today, there are many theories about leadership, management, and psychology, yet, no one is quite certain how the brain works in concert with these theories—or even if it does.
In the pursuit of more information, neuroscience—including functional magnetic resonance imaging (fMRI) and positron emission tomography (PET) —is being used to study what the brain activity of business-minded individual’s looks like during thought and during motion. (This technology can map new neural pathways as they are created—pathways that can be created until death.)
Already this scientific field is creating new fields of study across the business landscape. Neuroeconomics, for example, is “the application of neuroscientific methods to analyze and understand economically relevant behavior such as evaluating decisions, categorizing risks and rewards, and interactions among economic agents,” according to Dr. Zainal Ariffin Ahmad, a professor in the Business Research for Applied Innovations in Neurosciences (BRAIN) Lab at the Universiti Sains Malaysia’s Graduate School of Business.
With portfolio management still in its infancy, neuroleadership and neurogovernance could potentially assist portfolio managers. By extracting knowledge from the sciences of neuroleadership and neurogovernance, PMI could differentiate itself and its body of knowledge from the various other project management associations and standards.
By using cutting-edge knowledge about how the human brain works to help create standards, PMI could move project management closer to a profession such as medicine. When the standards of the profession are based on empirical scientific knowledge, rather than good practices done on most projects most of the time, project management could become even more science than art.
What do you think? Can and should neuroscience be part of the future of project management?
by Jen L. Skrabak, PMP, PfMP
Successfully implementing strategic initiatives is a high priority for most organizations; however, few organizations are doing it well, if at all. In fact, only 10 percent are aligning portfolio management with strategy implementation.
Based on my experience, there are seven critical success factors to align portfolio management with strategy:
1. Agility: This is a broad umbrella for organizational culture and processes that are nimble and versatile. Being nimble suggests speed in reacting and being versatile suggests flexibility and adaptability. It’s crucial to build a nimble and flexible organization and portfolio management processes to take advantage of internal or external changes. Portfolio management must be seen as the enabler of strategic change and anticipate iterative, incremental and frequent adjustments to the portfolio.
2. The 3 C’s: Culture, Change Management and Communications: The “triple threat” of portfolio management is having all three components work in harmony to enable the strategy. Culture can be thought of as the personality and habits that an organization embodies, and although it may be difficult to describe, it can be seen and felt when walking around an organization. It’s been commonly cited that up to 97 percent of the employees in an organization don’t understand the strategy, and over 90 percent of mergers and acquisitions fail due to culture clashes.
Rather than letting culture just happen by accident, organizations should consciously build and shape the culture of the organization. And, of course, the culture must be socialized through communications and change management to not only convey the right messages and keep employees engaged, but also recognize and reward the right behaviors.
3. Governance: Good portfolio management processes ensure these core governance functions are implemented:
· Oversight: Leadership, guidance and direction. The key is being involved (through visible engagement and support in problem solving and removing barriers), not just informed (receiving status reports).
· Control: Monitoring and reporting of key performance indicators, including leading (not lagging) indicators. Too often, portfolio managers report on scope, time and budget status, however, those are all retroactive events. Although course corrections can be made, it is too late to be proactive and, as we all know, it’s easier to stop a project’s problems earlier rather than later. Leading indicators, including risk exposure, incremental value delivered and requirements volatility, are predictive.
· Integration: Alignment to strategy, as well as organizational ownership of the changes that the portfolio is implementing, should be driven by portfolio governance.
· Decision Making: While empowering teams to make day-to-day decisions, broad decisions also need executive and management support to ensure buy-in across the organization.
4. Value: The value to the organization depends on performance of the portfolio holistically, not individual components. It starts with ensuring the right programs and projects are selected. Sometimes, the focus is on an individual project’s ROI instead of the fact that although a project may have a positive return, it should be compared against competing projects’ risk, return, and alignment to strategy.
5. Risk Management: There should be a balance of the negative and positive. Mitigate threats and take advantage of opportunities. Value is ultimately the result of performance x risk/opportunity.
6. PPPM Maturity: Portfolio, program and project management (PPPM) maturity ensures the process and talent exist to deliver the programs and projects reliably. Maturity is not measured by a single dimension such as the success rate of the “triple constraint.” Instead that measure includes speed to market, customer satisfaction and strategy enablement.
7. Organizational Structure: When building an organization to enable a strategic initiative (a type of portfolio), an organization should be defined by verticals of end-to-end processes and horizontal enablers. Horizontal enablers are common support elements that span across the verticals organized by the work instead of the functional area—such as change management, reporting, training.
How do you align portfolio management with strategy? I look forward to your thoughts!