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?
By Peter Tarhanidis
These days there is such a high influx of projects and such a demand for project managers, but such a limited supply of practitioners. How can companies help their project professionals improve their skills and knowledge so that they can work to meet that need?
Leaders deliver more results by sponsoring grassroots project management learning and development programs. Common approaches and best practices are shared across all levels of project managers—ranging from novices to practitioners. Therefore, if an organization has more employees who can learn to leverage project management disciplines, then the organization can meet the increasing demand, and are more likely to develop mature practices that achieve better results.
One type of grassroots effort is to establish a project management community of practice (CoP). CoPs are groups of people who share a craft or a profession. Members operationalize the processes and strategies they learn in an instructional setting. The group evolves based on common interests or missions with the goal of gaining knowledge related to their field.
For project managers, there is a specific added benefit of CoPs. They bring together a group who are traditionally part of separately managed units within an organization focused on strategic portfolios and programs.
CoP members develop by sharing information and experiences, which in turn develops professional competence and personal leadership. CoPs are interactive places to meet online, discuss ideas and build the profession’s body of knowledge. Knowledge is developed that is both explicit (concepts, principles, procedures) and implicit (knowledge that we cannot articulate).
In my experience, I have seen CoP utilized in lieu of project management offices. The members define a common set of tools, process and methodology. The CoP distributed work across more participants, increased their productivity to deliver hundreds of projects, improved the visibility of the members with management and positioned members for functional rotations throughout the business.
Which do you think drive better performance outcomes—establishing hierarchal project management organizations or mature project management disciplines through CoPs?
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:
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?
3 Steps to Outsourcing Success
Nontraditional Project Management,
PM & the Economy,
Categories: Benefits Realization, Best Practices, Change Management, Complexity, Innovation, Innovation, Leadership, Leadership, Lessons Learned, Lessons Learned, Nontraditional Project Management, PM & the Economy, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Risk Management, ROI, Roundtable, Stakeholder, Strategy, Teams
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:
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:
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:
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?
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
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.