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

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Project Management Triangles and Integrated Reasoning

By Wanda Curlee 

There are two triangles commonly referenced in the project management discipline: The Iron Triangle (sometimes called the Golden Triangle) and PMI’s Talent Triangle®. Each provides insight into the complexity of even the simplest project.  

 

However, I think there is a big component missing: the human psyche. Let’s look at both triangles. 

 

The Iron Triangle

 

The Iron Triangle has many versions that have been enhanced by subject matter experts to help define how to manage a project. On the triangle’s sides, you’ll find time, cost and resources. Quality and/or scope, which was added later, can be found in the middle of the triangle. 

 

My preference is to put time at the bottom part of the triangle as it is constant. When time has passed, it’s gone for good (until time travel is invented). All other sides and the interior of the triangle change and often do.  

 

Some would say the scope is constant because there is a statement of work that defines the scope. A good theoretical basis, but reality normally prevails. For instance, out of ignorance, incompetence or “doing a favor”, the scope can change. It may also change because of a customer or vendor request. All these changes affect the other axis and interior of the triangle. However, your time is gone no matter how the scope changes. Quality may go up or down depending on scope, resources and time.  

 

The Talent Triangle

 

PMI’s Talent Triangle acknowledges that the project professional must have soft and hard skills. These skills include leadership, a technical knowledge and an understanding of the strategic and business alignment of the project, program and portfolio—while also ensuring that projects stay within the Golden Triangle. 

 

Understanding the industry helps project professionals realize the importance of the endeavor for the company. Finally, understanding the politics and strategic fit of the project or program is a must. If the project or program manager cannot articulate how the effort drives the company’s strategic objective, it might be time to move to a different project or maybe find a new profession. 

 

The Human Psyche

 

While these two triangles are good, they don’t incorporate the missing link—the human psyche.  

We need to understand how to drive the project team to make sure no sides of the triangle fail. What does this mean? If one side of the Iron Triangle falls short or goes long then the triangle fails. The same could be said for the Talent Triangle. 

 

Three inherent manners can help: integrated reasoning, strategic focus and creative thinking. I want to look at integrated reasoning.

 

According to neuroscience, there are three ways a person thinks. He or she can be a rock star, coach/playmaker or rainmaker.  

 

The rock star is the junior to the experienced project manager and is normally focused on one or two tasks. Think budget timelines, schedules and risk management, among other things.

 

The coach/playmaker is the senior project manager and junior to the experienced program manager. These individuals see the forest. The coach knows how to lead to the final goal.  

 

Finally, there’s the rainmaker. These are the senior program managers, portfolio managers and C-suiters. They can see years into the future. The rainmakers know how to decide which projects and programs make sense for the strategic objectives. They see success.  

 

Why is this important? It leads to integrated reasoning. Project and program managers should recognize where members of their team fall on the spectrum. He or she then needs to encourage and provide the opportunity to jump into a new reality so they can be more effective on all sides of the triangle.  

 

For example, I am very comfortable in the rainmaker role. However, I force myself into the coach and rock star role. This allows me to see the organization, strategy and people from many angles, which increases my political rationality.

So, what is the political reality of your project or program? Does your reality agree with that of the sponsor? How about the project management office or portfolio manager? If you do not understand your political rationality from all angles you will fail yourself, your team and the triangle. 

Stay tuned for the next post in which I will put integrated reasoning into reality to help drive the strategic focus of your project or program. 

 

 

Posted by Wanda Curlee on: October 12, 2017 09:09 AM | Permalink | Comments (23)

3 Tips to Enhance Your Leadership IQ

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:

  1. Improve speed and quality. When leaders struggle to make quick or quality decisions, it’s often viewed as not having the right team in place, or not having enough intelligence on the matter or the specific responsibilities related to the decision. One can increase cognitive abilities through investing in formal education, training and access to subject matter experts to gain the necessary knowledge.
  2. Repair team alienation and restore loss of confidence. Building trust in teams can improve leadership intelligence. Commit to a path of restoring relationships by understanding yourself and others. Assess emotional intelligence techniques to gain self-awareness and rationale for team motivation.
  3. Become aware of stakeholders on social media. Thanks to social media, a large audience judges every executive decision. Expand stakeholder relationship management to include communication and change management via social media channels. Seek out team members who are knowledgeable in social media so that they can proactively engage stakeholders and integrate feedback to reduce blind spots.

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?

Posted by Peter Tarhanidis on: September 06, 2017 10:54 PM | Permalink | Comments (11)

A Checklist for Shared Outcomes

By Peter Tarhanidis

I was recently assigned to transform a procurement team into one that managed outsourcing partnerships. I realized the team was very disengaged, leaving the strategy up to me to define. There was no buy-in. The team and the partnerships were sure to fail.

But I was determined to make the team successful. For me, this meant it would be accountable for managing thriving partnerships and delivering superior outcomes.

To get things back on track, I had to first get alignment on goals. Setting shared goals can help to shape collaborative and accountable teams that produce desired outcomes.

Establishing goal alignment can be a difficult leadership challenge; however, leaders must gather the needs of all stakeholders and analyze their importance to achieve the desired organization outcome.

I often use this checklist to tackle this challenge:

  1. Set shared goals in consensus with teams to motivate them to achieve the desired outcome.
  2. Link shared goals to key performance indicators (KPIs) that lead to the desired outcome.
  3. Integrate goals into individual and project performance reviews to drive accountability.
  4. Measure KPIs to keep teams on track.

I used this checklist during the procurement team project and it helped to reset and reinvigorate the team. Once we aligned around shared goals, team collaboration increased and the organization started to achieve the targeted business benefits.

If you’ve used a checklist like this before, where have you stumbled and how did you turn it around?

Posted by Peter Tarhanidis on: July 18, 2017 03:55 PM | Permalink | Comments (12)

Promoting Project Management In Conversation

by Dave Wakeman

Project management is a hot topic lately. In casual conversations, I’ve heard about the rise of project managers in legal, in sports and in government.

But this recent fame doesn’t mean we’ve gone mainstream. It’s likely that most people still don’t have a full grasp of what project managers do, why they are valuable and what they can really mean to an organization.

That’s why we have to continue promoting the role. I’ve pulled together a few talking points you can use the next time project management comes up in casual conversation.

1. Project managers are great at helping to solve the right problems.

This came up when I was talking about project managers in law. The question was, “How do we know we are doing this project management stuff correctly?” 

The answer is a little more complex because you can never be completely sure if you are solving the right problems. 

But, project managers who are very active in the planning and scope phases can frame the conversation in a manner that helps get to the root cause of the challenge. That helps organizations not just solve the loudest or most immediate challenge, but address the issue that is going to provide the most valuable long-term ROI.

2. Project managers aren’t just techies.

I’ve never led a technology project in my life. And, unfortunately, too many people equate project management with IT projects.

Ultimately, our best professionals—no matter what their industry—are often project managers without even knowing it.

This is a point you can highlight with your friends, colleagues and curiosity seekers by talking about the way that you communicate, plan, look for logical next steps and adapt to the situation.

In that way, project managers are just like everyone else.

3. Project management can take an organization from failure to success.

In startups, you hear “project management” thrown around pretty regularly. But, in truth, having solid project managers involved is the difference between success and failure.

In many startups, or new project situations, the whole framework of the project is based around an idea, a solution or a theme. This can often lead organizations down a road of throwing things at a wall and hoping something sticks. No rhyme or reason. Just action.

Fortunately for us, as project managers, planning is drilled into our psyche—and planning is the skill most crucial to success.

You don’t need more ideas for how to solve the problem, and you don’t need more people trying to figure out what will stick. 

You need a plan of attack with a process in place for collecting feedback and adjusting accordingly. This is basically the textbook definition of a project manager’s role.

To me, any attention to the project management role is great. But if we don’t talk about project management in the right way, I think we miss an opportunity to expand the profession’s impact across industries.

How do you talk about project management and promote the profession? 

Posted by David Wakeman on: April 24, 2017 08:27 AM | Permalink | Comments (15)

The Elements of Team Interaction, Part 1

by Lynda Bourne

I’ve always thought the McKinsey 7-S framework is one of the most effective approaches for understanding team interaction. Originally focused on large organizations, the concepts are equally valid for smaller groups, such as project teams. Let’s take a look.

Developed in the early 1990s by McKinsey & Co. consultants Thomas J. Peters and Robert H. Waterman, the basic premise of the McKinsey 7-S framework is that there are seven internal aspects of an organization that need to be aligned for a company to succeed.

These elements are considered either “hard” or “soft”. The hard elements are easier to define, and management can directly influence them. They are:

  • Strategy: The agreed-upon approach to accomplishing the project’s objectives
  • Structure: The way the project team is organized, including who reports to whom
  • Systems: The tools, techniques, and processes used by the team to execute the strategy

The project’s strategy shapes the other hard elements, as the systems and structures used by the team need to support the implementation of the strategy — not work against it. The optimum structures and systems used in an agile project will be quite different, for example, than those used in a more traditional project.

The soft elements are more difficult to define, measure and document because they are influenced by personalities and company culture. They are:

  • Style: The behavior patterns of the team, how people interact, and their approaches to leadership and authority
  • Staff: The makeup of the team — “having the right people on the bus,” as Jim Collins writes in his book Good to Great
  • Skills: The existing skills and competencies of team members

The soft elements are probably more important than the hard elements. When you have a team made up of the “right people” (staff) with the “right skills” working in the “right way” (style) to achieve a shared vision, deficiencies in strategy, structure and systems can be mitigated.

At the center of both the hard and soft elements are Shared Values — the core values of the team that are evidenced in its culture and general work ethic.

As shared values change, so will all the other elements. But when all seven elements are aligned they have enormous power to generate project success.

Have you used the McKinsey 7-S model or something similar on your projects? How can this type of approach help drive team performance improvements?

Posted by Lynda Bourne on: March 24, 2017 06:57 PM | Permalink | Comments (16)
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