by Dave Wakeman
Not all project managers are created equal.
The challenge for many of us is how to stand out in a marketplace where people are constantly talking about being a brand. Also, how do you stand out in culture where selling your importance to the project is often more important than actually getting things accomplished on the project?
Here are a few ideas that can help you build your presence as a key part of your organization’s success and put you in line to be rewarded for the contributions you make.
Make sure you communicate up and down the organization.
Communication plans are a key part of what you do as a project manager. But have you ever thought about making sure that you communicate your teams’ accomplishments up and down the organization?
If you are anything like me, you’re likely falling into the trap that your work should speak for itself.
This isn’t always true.
In far too many instances, the person with the best results isn’t the one that is rewarded. That’s why it is essential that you communicate successes up and down the line on your projects.
This will not only help you stand out as a project manager, it will also give you a chance to show off the successes of your team and reward those efforts.
To more regularly celebrate results, you can build acknowledgement into the communications that are already scheduled. For example, you might start your next meeting off with “three things we did that really moved the project forward” or something along those lines.
Share your ideas inside the organization and with the project management community.
It’s easy for me to say this because I’ve been writing about project management for years, but one of the key ways that you can make sure you’re respected as a project manager is to share your ideas —inside and outside the organization.
One thing that is great about having a PMI Project Management Professional (PMP®) certification is that you’re rewarded for continuous learning and teaching with PDUs. Sharing also enables you to stand out because you’re the one offering up new approaches and ideas about what is challenging project managers and their organizations.
You can easily do that by starting a blog here. This website offers all of us in the project management community the chance to share our ideas.
Plus, blogging is a low barrier to entry.
On top of that, most local PMI chapters are always looking for speakers.
Push yourself to continually grow.
I mean this in a business sense as much as for project management.
Project managers really stand out when they go beyond technical proficiency. They should spend time learning about the larger environment that their organization is competing in and how that will impact what goes into the strategic decision-making process.
If you’re constantly working on improving your business acumen, you will set yourself apart from other project managers and become a go-to resource in your organization much more easily.
You can do this by reading the news a little bit every day. I use Flipboard to learn about new ideas and stories in the business world. The key isn’t to try and do everything. Instead, it’s to have an understanding of the business market that your organization is competing in.
The big key to standing out as a project manager is to never stand still. There isn’t one magic idea that will make you a world-famous project manager. But if you are constantly learning, communicating and sharing, you have a good chance at being a leader in your organization and in the project management field as well.
How do you stand out as a project manager in your organization?
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 firstname.lastname@example.org!
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.
3 Tips to Enhance Your Leadership IQ
Education and Training,
Human Aspects of PM,
Reflections on the PM Life,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Ethics, Facilitation, Human Aspects of PM, Human Resources, Innovation, Innovation, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Risk Management, Roundtable, Social Responsibility, Stakeholder, Strategy, Talent Management, Teams
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 Dave Wakeman
Project managers, first and foremast, are often considered as communicators. Early on, when I first received my Project Management Professional (PMP®) certification, I remember someone telling me that 90 percent of a project manager’s job was communicating.
The thing about communicating is that in too many instances we consider it to be about talking at or to people. But how much time do we really spend listening—far and away the most important part.
Listening should be one of your strongest strategic allies. It enables you to get on-the-ground information, allows you to tap into experts, and helps you to see the real role and value that the project can play in your organization.
Here are a few ideas on how to make listening a bigger part of your communication strategy.
1. Be open and engaged to the feedback of your stakeholders. It’s easy to say that you are open to conversations and that feedback is something you want, but are you actually following through in a meaningful way with your stakeholders?
If we aren’t careful, it’s entirely possible that we say we want to hear from people. But in practice, we rush them, dismiss their concerns and quickly shuffle them off to something else.
You need to be present and open to conversations from your stakeholders and not attempt to end the conversations as quickly as possible. Your colleagues and stakeholders may not be able or willing to get to the point right away due to nerves, the need to come up with a new idea through conversation or some other underlying factor.
2. Ask questions. This goes along with being open and engaged. One of the key skills I have developed over the years as a consultant is the ability to use questions to uncover the real challenges at the heart of a situation.
As a project manager, people will come to you with a conversation that is often built around pain.
“Our project is delayed.”
“Our teams aren’t working well together.”
“We don’t have the budget to complete this task.”
The real issue lies with one question: “Why?”
You must ask the questions that uncover the root causes of the pain that aren’t being spelled out in the conversation.
3. Keep an open mind. As a modern day project manager, you aren’t going to have all the answers. The beauty of the modern project is that everyone has a specialty that they are handling. They have unique experiences that they bring to the project and their point of view is going to be different than anyone else’s.
Your job as a project manager is to harness that expertise and direct it in a manner that enables you and your project to receive the best possible benefit from all these experiences, experts and ideas.
To do that, you need to be open-minded, which means that you have to be careful not to allow your preconceptions overwhelm the information being presented in the conversation. You have to be open to the idea that new information will change the information you already have and the ideas that you have already formed.
If you keep these ideas in mind, you will be a better listener. If you are better at listening, you will likely be a better communicator—and this will make you a better project manager.
How have you developed your listening skills?
BTW, if you like this stuff and the stuff I usually post, I do a Sunday email that talks all about value, connection, and humans. You can get that for free by sending me an email at dave @ davewakeman.com
By Linda Agyapong, PMP
I received a lot of interesting feedback on my last post, “What Defines Project Success,” which has necessitated a follow up.
For those who missed the discussion, Aaron Shenhar et al. summarized it perfectly by saying there is no one-size-fits-all definition for project success. Instead, it’s based on the philosophy of “how different dimensions mean different things to different stakeholders at different times and for different projects.”
Every project is different and hence could have different success criteria. These were the exact same sentiments that folks shared in the discussion on my last post. This time we’ll dissect the concept of project success by breaking down some of the buzzwords surrounding it.
Project managers Jim, Mary and Alex (the same characters from our prior discussion), entered into a high profile kick-off meeting with some Fortune 500 clients regarding an upcoming million-dollar project. When the floor was opened for the clients to ask questions, they unanimously said that nearly 50 percent of the discussion went over their heads because all they could hear were buzzwords.
These buzzwords were “project success” vs. “project management success” and “project success factors” vs. “project success criteria.” The clients could not figure out if they meant the same or not. Let’s help Jim, Mary and Alex break down these buzzwords to their clients based on recent research I performed.
Project Success vs. Project Management Success
Terry Cooke-Davies embarked on an empirical study to identify the factors that are critical in obtaining successful projects after stakeholders had been disappointed with the project results that were being obtained. His study was to address the following three broad concerns:
· The factors that make project management successful
· The factors that make projects successful
· The factors that make projects successful on a consistent basis
Although his three concerns may appear to be intertwined, Anton de Wit provided a distinction: Project success identifies factors that help to attain the overall objectives of the project, whereas project management success focuses on addressing some of the project’s constraints (including time, cost and quality) within the project.
Based on this understanding, Mr. Cooke-Davies concluded that there is a cycle of individual success (such as an individual’s leadership style), which leads to corporate success that later transforms into corporate best practices. As such, once these best practices are consistently applied, it could lead to making projects successful on a consistent basis.
Project Success Factors vs. Project Success Criteria
In their research, Ralf Müller and Kam Jugdev argued that project success factors identify the specific elements within the project “which, when inﬂuenced, increase the likelihood of success.” They added that these are the independent variables that enhance the success of the project. And Mr. de Wit described them as “those inputs to the management system that” directly or indirectly lead to the project’s success. (Can you name some specific examples?)
Conversely, Dr. Müller and Dr. Jugdev explained that project success criteria are the measures (or acceptance criteria) by which the final outcome of the project will be judged, i.e., whether the project is successful, challenged or a failure. They added that the project’s success is measured by these dependent variables. (Can you name some examples?)
So there you have it! Are you enjoying this ride so far?
In my next post I’ll tie this concept of project success to the stakeholder. Until then, I’m interested to get your perspective on this topic.