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
Linda Agyapong
Jess Tayel
Ramiro Rodrigues
Taralyn Frasqueri-Molina

Recent Posts

What Defines Project Success?

The Problem With Paradox

Are Traditional Scrum Masters Becoming Obsolete?

Kick-Off Meetings: The Beginning of Success or Failure

Hackers: A Safety Issue

Leaders exert influence for success

By Peter Tarhanidis

Whenever I’m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be disastrous if you lose your team or if tensions arise that reduce one’s effectiveness to achieve a goal.

I recall one of my client assignments where the goal was to ensure a successful integration of a complex merger and acquisition. The team had slipped on dates, missed key meetings and there were no formalized milestones.

I set up casual meetings to discuss with each member what would motivate them to participate. One clear signal was that management had changed the acquisition date several times. This disengaged the team due to false starts that took time away from other priorities.

During the sponsor review, I reported there was a communication breakdown and that no one shared this effort as a priority. At that point, the sponsor could have used his position of power to pressure everyone to do their part. However, the sponsor did not want to come off as autocratic.

Instead, he asked if I would be willing to find an alternative approach to get the team’s buy in.

I realized my influence was low, but I wanted to help improve the outcome for this team. So I talked again with each team member to negotiate a common approach with the goal to be integration-ready without having an exact date.

Ultimately, our goal was to have all milestones met while a smaller core team could later remain to implement the integration when management announced the final date.

A leader uses influence as part of the process to communicate ideas, gain approval and motivate colleagues to implement the concepts through changes to the organization. 

In many cases, success increases as a leaders exert influence over others to find a shared purpose.

Tell me, which creates your best outcomes as a leader: influencing others through power or through negotiation?

Posted by Peter Tarhanidis on: May 31, 2017 10:10 AM | Permalink | Comments (13)

Playing the Right Leadership Role

Leadership Role

By Peter Tarhanidis

It is not unusual for project leaders to fill a variety of leadership roles over the course of the many unique initiatives we take on.

As I transition from one client, program, employer or team to another, my personal challenge is to quickly work out the best leadership role to play in my new environment. Therefore, I find it helpful to have some knowledge of leadership theory and research.

Leaders must understand the role they fill in relation to staff and management. That typically falls into three categories, as defined by Henry Mintzberg, Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University, Montreal, Quebec, Canada:

Interpersonal: A leader who is either organizing the firm or a department, or acting as an intermediary. He or she is the figurehead, leader or liaison.

Informational: A leader that gathers, communicates and shares information with internal and external stakeholders. He or she is the mentor, disseminator, and spokesman.

Decisional: A leader that governs and has to make decisions, manage conflict and negotiate accords. He or she is the entrepreneur, disturbance handler, resource allocator and negotiator.

During one of my recent transitions, I thought I was a decisional leader, but I was expected to play an informational role. When I acted on information rather than sharing it and gaining consensus toward a common goal, my team was very confused. That’s why it’s so important to know the role you’re expected to fill.

When you start a new effort, how do you determine what role you’re expected to play? How has that contributed to your success?

Posted by Peter Tarhanidis on: March 17, 2017 09:50 AM | Permalink | Comments (12)

Managing Your First Strategic Initiative? Here’s What You Need to Know

 

By Kevin Korterud

 

Beware: Strategic initiatives aren’t the same as typical projects—they tend to be considerably more complex. For example, strategic initiatives are usually bound by some form of dramatic urgency around schedule (regulatory, market), costs (process improvement) or consumer satisfaction (subscription, satisfaction).

But the differences don’t end there. Let’s look at some other complex dimensions that must be considered when leading a strategic initiative:

 

1. Stakeholder Management

The stakeholder landscape is much more broad on a strategic initiative than a project. In strategic initiatives, stakeholders typically span multiple departments within a company, creating multiple primary stakeholder groups. And these stakeholder groups will often have nearly equal shares in the success of the initiative, thus creating potential authority conflicts.

In addition, there are also governance functions—risk management, legal, etc.—that will have either a primary or secondary stakeholder role.

 

2. Communications

The complex stakeholder landscape necessitates communication processes that serve vastly different audiences. There exists both a two-dimensional communications problem: one dimension is horizontal (i.e., across stakeholders) and the other is vertical (i.e., involving higher levels of leadership). What once was a linear communication process on a project now becomes more of a matrix process to deal with the breadth and depth of stakeholders.

Communications will need to be carefully tailored to different functions and levels of stakeholders. For example, more detail for operational functions, and simple, high-level summaries for leadership consumption. 

 

3. Progress Tracking

Strategic initiatives bring with them inherent complexities that can quickly overpower the progress report tracking processes that are commonly used to manage projects.

For example, strategic initiatives will typically have more suppliers than on a typical project. These additional suppliers bring with them different commercial arrangements, delivery methods, status reporting formats and progress metrics. On top of that, all of these progress tracking components need to be harmonized across the various suppliers in order to achieve a cohesive and durable view of progress position.

Project managers will need to review, refine and agree on common progress tracking processes, reporting and metrics that are universally accepted by all suppliers. By creating this single harmonized view of progress tracking, you are more readily able to identify and address delivery volatility.

 

When first presented with the prospect of leading a strategic initiative, project managers need to balance the excitement of leading a high-visibility engagement with the practical realities of effectively and efficiently managing delivery. By putting essentials in place, project managers can successfully move on to the next step in the career journey: leading their second strategic initiative!

What essentials can your share with project managers new to strategic initiatives that will put them on the path to success?

 

Posted by Kevin Korterud on: November 20, 2016 12:07 PM | Permalink | Comments (20)

3 Steps to Outsourcing Success

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:

  • Labor expertise and associated labor costs
  • Value versus non-value support services
  • Baseline of operational measures and service levels

 

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:

  • Access to low cost, high expertise labor and the marketplace arbitrage. This may evaluate onshore, right-shore, offshore and hybrid labor models.
  • Whether the firm should invest to “fix and ship” its processes or to “ship and fix” and adopt the providers processes.
  • Productivity gains that may be measured via the labor arbitrage, process capability improvements, speed to software application and deployment, automation of processes and IT management services, robotics, etc.

 

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:

  1. Add procurement and legal outsourcing experts on the project team to construct the agreement.
  2. Engage senior leaders to steer the initiative and align it to the business mission.
  3. Garner senior leadership support with change management actions to help guide the organization across this journey.

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?

Posted by Peter Tarhanidis on: August 26, 2016 11:40 AM | Permalink | Comments (6)

3 Tips For Strong Executive Support

by Dave Wakeman

As project managers we are charged with balancing the needs of the C-suite with the needs of the day-to-day project implementers.

The problem is that this central role often lacks any clear or formal power. So we must rely on strong and meaningful executive sponsor support.

But how can you cultivate that support? Here are three tips.

1) Talk to your executive about the project’s ROI.

Tell them why the project is important now, where it fits into the organization’s long-term goals and what it will mean to the executive and the organization if you succeed.

Then listen to your executive sponsor’s perception of the project and why they see it as important. This will ensure you are on the same page and will give you the ammunition you need to have productive conversations moving forward — especially handy if you end up needing additional resources during the project.

2) Set a schedule for project updates.

Don’t let the momentum built during your first conversation die. Keep the executive engaged in the project through regular communications. And let your team know you will be discussing the project with your executive sponsor on a regular basis — this will help you have more productive conversations on both sides. Regular conversations with your team and executives helps you avoid the messy and time-consuming challenge of bringing people up to speed when they have been out of the loop for long periods.

3) Come forward with solutions.

When your project hits a rough patch, you can ask for help, you can wait to be told what to do or you can come forth with solutions.

The choice is easy: Always lead with solutions based on your expertise as the project lead. You are likely to get more buy-in from your executive sponsor with this approach because you have made the decision easier for them and you are acting like a partner, and not just a subordinate.

And that’s it from me. What advice do you have for engaging executive sponsors throughout the project lifecycle?

(And, if you’re interested, PMI’s Executive Sponsor Engagement report has some additional info on this topic.) 

If you enjoyed this piece, you will really enjoy the weekly newsletter. It is my most personal and strategic content delivered each Sunday morning to your inbox. Make sure you never miss it! Sign up here or send me an email at dave@davewakeman.com! 

Posted by David Wakeman on: August 08, 2016 01:53 PM | Permalink | Comments (1)
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"We cling to our own point of view, as though everything depended on it. Yet our opinions have no permanence; like autumn and winter, they gradually pass away."

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