Voices on Project Management

by , , , , , , , , , , , , , , , , , , , , , ,
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.

About this Blog

RSS

View Posts By:

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

Past Contributers:

Jorge Valdés Garciatorres
Hajar Hamid
Dan Goldfischer
Saira Karim
Jim De Piante
Geoff Mattie
sanjay saini
Judy Umlas
Abdiel Ledesma
Michael Hatfield
Deanna Landers
Alfonso Bucero
Kelley Hunsberger
William Krebs
Peter Taylor
Rebecca Braglio
Dmitri Ivanenko PMP ITIL

Recent Posts

Harnessing Bathroom Brilliance

Can Frogs Be Stakeholders?

The Importance of Changing Perspectives

It’s a Robot Revolution: Time to Embrace Your Humanity

Project Management to the Rescue

3 Signs Your Project Is Headed For An Accident

 

by Kevin Korterud

 

The technology found in today’s automobiles is simply amazing. Front and side traffic radar units, anti-dozing head movement detectors, driving timers that alert drivers when they should stop for a break­ — all good examples of accident prevention mechanisms.

 

Projects to some degree are like automobiles: They are on a journey to deliver passengers (the project team and stakeholders) to a pre-determined destination. However, despite the introduction of many modern project management technologies, research shows that we continue to experience project accidents. These accidents result in extensive and costly rework to get a project back on track. 

 

I think part of the solution to avoid these potential problems is to borrow from recent automobile technologies as a way to detect troublesome signals. These signals are not readily perceivable from traditional project management methods.

 

Here are a few examples of anticipatory signals that portend the onset of a skid that often leads to a project accident.

 

 

  1. Forecast Volatility

 

A core competency of a project manager is to determine the schedule, budget and progress trajectory of a project. The project forecast is essential to determine where the project will finish for these measurements. Schedule, budget and progress forecasts from team members that exhibit great degrees of change over prior reporting periods are indicative of trending to an accident. This downward spiral is exacerbated when the forecast measurements come with great uncertainty; e.g., “I don’t know what this will take to finish.”

 

Several techniques can be employed to reduce the volatility of forecasting. Some of these techniques include initiating a peer review of the forecast with another project manager or supplier subject matter expert, as well as pausing the project to recalibrate the forecast in a dedicated working session. Taking time to implement these and other techniques to mitigate forecast volatility will get the project back on track before an accident.

 

 

2. Static Project Status

 

Project status reports can offer a tremendous amount of value to a project manager. They accumulate both qualitative and quantitative data that sheds light on the current project state. But, despite the visibility status reports provide, they’re just a snapshot. That limits their ability to show progress trends. In addition, a project status report that does not show content changes week over week indicates that the project is likely stalled and headed toward an accident.

 

To increase the anticipatory value of a project status report, introduce trending and predictive data for risks, issues, deliverables and milestones. This allows the project team to determine what level of progress has been achieved, as well as what progress to expect. It also better positions the project manager to escalate mitigations to avoid an impending project accident.

 

  1. Diminishing Stakeholder Engagement

At the beginning of a project, stakeholder engagement and enthusiasm is typically high. This is not unlike the start of a road trip. But, as time passes on a project, the level of enthusiasm and engagement can begin to wane. Stakeholder engagement over time will face tough tests from project risks to resource challenges to dependency conflicts. Each can sap the energy levels of stakeholders. This leads to passive engagement at best and complete disengagement and absenteeism at worst.

To keep stakeholder engagement at the proper level, stakeholders need to be treated like any other resource on a project. Their time needs to be managed in work plans to avoid oversubscribing their capacity. In addition, their work should be focused on higher value activities that promote project progress. Providing the team access to project support staff to maximize productivity also helps further stakeholder engagement and leads to persistent engagement.

Perhaps one day in the future there will be technology solutions that provide anticipatory signals for projects headed for an accident. Until that day comes, however, project managers still need to think organically and look for hidden signals of dangers to project budgets, schedules and progress.  

What do you see as the leading indicators that a project is trending toward disaster?

Posted by Kevin Korterud on: May 03, 2018 06:18 PM | Permalink | Comments (16)

High-Performance Teams Are Purpose-Driven

By Peter Tarhanidis, Ph.D., M.B.A.

Program teams should collaborate like a world-class orchestra.

This ideal state of team engagement and performance requires the presence of several key elements, including an engaged sponsor, a governance committee, a project manager and a status dashboard to communicate performance.

However, maximizing this level of performance is especially challenging when working with cross-functional groups, external stakeholders and shareholders. This increases the complexity of the human performance aspects of team management.

I recall one assignment I worked on that required the team to design and build a new centralized model to bring together three different operations. The team was given two additional challenges. The first challenge was to consolidate disparate teams into two geographic centers. They also had to reduce the overall timeline from 18 months to 10 months.

These challenges exacerbated how teams were not working well with their counterparts. They quickly became dysfunctional and lost their purpose. The project was crashing.

Stepping into this situation I decided to conduct a stakeholder analysis. I used this approach as an intervention method to understand the underlying themes. The analysis revealed the team:

  1. Lacked shared values: Members did not have a sense of purpose on the intent of the program.
  2. Were not being heard: Members felt they had no control over the program’s major activities or tasks.
  3. Lacked trust: Members felt they could not rely or confide in their fellow team members, sponsors or peers to accomplish tasks on the program.

After reflecting on the team’s feedback, I realized that most members wanted to find meaning in their work. It seemed no one was developing their sense of shared purpose and putting their strengths to work toward this program.

I decided I needed to re-invest them as members of the team. To get the team back to performing well, I:

  1. Built rapport with various team members
  2. Gained their trust by delivering on my commitments
  3. Integrated their perspectives into decision making
  4. Recruited new members to build up gaps in team capabilities
  5. Focused the conversation on our individual purposes and aligned them to a shared value

This approach strengthened the program and delivered on the challenges.  

The lesson learned is, do not simply apply methods and approaches in complex program delivery. Manage the team’s purpose and establish shared values as an important driver of overall delivery.

How do you manage that purpose and invest in high-performing teams?

Posted by Peter Tarhanidis on: April 18, 2018 08:10 PM | Permalink | Comments (12)

The Knowledge Management Paradox

by Ramiro Rodrigues

 

Years ago, I was invited to speak on project management trends to a group of entrepreneurs and businesspeople from small and medium-sized companies. When the subject of knowledge management in a project setting came up, I asked if people agreed that it was important for companies to retain the knowledge acquired for future projects. As expected, there was unanimous agreement.

 

I then asked people if they had already implemented some kind of system for lessons learned within their company. Only 15 percent of participants raised their hands.

 

This reflects a common corporate weakness.

 

Civil, architectural, marketing, research and development, and IT projects, among others, deliver products that rely on the intelligence and experience of those working on them. For these segments, the maintenance of this knowledge, or intellectual capital, offers a competitive advantage. After all, it’s this intellectual capital that allows the recurrence of new business transactions.

 

Imagine the case of a Brazilian construction company that has been awarded a contract for work in the Middle East. Geography, labor legislation and culture are complete unknowns for the company. The project is expected to experience a high number of challenges and errors. Even so, the project will be delivered. Now imagine that, years after the completion of that project, the same construction company is awarded another contract of similar size in a neighboring country in the region. Even though every project is unique, the knowledge acquired in the first project has immense financial value in helping avoid the same mistakes.

 

What we witness today is that the knowledgable worker is highly valuable. Imagine that, between the construction company's first and second project, its key leaders leave the company. If the organization has not implemented some kind of mechanism to retain the knowledge acquired during the first project, all the errors (and financial losses) that marked it are highly likely to be repeated in the second project.

 

And this, in some cases, can be fatal for the survival of the company.  

 

This brings us to a corporate paradox. Most executives are likely to agree that it’s important to develop some kind of knowledge transfer structure. But at the same time, there is clear lethargy in freeing up resources to implement knowledge management systems for projects.

 

Not that it's simple — initiating any knowledge management process is inherently difficult. There is veiled resistance among workers to explain the knowledge acquired during projects. Either they don’t agree with its importance, find the process annoying or even fear it will make them less essential.

 

Leaders have to overcome this resistance. Neglecting the issue can put them at risk of being exposed to market volatility.

 

What challenges have you encountered with knowledge management? How do you make it work within your organization?

Posted by Ramiro Rodrigues on: March 27, 2018 09:02 AM | Permalink | Comments (8)

Project Leaders Are at the Forefront of Today’s Operating Models

By Peter Tarhanidis, M.B.A, Ph.D.

Many organizations are shifting their traditional operating models to include new innovative collaborations and social networks to sustain economic growth. These new operating models, however, challenge the future of leadership.

Most operating models used today were designed in the industrial age. In these models, the division of labor is by specialization, which is hierarchical in nature. This approach has been analyzed and debated by philosophers including Plato and economists such as Adam Smith, whose analysis is incorporated in current organizational designs defining a company’s value chain. The advantage of this approach is that it drives increases in productivity and efficiency by allocating teams by their skillset.

Yet companies are boxed in today. They have become efficient and productive, but are at a disadvantage in sustaining innovation.

Companies are challenged to design and integrate innovative operating models to continue to drive economic growth. Some ways companies are leveraging new operating models to drive innovation include creating internal groups to access and fund startups and sharing resources with external research centers to drive external collaborations that drive new product pipelines.

These innovative operating models challenge leaders to work collaboratively across value chains and external business partners. To meet that challenge, there must be a shift in a leader and team skill sets.

The organizational design shifts from a division of labor and specialization to one that taps into knowledge workers and social networks. This shift—to forge new innovations and operating models—challenges leaders to define new behaviors, styles, skills and professional networks to sustain economic growth.

Project leaders and their teams have been at the forefront of working across these emerging models, navigating both internally as productivity experts, externally as innovation collaborators, and professionally to develop social networks to foster and sustain economic growth.

One’s future as a leader comes down to navigating your development against these current organizational trends. One approach I find helpful is to define personal 360-degree feedbacks. Start with three simple questions to determine where you need to develop and build from, such as:

  1. What do senior leaders want from their leaders to sustain the company?
  2. What do clients and customers want from their partners to build strategic and trusted relationships?
  3. What do teams expect from their leaders to meet strategic initiatives and how can leaders help them succeed professionally?

Having used this personal approach, I learned the following three themes to form my development opportunities:

  1. Senior leaders are expected to communicate in a variety of forums and formats. Leaders should have the courage to ask for help. One should be very knowledgeable about the business and build the professional relationships required to be successful.
  2. Clients and customers expect great experiences with a company’s product and services. They expect leaders to learn their business, marketplace, and challenges. Build trusting relationships and strategic alliances through a successful track record.
  3. Teams want better leaders to sponsor the initiative and provide clear guidance. Align teams to a common shared purpose. Influence members to share in the success of the initiative by linking the initiative to the strategy. Demonstrate how the strategy aligns to the business and how the individual team members help the business meet its goals. Advocate for professional development and provide a mentoring opportunity to advance one’s professional goals.

One must then consider what actions they should commit to developing — whether it is leadership behaviors and styles, business relationships or knowledge — to lead today’s organizations and sustain economic growth and relevance.  

Posted by Peter Tarhanidis on: February 08, 2018 11:28 AM | Permalink | Comments (13)

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)
ADVERTISEMENTS

"When you cannot get a compliment any other way, pay yourself one."

- Mark Twain

ADVERTISEMENT

Sponsors