Voices on Project Management

In my last post A Better Path Forward For Federal Programs , I discussed how the Program Management Improvement Accountability Act empowers the Office of Management and Budget to create a program and project management strategy for the U.S. federal government.

The legislation also requires the heads of several U.S. government agencies—including the Departments of Agriculture, Department of Labor, Department of Commerce, Department of Energy and Department of Education—to designate one senior team member to serve as its program management improvement officer. In this role, the senior team member will be responsible for implementing program management policies established by the agency and developing a strategy for enhancing the role of program managers within the agency.

The program management improvement officer also has another set of responsibilities that I find particularly interesting. The law says the project management improvement officer must develop a strategy for enhancing the role of program managers within the agency. This includes expanding training and educational opportunities for program managers. This portion of the legislation creates a formal process for program managers to strengthen their existing competencies and allows project managers to develop into program managers (I once wrote a post on this topic).

Given the complexities inherent to contemporary program management, professional development initiatives will successfully prepare program managers for progressively larger delivery responsibilities. In addition, they will create an opportunity to centralize lessons learned on existing delivery programs for even more effective future program management.

Admittedly, when I first heard of this legislation, I was somewhat doubtful of its ability to influence program management results. However, after diving into the details, I’ve become an advocate. I’m excited about the new standard it will set for federal program delivery—and the prospects it holds for building similar program management capabilities in the private sector.

We may jest about the effectiveness of government regulations, policies and practices—but this legislation has the potential to significantly boost program management innovation in the public sector.

Do you believe the Program Management Improvement Accountability Act will spur program delivery improvements in your workplace?

by Dave Wakeman

In conversations with project managers I hear a lot about the causes of project failure. Here are three big ones that come up over and over again—and how to avoid these common traps.

1. Overpromising and under-delivering.

This will set you up for long-term failure because your sponsors and stakeholders will start to lose confidence in you.

While there are numerous reasons why you might go with this approach—from the inability to be truthful due to political pressure or a desire to please everyone—it almost always fails. When you make promises for the sake of not having to say no or wanting to please, you are just prolonging the pain.

Here’s how to avoid overpromising: When there’s pressure to come up with unrealistic promises, ask what is pushing these demands or why this timeline is important. Knowing the answer might help you prioritize parts of the project that can achieve those goals or help you reallocate resources in a more productive manner.

2. Micromanaging.

When pressures mount, it can be easy to think that we can or should step in to deal with any and every problem. But offering up ideas, thoughts, directions and other forms of advice meant to move the project along can often slow things down.

Micromanaging can feel good, but it is often destructive because it undermines the larger need to build trust and confidence in our subject matter experts (SME). If we don’t, we will find ourselves fighting a never-ending battle. We’ll try to stay on top of more and more as SMEs push back by not doing their best work because they feel we don’t trust them to do their jobs.

3. Withholding important information.

In my view, one of two things drives secrecy in projects: fear or lack of trust. Both often occur because you don’t have a good working relationship with your team, stakeholders or sponsors.

But as a project manager, your job is to manage the flow of communications into and out of a project so that smarter and wiser decisions can be made.

Set some guidelines and expectations for your communications with teams, stakeholders and sponsors. Then, as the project advances, judge your relationship against those expectations.

If you find that your information needs and expectations aren’t being met, you have to have a conversation with your team or stakeholders. Be clear with team members and/or stakeholders about how the information deficit is impacting the project.

The best project managers push themselves and their team to address uncomfortable situations before things get any worse. How have you built a project environment infused with trust and openness? 

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 [email protected]! 

By Kevin Korterud

Program management made news in December (though perhaps not front-page headlines) when the United States Senate unanimously approved the Program Management Improvement Accountability Act. The legislation enacted a number of initiatives for improving federal program delivery, which has suffered from past budget, schedule and quality challenges.  

While government legislation is not necessarily my weekend reading of choice, I recently spent time reviewing the new law. It quickly became apparent to me that, although targeted at improving the delivery of U.S. federal programs, it includes many considerations that are universally relevant to program delivery, even if you’re working in the private sector.

As part of the legislation, the deputy director of management at the Office of Management and Budget has been tasked with several new functions related to program and project management. Let’s take a look at two that I find particularly exciting and relevant to program managers around the world.

1. Chart A Strategic Course

Executives often tell me they don’t know where to start when it comes to improving program delivery. There are typically so many interrelated issues that it’s difficult to determine which actions would have the greatest impact on delivery results.

Other disciplines, such as technology architecture, business change management and customer satisfaction, typically work from some sort of strategic or transformational roadmap. The roadmaps identify common issues, solution strategies and transformational initiatives that drive success for that discipline.

The new federal legislation requires the deputy director of management to  “establish a 5-year strategic plan for program and project management.” A program management maturity roadmap will provide a common vision around necessary improvements. And given the size and complexity of federal programs, it will also help teams avoid repeating prior delivery missteps, and enhance the performance of program management processes.

2. Lay a Solid Foundation

Early in my project and program management career, it was common for companies to have a homogenous, centralized employee workforce with strong business and technical domain knowledge that was built over many years. Today, the landscape of program delivery is much more fragmented and fragile.

Global delivery centers, various delivery approaches (waterfall vs. agile), business leaders that rotate every few years, contractors that play a larger role in delivery and emerging technologies are all components that complicate program delivery. It is a wonder that program delivery is ever successful!

The new federal legislation says the deputy director must also, “oversee implementation of program and project management for the standards, policies, and guidelines…” The creation of program management standards, policies and guidelines will serve as a foundation to harmonize the discordant realities of modern program delivery. By establishing unified rules, boundaries, practices and performance metrics that drive a cohesive approach, the inherent complexities of today’s programs can be successfully addressed.  

What elements of the Program Management Improvement Accountability Act do you find most intriguing? I look forward to discussing. 

By Marian Haus, PMP

Project managers have a major influence on the projects they run. Attitudes and leadership styles play a large part in how the team works together, how projects are delivered and the general environment for everyone involved.

Here’s a look at two very different project management approaches— authoritarian and participatory—and how they impact the entire project team.

Authoritarian Project Management

An authoritarian project manager dominates the project with his or her personality and ego, putting objectives first with a low emphasis on how the project team feels about the project journey. He or she imposes unquestionable edicts that must be followed no matter what. And goals and milestones are set without necessarily consulting the project team.

An authoritarian management and leadership style generally creates a tense project environment, with little room for independent actions and joy.

While an authoritarian style may be suitable in a rigid organization or in government or military institutions, this style will rarely work in other project environments where participation is encouraged or decisions must be made with the input of multiple departments.

Participatory Project Management

A participative project manager involves other team members or leaders in the decision-making process. A participatory project environment is, in general, a positive working environment, where responsibility and accountability are shared.

A participative project manager is typically more successful in small and collaborative teams and in projectized organizations where the project and its outcome are prioritized over obedience to the chain of command.

Without radical cultural changes, the participatory management and leadership style can be quite challenging when applied in a rigid and functionally organized project environment.

To quote author and management expert Kenneth H. Blanchard, a participative project manager understands that “the key to successful leadership is influence, not authority.”

What attitudes and leadership styles have you encountered? I’d like to hear your story.

By Jen L. Skrabak, PfMP, PMP

The #PMLoveStories theme on ProjectManagement.com in February got me thinking about why I love portfolio management. 

1. Portfolio management closes the strategy to execution gap

Simply doing projects better by focusing on scope, time and cost is not improving our success rates. It’s time to improve portfolio management by identifying and selecting the programs and projects with the highest value.

2. The portfolio represents your organization’s actual priorities.

Look for the gap that may exist between what the organization’ says its strategy is and what its portfolio does. 

By examining your portfolio, you can start assessing how many programs and projects are truly aligned to the organization’s defined vision, mission, objectives and strategic plan. You can see where the resources are focused and what the actual vs. anticipated performance of the programs and projects are. 

In the end, you, the portfolio manager, are the conduit to strategic alignment and execution — a powerful role in an organization if done right. The key is to not only know the portfolio’s status, but also to monitor, react to and embrace change so the highest value work is done. 

3. Portfolio managers have to think like CEOs.

For portfolio managers, it’s about more than managing or controlling scope, schedule and cost. You are ultimately accountable for the results. You’re empowered to allocate resources (human and financial), and you have the ability to negotiate with and influence executives to determine the path forward. The portfolio manager is the only person who can oversee and communicate the state of the portfolio by aggregating data into actionable information, ensure the decisions are made in a timely manner, and proactively address key issues, risks, and opportunities.

4. Portfolio managers see the big picture.    

How would you describe your portfolio personality when you look at it holistically—aggressive, innovative, keep the lights on, or confused? What’s the overall value your portfolio delivers and how did managing it comprehensively boost that value? 

When value is not measured by time, scope, and cost, but aggregate and  measurable results, it puts different priorities into focus. That drives the identification, selection, and execution of the right programs and projects.

Share your #PMLoveStories!