Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Project Manager as Meeting Facilitator
| A few weeks ago, I was about to start a facilitated workshop with a very good customer. A South African colleague of mine, Michelle Booysen from Pétanque Consultancy, a South African consulting services in the field of project and process management, was invited to the session. We were preparing to start work when I confessed I was terrified. "No matter what, whenever I'm facilitating a session I always get scared." Michelle is a savvy consultant and has a great deal of experience managing projects and facilitating meetings. She told me: "What a relief -- I am not alone." We both laughed. That moment reminded me of my mindset when I earned my Project Management Professional (PMP)® credential. At that time, I thought having a PMP® was the ultimate achievement in my professional career. Since then, I have learned that to excel as a project manager, you have to have more than a credential. One of the skills you need is being able to facilitate. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)--Fourth Edition, chapter 5, mentions facilitated workshops: "Because of their interactive group nature, well-facilitated sessions can build trust, foster relationships, and improve communication among the participants which can lead to increased stakeholder consensus. Another benefit of this technique is that issues can be discovered and resolved more quickly than in individual sessions." Being a facilitator is a difficult art that is worth mastering. I have used facilitated workshops to build a project plans, to review mission and vision statements, to map business processes and to review deliverables. Although it is always a challenge, if you understand how to play that role, you'll be leading (facilitating) the group to success. Prepare ahead of time, visualize yourself doing it and take the time to build an energized environment at the beginning of the session. It is said that you don't learn to swim by reading a book. You must dare to try it and learn by doing. Have you played the role of facilitator as a project manager? What have been the keys to becoming a successful facilitator? See more on the PMBOK® Guide. See Jorge's prior posts. |
Managing Your Personal Brand
Categories:
Career Development
Categories: Career Development
In a reply to my previous post about the advantages of an employee adopting the mindset of an independent consultant, commenter Conrad Harrison said:In terms of going fully independent you have to go beyond the profession. Whilst people are seeking you out on the basis of profession, then anyone in the profession will do and can replace you. They have to be seeking you out: recognizing your uniqueness. That added value that only you can provide. Your uniqueness, this differentiating characteristic, is perhaps the most important part of your professional reputation, your brand. And you do have a brand. It might be good or it might be not so good. It might be very crisp or it might be fuzzy. It might be consistent or it might be ambiguous. It might be helping you or it might be hurting you. Whatever it is, your brand tells people what they should expect from you. Here are a few considerations I view as most important in managing the "Jim De Piante" brand, along with tips for cultivating your own brand: Little things matter. Every interaction with other people contributes to your brand. Often, it's a seemingly small thing, such as promptly returning a call, that can leave a lasting impression. Quality matters. As in all things related to reputation, it can take a long time to build a good brand, but you can destroy it very quickly. People talk about you. They talk about your work. You want to be sure they're only saying positive things. Consistency matters. When people think or talk about you, you want them to remember, think and say you can be counted on to do certain things a certain way. Whether you're an employee or an independent consultant, the project you're working on is going to end. Then what? Who will seek you out and why? I'd be interested to hear how you manage your personal brand. Read more from Jim De Piante. |
Generate Action in Project Status Reports
Categories:
Documentation
Categories: Documentation
| To keep project activities moving, I've been testing a strategy of having action generate action through status reporting. Here's what I've noticed that works: As it stands, the current status of a project or task either gives a call to action, which creates further productive activity, or it leaves things as they are. For example, a task status might say, "Completed the requirements document." While it's a valid update on the task, it only tells us something that is already in the past. Rewording your updates to generate a vision of current action is more helpful. Consider if the status update said, "Reviewing the completed requirements document with the business owner." By including the present tense, the status presents the same information, but it adds an action-oriented, current, activity-based standing. As a result of using present tense, I've noticed that the action of simply reporting on status has generated further action. It actually put me directly into the doing part of action, rather than talking about the action. Let's say I receive a status update that says, "Kim is getting the screenshots of the system alert message," or, "John is reviewing the requirements document with the business owner." From this, I would know to follow up with Kim on whether she got the screenshot and set a reminder to connect with John and find out how the review went. Review one of the status updates you've recently done yourself, or one that you received. Did it use the present or past tense? If the latter, what better results do you see possible by using the present tense? |
Delegate to Project Team Members and Coach Them to Succeed
Categories:
Education
Categories: Education
| Project managers have notoriously full schedules. As difficult as it can be sometimes, delegating is a must. While more than 80 percent of our time is spent communicating, the other aspects of the job are crammed into the remaining 20 percent. If we focus too heavily on individual tasks, we will crash into our myriad deadlines. This is where delegating becomes essential to leading successful projects. Personally, I would rather do everything myself than ask another team member to do things for me. But this attitude can lead to significant catastrophes:
First, tell team members the information that you need and give them a deadline. Prepare a template to make it easier for them and to ensure you get all the necessary information. For good measure, I might remind them of what I need from them 24 hours before the deadline. Delegation has a few benefits. First, you'll make your deadlines because you'll get the right information from the right sources, on time. Secondly, team members are exposed to structured work and reporting methods, and will see the significance of the work they contribute to the project. Finally, you'll increase trust within the team because of greater responsibilities, which can enhance self-worth for team members. What is your take on delegating? What tasks have you delegated to your team members? What positive impacts do you see from delegating tasks to your team members? |
Use Project Management Tools in the Right Context
| Recently I came across an ad for a project management technology application. It was a picture of seven robots in a group, which symbolized humans. The slogan read, "If your team looked like this, any PPM solution would work." It made me wonder how many organizations actually believe that technology applications do the work and produce results -- not humans. How many organizations and project managers sufficiently analyze their project needs and the compatibility of new technology to their organizations' existing set-up and processes? Companies often buy expensive project management applications and then force teams to conform and adapt to the application rather than customize the application to the needs of the people and project. But buying applications because other organizations use them does not by default mean you, too, will become a leader. Like with best practices, experience has taught me that technology and tools are valuable -- but only if they fill gaps and needs effectively. Technology is important and can increase efficiency, but in the correct setting and context. Projects are planned and executed by people -- therefore technology must complement and be understood by the humans who use it. Before investing in new project management applications, you must consider things like training, costs and your team members' willingness to use the tools. Otherwise it could amount to an expensive burden. What experiences can you share of failing to engage stakeholders before investing in technology? What factors should be considered before investing in new applications? |