Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Program Managers as Top Chefs
Categories:
Program Management
Categories: Program Management
| Given the lack of understanding about the work of program managers, I thought it would be helpful to explain their role by using a restaurant as a metaphor. Think of the kitchen as the project management office (PMO), menus as the programs and each dish as a project. The chef is the program manager. The restaurant owner and manager rely on the chef to create the menu, which has to reflect the restaurant's cuisine, but with a range of affordable (yet profitable) dishes. The chef must then supervise and motivate others to cook the dishes. Cooks are like project managers. They're responsible for executing the dishes designed by the chef and ordered by the customers. Other kitchen staff members are like the project team, helping create each dish successfully. Restaurant managers are like general managers in a project setting. They coordinate the different arms of the restaurant, supervise the staff, order supplies, take care of the accounts, pay wages and handle customer complaints. However, they rely on the chef to ensure the restaurant is successful. The restaurant owner, manager and chef meet regularly to discuss business. These discussions are the restaurant equivalent of strategic planning. The chef learns what's required of the menu (or program) and how much money is available to spend on preparing dishes (or projects). In a lot of companies, the owner, manager and chef are all the same person. Yet many people can't successfully perform all three roles. The restaurant owner and manager may want to be involved in the cooking, but it's far more effective if they have the support of a properly trained chef. The same is true in the business world. We need to spend time educating CEOs and general managers about the benefits of working alongside a properly trained program manager. Then we won't just have great restaurants, but great companies. What do you think? How does having a defined role of a program manager help organizations? |
Does Project Management Make You Happy?
Categories:
Human Aspects of PM
Categories: Human Aspects of PM
| Alfred Lord Tennyson once said, "The happiness of a man in this life does not consist in the absence but in the mastery of his passions." I think this directly correlates with project management. To me, part of the secret to happiness is being able to connect how you approach life with what you do for a living. Then your passion will come out naturally. Let me explain: I tend to classify people in three groups. Each group finds joy in what they do in life and that is related to their approach to project management. Searchers are always looking for the next thing. If they don't like what they are doing, they simply change their direction. They like freedom and avoid tight schedules. They approach life from a "big picture" perspective. Searchers are better at the beginning of a project. They are passionate about thinking how to approach the project to achieve the best results. That's what makes them happy. Wrestlers have clear, defined objectives. They don't give up until they achieve their goals. From a project perspective, they are very passionate about doing the job until they get results. That is what makes them feel fulfilled. Balanced people are equal parts searcher and wrestler. Life has taught them that both traits are needed to get results. I tend to think that seasoned project managers are balanced. They find satisfaction in the ability to propose the big picture -- like a searcher -- and then pursue it until they get there -- like a wrestler. They are happy because they know they are contributing to build a better world. If you are lucky enough to find and establish the connection between what you enjoy most in life and how you approach a project, you will enjoy every second of your profession. Perhaps it will happen to you as it happens to me: You won't care whether you get paid for your work on a project because you've enjoyed the process so much. The only thing that you'll seek is personal and professional satisfaction with your daily duties. It makes you happy and will bring out the spark you need to stand out of the crowd. If you don't feel happy with your current job in project management, perhaps you should try to answer these three questions: What are you looking for in a career? What kind of person are you? What are you willing to do, even if you are not going to be paid? |
Influencing Senior Project Managers
Categories:
Stakeholder Management
Categories: Stakeholder Management
| How do you change a stubborn senior manager's mind? For example, he or she might claim your project only needs six weeks to complete, even though you have a carefully researched and resource-loaded schedule that proves 10 weeks is needed. Arguing won't work. In fact, given the power structure, arguing will simply put you in a worse position. Doing nothing simply delays the problem and you will eventually be held accountable for your perceived failure to meet the stakeholder's unrealistic expectations. To change a senior manager's mind, you need to change the manager's expectations. Though you may battle a heavy overlay of skepticism, use of effective communication and a planned strategy should do the trick. Effective communication requires that at least two of the following three elements be present: • You're known as a technical expert. • You're credible: People know you provide reliable and accurate information. • The information you're communicating is relevant to the receiver. Influencing a skeptical senior manager requires you to boost all three facets. You cannot do this alone. Some options to consider include: Co-present your case with a trusted source. You increase your chances of success by sharing the stage with someone the executive trusts. Build the value of your ideas on the credibility the co-presenter has established with the executive. Demonstrate endorsements to build power. Ask others in positions of power to let the executive know they support your idea. Stroke egos and use the executive's credibility. Authentically move ownership of "the" idea -- not "your" idea -- into his space. You can do this by using phrases such as "You've probably seen this data already," or "I'm sure your analysis has shown similar results." These approaches need organizing and take time but are essential if you are going to effectively advise upward. How do you influence your senior managers? Read more on stakeholder management. |
The Silent Generation on Project Teams
| As projects teams have become more dispersed around the world during the last two decades, the multigenerational project team inadvertently came into existence. Since then, I've dealt with diversity, virtual teams and multicultural issues. As a project manager of multigenerational teams, my main objective is to figure out how to reconcile generational differences. These differences occur in everything from values and characteristics to priorities and motivation to feelings toward technology and management styles. In order to more effectively manage multigenerational project teams, I not only need to focus on a team member's visible characteristic actions and behaviors, I have to find out more about his or her generation's beliefs and attitudes. From here, I can tailor my management style. Take the Silent Generation, for example. Members of this generation were born pre-World War II. In the United States, this generation grew up in a time of economic turmoil and world conflicts. They set their values on discipline, respect and self-sacrifice. For me, it's very important to understand that discipline, loyalty and working within the system are among the values that members of the Silent Generation will bring to my project team. I have to appreciate that those members have a vast knowledge to share and high standards on work ethic. In communicating with members of the Silent Generation, I've found that face-to-face meetings are more effective than using e-mail or conference calls when discussing project matters. Team members who belong to the Silent Generation have a clear understanding of authority, regardless of how old the project managers they work for are. This, along with respect for authority, was prevalent in their early years as they grew up in homes where the mother typically stayed at home and the father went to work. Members of the Silent Generation bring experience and balance to the project team environment. Their views are based more on common sense than on technology -- as is the case with some in younger generations. Do you have members of the Silent Generation on your team? What challenges have you faced with them? How do you deal with those challenges? Read more from Conrado. Read more on teams. |
Answering the Loaded Question in Project Management
| In project management, loaded questions can cause massive problems on project teams. As the project manager, it's your job to keep things under control. Loaded questions usually carry some form of presumed fault. Here's an example: "Why didn't so-and-so provide us a project update on time?" When someone -- project team member, stakeholder or client -- asks you such a question, how do you react? Do you answer it directly or do you try to defend yourself or your team, escalating the situation further? In my opinion, the fastest and most effective way to respond to a loaded question is to address its underlying concern. When you address the issue rather than what is being asked on the surface, you create a safe environment where a person is understood. Recently, I was in a situation where my first reaction was to defend myself and completely bash the opposing view. I stepped back and looked for their concern about the incident that occurred rather than jumping into defense mode. As a result, I was able to see more clearly why in this situation, the project process was defined the way it was, without pushing my own agenda. Instead of seeing holes in the process, I started seeing what actions I needed to take. When I acknowledged this to the person that raised the question, the original concern disappeared for both of us. The next time someone asks you a loaded question, answer the concern and not the question. The original issue may simply disappear. Think about a recent encounter with a project team member or stakeholder where you may have gotten a bit defensive. What would be different in that situation if you listened for the concern behind what they were saying? Read more posts from Dmitri. |