Voices on Project Management

Hi! I'm so pleased to join you on the Voices on Project Management blog! I works for best of breed technology companies around the world managing programs of change, projects, and people. My areas of expertise are talent management, building high performing teams, working globally, and changing cultures to adopt new ways of working like DevOps and Agile methodologies, and my blog entries will be sourced from YOUR questions on ProjectManagement.com.

The Questions forum on Project Management Central is a great place for you to ask questions on… almost everything! One of the recurring questions you have is around preparing for an interview – what types of questions should you expect; what type of interview formats do hiring managers use; and general tips and tricks to help you secure that next position in your career.  Over the next columns, we’ll be looking at industry advice as well as your comments and feedback. This week we are focusing on Types of Interview Formats:

“Is there really more than one type of interview format???” some people ask… “Surely its just people asking you questions and determining your fit for the role???”… “Be yourself”, the advice reads. “Be the person the company wants to hire” say others. How can you use the interview format to your advantage, and crucially, not be caught off guard when you walk into the room.

There are different interview formats depending on the stage of the interview process you are in. These interview formats are typically used at the beginning of the candidate selection process, instead of identifying the chosen candidate for the role.

Screening is an important step of a recruiter’s role. They want to ensure that candidates they are putting forward is a good fit for the role and the company. These screenings sometimes take place by email, and sometimes on the phone, lasting 15 -20 minutes. The downside of screening is that you might not have long to prepare, so fall back on your elevator pitch; your key successes and achievements; why you are right for this type of role; why you are right for this industry. Don’t be afraid to ask questions “why is the role available – is the business expanding or is this a replacement”; “what are the success factors associated with this role”, “how does this role fit into the organisation”

Sometimes you will match what the recruiter is looking for, sometimes you won’t. Don’t despair, as making a great impression here will add real value for your job search later on as the recruiter will likely have similar roles in future.

Telephone interviews are usually screening interviews with the company, instead of the recruiter. They will be focused on getting to shortlist of candidates to interview face to face, so the trick is to be on message. Do your homework on the company strategy, how the company is performing in their respective industry, and their recent news (big deals, reorganisations etc). Read the job profile very carefully, identifying what the real criteria are for the role – these items will be repeated in differently terminology  across the job spec – and practice your answers to likely questions, which could be competency based. Have questions you are ready to ask: “what metrics will define success for the role”; “is the project team centrally located or distributed across offices [in the country / in the world]”

Tip: Find the job posting on multiple sites (eg. LinkedIn, Monster) to help you identify those key criteria for the role. 

Tip: Don’t forget to get the names of who you speak to as they might be in subsequent interviews.

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These next interview formats are usually Face to Face. There will normally be two people interviewing you, and they will likely be asking the same questions for all interviews, and ranking you against other candidates they are seeing.

Competency Interviews, sometimes called Behavioural Interviews, are quite common and are designed to predict future behaviour based on past behaviours and experiences. This is why all questions start with “tell us a time when…” as the answer will inform the interviewer on your competency and your approach

Competency interviews are driven by the competencies required for the role. These will be listed in the role description, and can be identified in part by answers received to your questions in the screening and the telephone interviews.

Tip: Competency questions can focus on the good (“tell us a time when you built a successful team that…”) or bad “tell us about your worst project management experience and what you learned”. Be prepared for a negative competence question.

Panel Interviews will have multiple people attending the interview, sometimes dropping in for a section, to ask questions relevant to their area. They will introduce themselves and their role / role description will contain clues for what competencies they are particularly interested in. Have a question prepared on their area “what type of technology do you use for…” that will demonstrate that you understand their responsibility and role.

Presentation Interviews usually are a part of an existing interview. You will be given very clear instructions on the presentation, which might be intentionally vague. For example, the presentation might have a fixed length and an idea of a topic for you to interpret, or vice versa. My advice would be to follow  your intuition, but not to break any of the guidance. I once had a five minute presentation take 45 minutes, which meant there wasn’t enough time to run the rest of the interview. One of the competences was to communicate clearly and effectively, which definitely was not demonstrated with a 900% increase on time.

Assessment Centres & Group Interviews are ways for the company to review multiple candidates simultaneously, ranking them against one another. They are traditionally used when a number of roles are available, perhaps the creation of an entire department or area. Assessment Centres do exactly that – they assess your competence and capabilities across a range of activities. These activities can be team based (to measure how well you get on with others), or individual one on one and are usually a mix of the two. In assessment centres, my recommendation is to be the best version of yourself, relying on the preparation you’ve done for the telephone interview, and refining your elevator pitch, key competencies and experiences based on the answers.

Also prepare answers to competency based questions “tell us about a time that…” based on the criteria you’ve identified from the job spec.

Note that in Group Interviews, you will be in a single interview with multiple candidates. Ensure you get enough “airtime”

Role Play Interviews are rare but do sometimes happen in project management roles. This will be to assess your competency deeply in a single area or network of competencies.  There will be a script which may be given to you to prepare answers from.

That wraps up the types of interview formats you can expect to encounter in your job search, and I hope you found it helpful. Next time we will focus on how to prepare for interview questions; and tips and tricks. Share your tips and your experiences in the comments below.

See you next time!

By Lynda Bourne

In the world of materials science, resilience is the ability of a substance or object to spring back into shape after it has been deformed by a force or load. Resilient materials absorb the stress by flexing under the load —typically with increasing levels of resistance the further they bend.

Provided the material’s elastic limit is not reached, it will return to its original state once the stress is released. Plastic materials perform similarly under load but retain their new shape after the load is released.  Brittle materials do not deflect under load, they retain their original shape until the load exceeds their load-resisting capacity (strength) and then they break.

Most practical materials used in the modern world combine these attributes in different ways to optimize performance: 

• Strong materials typically combine aspects of resilience and plasticity.
• Hard materials combine aspects of resilience and brittleness.
• Fragile materials are brittle with very little in the way of resilience or strength.

For more than 1,000 years, Japanese swordsmiths have combined resilient steels to provide strength with hard, brittle steels to provide a “cutting edge” in the manufacture of their swords — the Celts, Vikings and Saxons used similar techniques. In the days when having a good sword was literally a matter of life-or-death, the best weapons combined steels with different aspects of resilience, hardness and strength — no single option was “the best.”

Now, however, everyone is talking about “resilience” as being desirable, both as a personal attribute and as an organizational characteristic.

But is this really the best option? 

The Case For Resilience

In terms of a personal or organizational characteristic, resilience is the ability to adapt to stressful circumstances or bounce back from adverse events. This is particularly important when dealing with the unknown in risk management. By definition you don’t know these risks exist and therefore cannot put management processes in place to deal with them. 

Only after the risk eventuates can the organization start to adapt to the situation and deal with the issues. Flexibility and strength are essential. Once the risk is controlled, the organization returns to its original “shape” and work can resume as planned.

At the individual level, resilience is defined as the psychological capacity to adapt to stressful circumstances and to bounce back from adverse events. It is a highly sought-after personality trait in the modern workplace. But is too much resilience a bad thing?

Too Much Resilience

Too much resilience can easily drift into a stubborn refusal to accept reality. “The Serenity Prayer,” written by American theologian Reinhold Niebuhr, says “God, grant me the serenity to accept the things I cannot change, courage to change the things I can, and wisdom to know the difference.”

In many situations, an excess of resilience can be very counterproductive. It can lead to:

• Being overly persistent with attempts to achieve unattainable goals.
• Being overly tolerant of adversity and putting up with boring or demoralizing jobs.
• Reduced leadership effectiveness and, by extension, team and organizational effectiveness.
• Being focused on the original “goal” at the expense of stakeholder satisfaction.

Persistence and resilience are valuable attributes in the right place at the right time but need to be applied sensibly.

The Challenge

As with the manufacturing of swords, resilience, plasticity, hardness and softness are all important characteristics that are needed at different times. However, unlike a sword, people can adapt their behavior to each situation.

At times an agile/adaptive approach is best, bending to the needs of other stakeholders and changing the goals you are working towards. At times a fragile approach is best — break the relationship and walk away from the unnecessary stress (but you do need the internal resilience to accept the break and move on). In other circumstances, resilience and persistence are precisely the right response to adverse circumstances.

The difficulty we all face is knowing which option is best in each situation both as an individual and as a member of an organization or team. Acquiring the practical wisdom to know the difference is never going to be easy. Perhaps one solution can be found in an effective team. Melding people with different characteristics into a strong and effective solution — it worked for the ancient swordsmiths, why not you?

How do you balance resilience and adaptability?

By Dave Wakeman

Project managers have an essential—but sometimes thankless—job. They stand at the intersection of complex projects filled with countless stakeholders that don’t always see eye to eye.

This can lead to a great deal of frustration—but great communication skills can make the job easier.

A few weeks ago, I wrote about being a better listener. But over the last few weeks, I’ve come around to an even better goal for all of us: making things as simple as possible, even when the answer is complex.

Great communicators make the complex simple—and for project managers that can be the difference between success and failure.

The good news: With practice, we can all get better. Here are three ideas for turning the complex into something much simpler.

Focus on logical steps: When you’re working on a complex project, it can be easy to focus only on the finish line while all of the steps in between become weights hanging around your neck. This can lead to decision fatigue or analysis paralysis.

But, if you can train yourself to think about the project and how to simplify it for your teams, you can usually look to your milestones and see how the project might breakdown into micro-projects.

Within each micro-project there are likely a number of logical steps. Your job as a project manager is to make sure that your team sees those steps so that they can take action on them ASAP.

Thus, you’ve removed the roadblock of prioritization and simplified implementation.

Emphasize clear communication: Many of us communicate unintentionally. We don’t think about how we are saying things or that each audience might have a different understanding of our common language.

I tell my clients that it often helps to communicate like you are talking with a novice. That may be extreme, but you have to make sure that your communication is getting across clearly.

Over the years that I have been writing for PMI, I’ve written almost exclusively about the importance of soft skills. Communication is probably the most essential of these soft skills. And the most important rule of communication is that if someone doesn’t understand what you have instructed them to do or what you have shared with them, it’s your fault, not theirs.

To simplify your projects, I want you to think about how you can make communication clear to someone who may not be as deeply entrenched in the acronyms and jargon as you are.

And, if you aren’t sure that you are being clear, you can always ask: “Did that make sense, or did I make it sound like a foreign language?”

Always work to improve your processes: Logical steps and communication should teach you a lot about your project and your team. Over time, this should help you and your teams develop a high level of expertise and a number of best practices.

One great thing about best practices is that they can help simplify hard projects, communication and the amount of setup that goes into any project. The down side is that if you aren’t careful about capturing those best practices over time and working to spread these ideas across your organizations and teams, they become useless.

After all, without implementation, you have nothing but more knowledge. And knowledge without action is just noise.

As a leader, you must work to continuously improve the delivery processes that you and your teams use. The ultimate simplification is developed over time by improving processes, focuses and actions.

While improvement in this area isn’t necessarily a given, if you have been focusing on next logical steps and great, simple communications, it is likely that your processes will improve because the complex projects are likely to be slightly simpler.

With simplicity comes a greater awareness of what’s working and what isn’t. With that, you can be efficient. Something we should all hope to achieve.

How do you strive to simplify things for your teams?

BTW, if you like this stuff and the stuff I usually post, I do a Sunday email that talks all about value, connection, and humans. You can get that for free by sending me an email at dave @ davewakeman.com

by Cyndee Miller

It was almost like watching rival cliques at school, die-hard agilistas matching wits with waterfall purists. The drama was always quite civil, mostly limited to snobbish comments dismissing the merits of the rival approach.

But lately — and frankly, I never thought I’d say this — they’re learning to play nice.

Some of this comes down to organizations not willing to take sides. They’re simply letting the best approach win.

“Most companies are becoming more results-oriented and less methodologically dogmatic,” said Bryan Berthot, PMI-ACP, PMP, project manager, AT&T Entertainment Group in a recent article on PMI.org. “They empower their project teams to choose their preferred project management framework — as long as they deliver results.”

Forget the preconceived notions. Teams are using whatever they need for the project at hand.

Check out the numbers in PMI’s 2017 Pulse of the Profession: While plenty of project professionals said they relied on agile or waterfall for recent projects, 20 percent used hybrid. And 23 percent relied on something other than agile, hybrid or plan-driven approaches, which could be a further blend or customization of approaches.

Social networking king and Silicon Valley mainstay LinkedIn seems like a natural for all agile, all the time. But when the company launched an overhaul of its website, the project leaders decided to go hybrid.

Mind you, this is a company steeped in sprints and fast-track developments, and now it’s adopting an agile/waterfall hybrid approach. The rationale? Allow project managers to incorporate user and stakeholder feedback — while retaining a sense of urgency.

“This hybrid approach enabled us to define requirements at the beginning of the project and provided the needed flexibility and transparency to adapt to the fast-changing requirements,” Ranjit Dhaman, PMP, senior staff technical program manager at the company, told PM Network. “We were building a foundation for future product innovation, and a quick turnaround time was needed to keep up the pace with daily product releases.”

It’s not just agile teams adopting waterfall ways, of course.

French tire-maker Michelin says it’s developing an agile approach to project, program and portfolio management.

“We believe that agility could also be used in multiple ways — in everything we do,” Philippe Husser, senior partner, progress direction, said in PMI’s latest Pulse of the Profession. “The world is changing very quickly around us, so much so that we cannot afford anymore to have projects taking two to five years to deliver because, during this time, the initial requirements have changed.”

The company now has project managers, along with a steering committee and project sponsor, select the best approach for each project together.

It’s just like those fine ladies of En Vogue would say: Free your mind and the rest will follow.

What’s happening on your projects? Do you and your teams gravitate toward one approach? Or are you doing whatever you need to do?

by Cyndee Miller

Agile is the punk rock of project management. After years of living on the fringe, it’s officially gone mainstream—much to the joy of some and the utter dismay of others.

Like punk, it was built around a call to disrupt the status quo.

When a group of software programmers wrote the agile manifesto 16 years ago, the big goal was to embrace change: “to be aware of changes to the product under development, the needs and wishes of the users, the competition, the market and the technology,” Andy Hunt, a co-author of the agile manifesto, told PM Network last year.

While that purpose still holds true, the agile club is no longer limited to software developers, startup leaders and waterfall haters. An HPE survey showed agile’s ascendancy from anti-establishment to mainstream really took off in the past five years, with a significant adoption inflection point occurring around 2010. And check out the current numbers: Ninety-four percent of the survey respondents in the latest VersionOne State of Agile survey said their organizations practiced agile. PMI recently partnered with Agile Alliance on an Agile Practice Guide.

Some of this comes down to the business world’s obsession with digital transformation, which 42 percent of execs say they’ve begun, according to a 2017 Gartner survey. As Jason Bloomberg, president of Intellyx, wrote: Companies are increasingly going agile “to successfully navigate the disruptive waters that threaten to drown them.”

Take South Africa’s Standard Bank. Facing competition from a rapidly expanding fintech sector, this 155-year-old bastion of financial service embarked on a multiyear digital transformation—with a shift to agile software dev at the center, according to McKinsey.

Not everyone, however, was onboard. I know, shocker, right? To change hearts and minds, the company’s CTO and his team held town hall meetings to explain their logic and set targets for the transition, gave teams autonomy to make decisions on how to go about their day-to-day functions, and co-located team members for better collaboration.

So far, so good. In early agile engagements, Standard Bank reported productivity increases of up to 50 percent and unit-cost reductions of up to 70 percent per function point.

But for some, agile’s entrance into the mainstream has given rise to a new challenge: the dilution of the very term. Mr. Hunt told PM Network the word has become “sloganized” and is “meaningless at best, jingoist at worst.”

In that same article, Jordi Teixido, PMP, COO at Strands, Barcelona, Spain, said: “Agile is wonderful when you’re really iterating and collaborating, but it’s also a refuge for mediocre practitioners who are unable to document or express their requirements or forecast what they want to build. If you don’t follow the rules of the game in waterfall, everyone knows it. But in agile, that’s harder to tell from the outside—and because of that, some people use agile on projects that would be far better under waterfall.”

What do you think? Is your organization using more agile? And do companies have a grasp on what the term really means?