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Manage The Knowledge Gaps
| To be great in project management, we can't only be familiar with our role as the project manager. We must be educated about other roles in the profession, as well as most, if not all, knowledge areas. But project managers often do the work they like and are familiar with, rather than work that needs to be done. Even if it's work that contributes to a project's overall success, I find that many of us focus on tasks that we're familiar with or that we already know we're good at. Regardless of how great I am with some tasks, I know that I must fill in my own knowledge gaps with team members' expertise. Because in addition to being a good project manager, the real trick to getting things done is surrounding myself with a capable, well-trained project team. Instead of trying to learn everything and being everything to everyone, I accept that I won't always know it all. I ask for input from the team on a regular basis. This makes the team feel needed and appreciated for their contributions and makes the project execution more efficient. Do you tackle the tasks you're good at rather than those that need to get done? How do you balance your own expertise with that of your team members? |
Networking Practices for Project Results
Categories:
Best Practices
Categories: Best Practices
| Last week I attended my first formal networking how-to event. I was curious to learn about the differences and similarities between general networking and networking for project success. What interested me the most was a slide detailing three types of networks: operational, personal and strategic. In the project environment, networking for operational, personal and strategic goals is a core competency for project managers and team members. In all my training sessions, I always repeat the statement "90 percent of a project management job is communication." In fact, I go as far as to say networking is a skill that can lead to project success. For example, networking comes in handy in the following areas: With stakeholders: On projects we talk to all our internal and external stakeholders on a regular basis. Therefore, we have to network. We network to acquire and manage resources, vendors and contractors, and also to ascertain and explore risks, strengths and opportunities for the project. Our personal objectives can be met because well managed, informed and engaged stakeholders equals a happier project manager. In project communications planning: Project objectives should be SMART (specific, measurable, achievable, realistic and time bound). Similarly, project-networking activities should be smart too. Networking activities should:
Project managers must have networking skills to successfully engage, lead and build the team. These skills will enable the project manager to be a mentor and leader of the team. Project managers should network with their teams to delegate, collaborate, motivate and ensure they work together. With interpersonal skills: Networking can help project managers build self-confidence, and devote time and strategy to build and reciprocate through meaningful networks. Plus, meeting others and finding common ground and mutual areas of benefit and collaboration is always helpful to a project manager. I can confidently assume that since the history of projects, good project managers have been networking out of necessity or risk project failure. Certainly in my own case, I have been naturally 'networking' without really knowing that I was doing it. The difference now is that I am more aware. What do you think is a networking best practice? Is project success dependent on a project manager's networking abilities? What benefits has networking brought to your projects? What role has networking played in your projects? |
Adding Generation Y to Projects
Categories:
Generational PM
Categories: Generational PM
| Generation Y is entering the workplace. As the children of baby boomers, Generation Y may not always fit the behavior you see in many organizations, but that shouldn't impede how you leverage their talents and competences when working as team members on a project. These 20-something new graduates, or "millennials," have lived in a technologically ubiquitous world. They've always been recognized independently of their abilities and have mastered virtual collaboration skills. Projects provide an ideal work environment for millennials because of their temporary nature. Many in Generation Y are searching for assignments that fulfill them personally and challenge the status quo. And they like to develop solutions supported by technology. Their attraction to technology may cause some project managers to find it challenging to communicate with millennials who don't follow traditional business formalities. For example, those that favor sending task and project status via text message rather than standard report templates. In the project environment, millennials are closer in temperament and outlook to baby boomers. They look for smart mentors who don't talk down to them. When these types of relationships mature, boomers will show millennials how their wants can align with an organization's needs. Millennials bring much to project environment: the ability to rapidly adapt to change, the ease with which they embrace diversity and a strong collaborative spirit. They've grown up in a changing and diverse world and have mastered many abilities that are important to projects. As a project or program manager, how do you attract young team members and keep them on your projects? What is the biggest challenge you have faced in working with millennial team members? Read more from Conrado. Read more on teams. |
Establishing a Culture of Acknowledgment
Categories:
Teams
Categories: Teams
| Editor's Note: In response to a recent comment on the "The Power of Acknowledgement," by Judy Umlas, commenter Lina asked, "Would you mind explaining or giving the steps to start implementing the acknowledgment culture in a team?" The following is Judy's response. Lina, I think you have asked a very important and worthwhile question. Here are some steps you can take to establish or enhance a culture of acknowledgment (and appreciation) on a team: 1. If you're a project leader for a new team, all the better. At your project kickoff meeting, announce that you have heard about the value of acknowledging team members for their accomplishments, and for who they are and what they bring to the team. Be clear that people should only acknowledge team members that they truly feel deserve it. Otherwise, the acknowledgment will fall flat and be considered insincere. If the project is already underway, set up some specific time to discuss this at one of your regular project meetings. 2. Make the statement that everyone has a unique talent or gift that they bring to the team. Stress that they are all tasked with finding these gifts and talents. 3. In my book, The Power of Acknowledgment, I discuss 7 principles of acknowledgment, which can be summarized as follows:
4. Share with them Stephen R. Covey's quote from 7 Habits of Highly Effective People: "Next to physical survival, the greatest need of a human being is ... to be affirmed, to be validated, to be appreciated." Keep the conversation about acknowledgment going throughout the life of the project. Then, do a wildly successful job as a team. The culture of acknowledgment and appreciation will allow that to happen. How do you create a culture of acknowledgment within your project teams? |
Successful Techniques to Lead Project Facilitated Workshops
| A Guide to the Project Management Body of Knowledge (PMBOK® Guide)--4th edition states in chapter 1.1, "Good practice means there is general agreement that the application of project management processes has been shown to enhance the chances of success over a wide range of projects ..." "...Good practice does not mean that the knowledge, skills and processes described should always be applied uniformly on all projects. For any given project, the project manager, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process." In my experience, these passages are the essence of project management. Think about it: not all processes must be applied to every single project. And the project manager, with his team, is responsible for selecting the applicable processes and the rigor with which they'll be used. Beautiful, isn't it? Process uses techniques. One of the most important techniques that I've applied is the PM's role as a workshop facilitator. To successfully apply this technique, you have to develop your skills in this area. A facilitator's success relies on his or her preparation for each session. This includes the opening statement, the icebreaker exercise and the group dynamics you will be using to build trust, among other things. Remember, every facilitated session has two main elements: An underlying process to achieve desired results and the content. When you facilitate, it's important to understand that you can only work with process -- not the content. Facilitators must detach from the content. If you want to provide an opinion on it, you have to make it clear to the audience that you are abandoning your role as facilitator, then give your objective opinion and then let the audience know when you're putting your facilitator hat back on. Finally, trust in yourself and in your ability to execute. In the end, the truly magical thing is the discussion and sharing that takes places within all participants during the session. This will really help you and your team to gain confidence, identity, sense of membership and a common understanding that can only be achieved in this type of setting. Have you had success in implementing any of these techniques? What tools and techniques have you used to facilitate effective workshop sessions? See more posts from Jorge. |