Valuing Your Employee Stakeholders
Categories:
Stakeholder Management
Categories: Stakeholder Management
| Rewarding good performance helps keep employee stakeholders motivated during projects. But there's a difference between the methods many businesses use to motivate people and what actually works. Simple financial incentives and other "carrot and stick" methods have been shown to be largely ineffective motivators, especially for employees on your team. And these incentives can be totally inappropriate if applied to stakeholders outside of the organization. Instead, rewards should address our deep need for: Autonomy: The desire to direct our own lives Mastery: The urge to get better at our work and be successful Purpose: The yearning to work in the service of something larger than ourselves Rewards don't need to be huge, but they should be visible to the entire team. They can be as simple as acknowledging a job well done in a daily stand-up meeting. Or it can be more substantive, such as granting greater autonomy or responsibility. As a leader, you must allow employee stakeholders the freedom to define their work within appropriate boundaries. Provide opportunities for them to develop new skills and link your team's work to the objectives of the organization or a larger social benefit, where possible. So where can you start? Rather than instructing the team member receiving the award on what to do and when to finish, offer a little bounded autonomy by asking how he or she can best achieve the objective of the task and how quickly it can be accomplished. If the stakeholder is a senior manager, create a sense of purpose by linking your request for help to the manager's goals for the organization. You may be surprised at the positive reaction. What do you think? Can autonomy, mastery and purpose be motivational rewards? |
Know a Project Management Superstar?
Categories:
PMI
Categories: PMI
| There's a lot of talk about the importance of acknowledgment. But many project managers in the trenches go unnoticed. Here's your chance to change that by nominating a peer for the PMI Linn Stuckenbruck Person of the Year Award. Named after Linn C. Stuckenbruck, PhD, this award recognizes a PMI member for outstanding contributions to the development and advancement of the profession, and his or her contribution to PMI during the previous calendar year. Each nominee's contribution must: 1. Help recognize PMI as the world's leader in project management through activities completed in the previous calendar year (2010 for the 2011 award) 2. Expand and advance the knowledge, use and application of project management 3. Demonstrate broad, far-reaching implications for the profession Nominees may work in any field, including but not limited to business and academia. For the complete list of eligibility requirements and biographical information on Dr. Stuckenbruck, please download the nomination guidelines. Nominations for the 2011 PMI Linn Stuckenbruck Person of the Year must be received at the PMI Global Operations Center by Friday, 1 April 2011. Talk to your project team and PMI chapter colleagues about nominating a PMI member: four to six members must join together to nominate a candidate for this award. No one knows excellence in project management like you and your peers. Nominate a deserving colleague today. |
Does Crowdsourcing Work in a Project Environment?
Categories:
Nontraditional Project Management
Categories: Nontraditional Project Management
| Can someone please help me understand the hype surrounding crowdsourcing? I understand the premise: Tasks are essentially outsourced to a large group of people through a call to action. (For more, see "The In Crowd" in the June 2009 PM Network®.) This seems like a project manager's worst nightmare. The requirements and quality management alone must be a huge undertaking:
With many highly visible crowdsourcing projects, for example, there seems to be a lot of press about individuals within the "crowd" who ultimately feel cheated or used for their skills, having been inadequately compensated -- or not compensated at all. It looks like you take a big chance when you sign on to these projects, given that there's usually no contract to fall back on. I imagine this risk goes both ways. I hope this will serve as a conversation starter. What does your organization think about crowdsourcing? Have you ever participated -- or managed -- a crowdsourced project? I'm very interested in hearing the challenges and victories out there around this approach. |
Can Project Management Maturity Fuel Great Ideas?
Categories:
Program Management
Categories: Program Management
| My last post discussed how project portfolio management helps organizations achieve their objectives. Now I want to discuss how such success is possible. Achieving project management objectives relies on the maturity of project management understanding within an organization. It's not about the skills of the individual project manager. Rather it's about the organization's understanding of what is possible with project management. Apple is one organization making effective use of such maturity. The company has a reputation for delivering quality products by combining superior design with technology -- not focusing solely on innovation. With the iPhone and other iOS products, Apple gained a larger share of the market -- not by sacrificing its distinction as an organization, but by transforming it. Apple's product designers balance technology with humanity. While designers are both rewarded and pushed into continually brainstorming, researching and testing new ideas, the focus is on usability and simplicity. Apple's project teams worked out a way to "make the magic happen" through project management maturity. Organizational project management coupled with Apple's creative environment paved the way for achieving project successes and organizational objectives. The project to develop the iPhone grew from the iPod; the App Store grew out of the opportunities the iPhone provided. Their maturity was not only due to Apple's management skills, but grew from developing its own project management methods. Apple's strategy, fueled by its maturity, allowed these and other projects in the company's portfolio, to be managed with a greater chance of success than its competitors. As with all well-run organizations, project management maturity facilitates the implementation of ideas. What do you think? Does project management maturity spark great creativity? Editor's note: See more on project management maturity. |
Passive Versus Active Learning
Categories:
Education
Categories: Education
| Most project management training is based primarily on passive learning: listening to an instructor, looking at slides or reading, for example. This kind of traditional education focuses on teaching, not learning. Active learning, on the other hand, puts the responsibility on the student. Whether in class discussions or written exercises, they're compelled to read, speak, listen and think. One of the most powerful active learning models is experiential learning. Participants find meaning in experience -- learning through reflection and doing. As ancient Chinese philosopher Confucius once said: "Tell me and I'll forget; show me and I may remember; involve me and I'll understand." Let's say you want to teach the importance of planning before executing, for example. Instead of just explaining it, try this lesson in experiential learning. Give a bag of LEGO parts -- the toy building bricks -- to a group of students and ask them to build a car in five minutes. When the time is up, show a slide with the project phases: initiating, planning, executing, monitoring and controlling, and closing. Then ask them to identify which phase applied to which part of building the car. I challenge you to consider experiential learning programs for project managers. They observe and evaluate the effects of a situation as they participate -- and then apply this learning on actual projects. Have you tried experiential learning? What are the pros and cons over passive learning? |
