Voices on Project Management

By Conrado Morlan

Do you know an experienced project manager assigned to a high-visibility project who keeps asking himself and others why he was selected? Colleagues and managers believe this individual is the ideal candidate. He brings strong industry knowledge, leadership skills and relationships across the organization that will lead to a successful project.

Yet he still doubts himself. In fact, it’s estimated that 70 percent of people feel they don’t deserve their station in life.

In the late 1970s, psychologists Pauline Clance and Suzanne Imes coined the term “Imposter Syndrome” to refer to the idea that capable individuals find it hard to believe in their own capabilities or internalize their own accomplishments. These people see evidence of their competence as mere luck and sometimes feel they are not actually qualified for the position they hold.

For a while, I suffered from the Impostor Syndrome. Then I had two wake-up calls. The first came at the PMI Global Congress 2008—Latin America in São Paulo, Brazil. I met two members of the PMI Mexico Chapter who found out that I had recently achieved the Program Management Professional (PgMP) credential. They were more excited than I was about the achievement. I didn’t realize that I had not made the PgMP credential an important part of me.

The second wake-up call was at the workplace. I was part of a 360-degree evaluation process, and I discovered that the scores I provided to describe my performance were quite a bit lower than the feedback provided by my peers.

In my mind for many years, I was an imposter. In the eyes of others, I was crackerjack.

Have you suffered from the Imposter Syndrome? What was your wake-up call?

by Dave Wakeman

In recent months, I’ve been talking about how to become a more strategic project manager on this blog (see here, here and here). I thought it would be a good idea to circle back and talk about how being an effective communicator will help you be more strategic.

Here are three tips to remember:

1. Communications is at the base of performance.

Never lose sight of the fact that as a project manager, you are basically a paid communicator. And, as a communicator, you have certain responsibilities: being clear, keeping your message concise and making sure you are understood.

If you aren’t meeting these requirements, you are likely going to struggle to achieve success in your projects. In addition, poor communicating may mean you miss the message about why this project is important to the organization. You also may miss information from the team on the ground that would shape the organization’s deliberations about the project.

So always focus on making sure that your communications up and down the organization are clear, concise and understood.

2. A free flow of communications delivers new ideas.

Managing a lot of communications and information is challenging—I get that. But by the same token, if you aren’t exposing yourself to information from many different sources (both inside and outside the organization), you’re likely missing out on ideas that can transform your opinions and open you up to new ways of looking at things.

While being a strong project manager is about having a good, solid framework for decision-making, you aren’t going to have all the technical expertise yourself. In addition, your team may be only focused on the one area that they are in charge of. So it’s important that someone is open to the flow of ideas that can come from any direction and that may have the power to reshape your project in unimaginable ways.

You can achieve this by making sure you have conversations up and down the organization and pay attention to things outside of your scope of work. You never know where a good idea is going to come from.

3. Relationships are the key to project success—and they’re built through communication.

If we aren’t careful, we can forget that our project teams are groups of people with wants and needs. Remember: at the heart of our work are real people whom our projects impact.

That’s why it’s essential that you focus on the human aspect of being a project manager, especially if you want to become a top-notch, strategic project manager. Our human interactions and relationships are the key to our success as project managers.

This is something you should be taking action on all the time. Maybe you start by pulling someone on your team aside for a conversation about what’s going on. Maybe you find out a little more about the person’s home life. Or, you just make sure you have an open-door policy when it comes to information on your projects.

The key is to make sure you give your personal relationships an opportunity to thrive in the project setting.

Let me know what you think in a comment below! 

By the way, I write a weekly newsletter that focuses on strategy, value, and performance. If you enjoyed this piece, you will really enjoy the weekly newsletter. Make sure you never miss it! Sign up here or send me an email at [email protected]! 

By Jen Skrabak, PMP, PfMP, MBA

Governance is an extremely broad and often times misunderstood area. It can span functions, domains and types, depending on the context of an organization and other factors. Even across the various standards and current body of knowledge and research, there’s no consistent definition of governance or approach to its implementation.

Yet as portfolio managers, we all recognize that governance is perhaps the single most important enabler of good portfolio, program and project management. It helps to guide the appropriate oversight and decision-making that ensures successful execution of strategic initiatives.

That’s why I’m so proud of PMI’s recently released Governance of Portfolios, Programs, and Projects: A Practice Guide. I was fortunate to chair a committee of leading experts around the world that developed the guide, which fills a critical gap in the profession today.

An important accomplishment of the committee was to formulate a definition of governance that can be applied to the portfolio, program and project context. Governance may exist at various levels of the organization. It’s important to distinguish among those levels:

Organizational (or corporate) governance. This is typically a board of directors’ level and defines principles, policies and procedures around how the organization as a whole is controlled and directed. It typically includes areas of oversight such as regulatory, compliance, cultural, ethical, environmental, social responsibility and community.

Portfolio (or program, or project) management governance. This typically may be how an enterprise portfolio (or program, or project) management office (EPMO) determines common policies and procedures. This may define the hierarchy and relationships of governing bodies—for example, whether programs and projects report to a portfolio governing body and the specific criteria.

In some organizations, the EPMO may define guidelines for a phase gate approach to programs and projects. It also may define methodology for technology projects, such as adhering to standard processes (ITIL, RUP, Scrum, agile, SDLC, etc.).

Portfolio (or program, or project) governance. This is the oversight and leadership on an individual portfolio. In many organizations, there may be a capital investment committee made up of the senior executives of the business and technology areas that oversee all capital expenditures over a certain amount (typically US$1 million or more).

On an individual program or project level, it’s important to define the relationships of the various governing bodies and ensure that it’s aligned to a functional or portfolio level. A project may be required to report to functional governing bodies (IT and/or the business area), as well as the portfolio manager. It’s important to ensure that the thresholds and authority of decision-making are defined at the right levels.

In my next blog post, I’ll define terms related to using portfolio governance to ensure alignment to strategy.

By Conrado Morlan

Over the years, I’ve had many discussions about whether project managers should pursue the Project Management Professional (PMP)^® credential. Some people argue that extensive experience is much better than the knowledge they can acquire through the PMP credential.

I appreciate the value of my counterparts’ experience and respect their opinions. Before I earned my PMP certification, I shared their views. But while studying the PMBOK^® Guide—my employer required all project managers to be certified within six months of hiring—I found that my experiential knowledge was enhanced by the new tools and techniques I learned about. I wished I had known about them during previous projects.

My eyes were also opened by a quote from Lewis E. Platt: “The danger of success is to think what made you successful in the past will make you successful in the future.”

The project management profession, like many others, evolves constantly. As a responsible practitioner, I need to keep my skills and knowledge current by reading the latest PMBOK^® Guide edition, as well as being familiar with evolving methodologies and standards in project management.

Here’s an example of why not keeping up with the latest publications and standards can be problematic. I often hear people talk about the “triple constraint.” But that concept is not in the latest edition of the PMBOK^®. Nowadays, project management is a strategic competency for organizations. It enables them to tie project results to business goals—and thus, better compete in their markets.

Finishing a project on time, on budget and within scope doesn’t necessarily help an organization meet its business goals. Today, organizations need to respond quickly to internal and external influences, which may lead to sudden changes in scope, budget, and schedule.

The need for competent project managers will persist—PMI projects  that between 2010-2020, 15.7 million new project management jobs will be created in just seven project-intensive industries.

Organizations no longer look for project managers with technical skills only. They’re looking for people whose technical skills are complemented by business, strategic management, and leadership skills.

The project management profession is changing, and pursuing a certification makes it more likely that you’ll stay up to date with the times.

What’s your view on the value (or lack thereof) of the PMP certification? Share your thoughts below.

By Mario Trentim

I recently delivered a webinar at ProjectManagement.com on how to effectively define a project management office’s business model, functions and structure (watch the recording here).

In that presentation, I wanted to start a discussion on different modern approaches to defining and implementing PMOs. Today, I’m going to share some thoughts and examples on how to do that in practice.

A step-by-step process to define and implement a PMO helps to build buy-in. The following five phases lay out a learning process in which stakeholders are identified and engaged to discuss and develop a PMO model that best suits their organizational needs.

Phase 1: Assessment

Understand the organizational context and assess current project management practices and maturity levels. The as-is situation involves processes mapping and the use of maturity models, such as OPM3^®.

Phase 2: Definition

Once the current situation (as is) is described in detail, explore the future desired situation (to be). The Business Model Generation helps in defining the ideal solution for a desired PMO model. The gap analysis between current and desired situations will guide the implementation plan.

This phase also includes defining the following aspects of the PMO:

Mandate: mission and vision

Business model: customers and value proposition

Structure and functions: processes, resources and partnerships

Phase 3: Implementation

This is not easy. It involves a lot of change management and stakeholder management. A phased approach to the implementation is recommended, especially for large endeavors.

You might want to implement a pilot PMO in a region or department before rolling it out to the entire organization. The implementation work packages will depend on the PMO definition. Deliverables might include: training, software, processes, methodology, templates and more.

Phase 4: Continuous Improvement

The PMO is an entity that must deliver business value. Its mission is not to help individual projects thrive but to boost the entire organization’s performance through best practices and governance.

As the organization changes and matures, so does the PMO. It should be a flexible and adaptable structure to accommodate new project management challenges ahead.

A continuous improvement plan may include a maturity-growing roadmap and regular assessment of PMO functions and KPIs to guarantee that it is always reinventing itself before it turns out to be obsolete.

Phase 5: Closeout

The closeout phase should include a celebration of the PMO results, emphasizing its mandate, to engage stakeholders and keep buy-in. 

The main lesson: always involve and engage stakeholders properly. Keep in mind that a PMO is an organizational structure that should create value, distribute value and capture value. The Business Model Generation helps to identify what value is for the stakeholders (customer segments/value proposition), which drives the PMO functions and structure.

It all starts with these frequently avoided questions about PMOs. Once you answer those questions, you can go to the next step: using the business model generation.

Example of a PMO Business Model

Of course, you may have other ideas for PMO business models. What are your PMO’s customers? Value proposition? Functions? Share your comments, thoughts and suggestions below.