Voices on Project Management

Imagine this scenario: You are the project manager of a new, strategic project of your company. Excited, you prepare the necessary documents and schedule the project's kick-off meeting.

The kick-off meeting seem to be going well, until you start presenting the necessities and you notice resistance coming from functional managers in ceding their resources.

And it’s only then you realize your mistake: You should have invited the project sponsor to the kick-off.

Kick-off meetings, which should take place between the end of the planning stage and the beginning of implementation, are of paramount importance to the success (or failure) of a project. And you must prepare.

For the project manager, the kick off is a great opportunity to ensure that your stakeholders are identified, to demonstrate that there is a common gain in the success of the project, to map out the stakeholder predispositions and to ensure that their respective roles are understood.

Here are four things to keep in mind:

1. The Invite List: You must have the other relevant stakeholders in the room—functional managers, the customer of the project product and all those who can have an influence, either positively or negatively.

2. The Meeting Infrastructure: The size of the room, amenities, coffee break and everything else that make the environment appropriate.

3. The Presentation: The kick-off meeting will be your moment to demonstrate that the project is well planned with mapped risks. But, keep your audience in mind. For example, the sponsor, usually an executive with no time to see the details, will be present at this meeting. Make your presentation concise and objective by showing that you have a clear vision of where you want to go.

4. The Sponsor: The great benefit of the kick-off meeting is to get commitment to the development and success of the project. Without it, the project manager always runs the risk of having their needs not met. This is where the essential participation of the sponsor comes in. He or she typically has a politician's nature.

Even though it is up to the project manager to conduct the meeting, it is essential that, soon after the welcome is given, the project manager gives the floor to the sponsor. They can use their position within the organization to "suggest" to those involved to give their support, resources and conditions to the project manager on behalf of the expected results of the project. With the sponsor message given—even if he or she leaves right after they speak—there is a greater chance that everyone else will understand and support the project and that will make the rest of the meeting easier for you.

What other things should you keep in mind when planning a kick off meeting? I look forward to your thoughts.

By Wanda Curlee

Recently, my doctor’s office was attacked with ransomware—potentially causing a major safety issue.

Think about it: What happens if you have a life-threatening illness? All the medical records, including any tests and results, are no longer available. How can the doctor treat or even advise patients without that information?

For instance, a relative of mine recently had blood clots. To diagnose the issue, doctors performed a special blood test with the results delivered to the doctor within an hour. Had the doctor’s office been hit with ransomware, the results would have been lost—and there would’ve been a high probability of death.

Artificial intelligence (AI) and the number of devices that are now connected to the Internet of Things (IoT) heighten the risk of hacking—and the potential devastating effects.

So, how does this affect project management professionals? Project managers must understand that hackers are a reality and they must ensure that their team has the necessary training.

Program managers should establish the security protocols for all projects in the program. Each project will determine the security within the bounds of the program’s processes.

At times, the program manager may have to determine if security needs to be linked between the various projects. The program manager would need to monitor all protocols and make sure that program-level personnel coordinate the activities between the projects.

How does this affect the portfolio manager?

The portfolio manager needs to understand the company’s industry, the strategy objectives and the project/program landscape. At times, the portfolio manager may even have to present safety precautions as it relates to the industry’s IoT and AI to senior executives. By presenting the information, senior executives may alter a strategy or advise the portfolio manager to include security for IoT and AI in business cases.

And remember: In the future, project management tools may include IoT and AI. Can you imagine if a hacker were able to adjust settings, wipe out projects or use ransomware to block all access to project information that’s stored in the cloud?

This could be devastating. Let’s face it—a company without projects is a dead or dying company!

How are you ensuring hackers don’t devastate your projects or those of your customers?

By Peter Tarhanidis

Whenever I’m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be disastrous if you lose your team or if tensions arise that reduce one’s effectiveness to achieve a goal.

I recall one of my client assignments where the goal was to ensure a successful integration of a complex merger and acquisition. The team had slipped on dates, missed key meetings and there were no formalized milestones.

I set up casual meetings to discuss with each member what would motivate them to participate. One clear signal was that management had changed the acquisition date several times. This disengaged the team due to false starts that took time away from other priorities.

During the sponsor review, I reported there was a communication breakdown and that no one shared this effort as a priority. At that point, the sponsor could have used his position of power to pressure everyone to do their part. However, the sponsor did not want to come off as autocratic.

Instead, he asked if I would be willing to find an alternative approach to get the team’s buy in.

I realized my influence was low, but I wanted to help improve the outcome for this team. So I talked again with each team member to negotiate a common approach with the goal to be integration-ready without having an exact date.

Ultimately, our goal was to have all milestones met while a smaller core team could later remain to implement the integration when management announced the final date.

A leader uses influence as part of the process to communicate ideas, gain approval and motivate colleagues to implement the concepts through changes to the organization. 

In many cases, success increases as a leaders exert influence over others to find a shared purpose.

Tell me, which creates your best outcomes as a leader: influencing others through power or through negotiation?

When market environments or conditions shift, organizations must often make fundamental changes to how they operate in order to cope

Business transformations—which are initiated in reaction to current or foreseen pain points, such as cost reductions, capability builds or digital transformation—create a new capability or a new reality in a sustainable, consistent and collaborative way

The process should be like film making

In filmmaking, everything starts with an initial story or a vision of what the film will be about, the message it is going to send, the general purpose and so forth. I have no doubt that great film directors can actually see the film in their head before anything is spent or made.

Leaders of business transformation programs must also understand their purpose and visualize success at all levels—including the end game—before making a single change.

At the same time, leaders should have a thorough understanding of the people involved and the business processes being changed. Before executing on tactical projects, a successful transformation should first seek a clearly defined purpose and attain a solid understanding of people and processes. After all, people and processes are the binding fabric of all transformation efforts.

The People

You must understand how the change you are bringing will affect how people behave, communicate, think and do business. To me, people are the single most important aspect of ensuring a successful and sustainable transformation.

So, start by understanding:

• The landscape: Who is involved?
• The motives and agenda of all affected.
• How will those affected view success?
• Answer the “What is in it for me?” question.
• The baseline of skills and career aspirations for those involved. If you don’t, you could set those affected up to fail when you implement a change that is not supported by their aspirations or skillset.

That should serve as a good basis to build quality engagement and communications. The goal is to create a collaborative and transparent platform to ensure that all requirements are captured.

The Process

People and process go hand in hand. You cannot understand one without the other.

A successful business transformation seeks to understand the current processes, variations, inconsistencies, pain points and interdependencies before venturing into changing systems, organizational structure or implementing a new way of doing business.

A business process to a transformation is like a compass to a ship. It ensures the business transformation team is:

• Moving in the right direction.
• Focused on true issues or opportunities.
• Understanding the complexity of changing the way business is done and the interfaces and dependencies this might entail on other parts of the business.
• Rallying the troops around processes rather than around people.
• Using meaningful metrics to measure success.

Has your organization undergone a transformation recently? How did you ensure you were moving in the right direction?

by Dave Wakeman

Project managers are more than a bunch of cat herders. Yet, that’s frequently how I hear our role summed up, thanks to the team members, stakeholders, resources, deadlines and general chaos we’re often put in charge of wrangling.

But does it really need to be so difficult? I don’t think so.

Here are my methods for keeping control of the madness that sometimes ensues on projects:

Focus on communication: I had my Project Management Professional (PMP^®) certification for about a week the first time someone told me: “90% of a project manager’s job is communicating.”

I don’t know if that stat is true or not, but over the years it has often felt about right. For many of us, getting the communication process correct is a challenge that stands in the way of actually getting people to work in a defined direction.

To maximize your ability to communicate effectively, I’ve long advocated for a communication schedule that lays out clear timelines for when you are going to communicate or expect to be communicated with.

For the top stakeholders, you may need to talk with them daily. For others, once a week may be all that you need.

The key is that you set the expectations and the processes early. This will help ensure that you have people on the same page.

Don’t micromanage: Our projects are so complex now that it is impossible for any one person to know and achieve every task in a project.

So don’t try.

If you have people that are great at their jobs, let them do the work. Trust them to make wise decisions. Set the objectives, not the actions.

If you have problematic people, help them set next steps, actions and get focused on where you need them to get to. But don’t try to do everything for them. That’s a recipe for failure and won’t help you stop “herding cats.” 

Be the positive example: I’ve been told on many occasions that when I’m involved with a project, even if things are going sideways, that everything “feels” under control.

I focus a lot of energy on being composed and pulled together. Leadership flows down from the top: If your team witnesses you always being out of control, flustered and in a state of panic, they will mimic that behavior as well.

This is why a lot of projects and new initiatives fail—the people at the top don’t live the actions that they want their teams and organizations to embody. 

To help maximize the leadership on your project, make sure you act as a positive example for your teams. This means communicating effectively and as necessary. This means approaching your projects with an eye to problem resolution and not just problem overwhelm.

While these concepts aren’t new or even revolutionary, they are things we have to consistently be focused on or we can easily slide back into a situation where we are struggling to keep our projects on track.

How do you ensure that your teams are focusing on the right things and moving in the same direction? Let me know below!