Voices on Project Management

By Kevin Korterud

As both a project and program manager, I’m always keen to have projects and programs take the right first steps toward success. In the past, this would involve selecting the unified delivery approach used for all of the projects on a program. The idea was to impart consistency to the way projects were managed as well as produce common metrics to indicate progress.

It’s not that easy anymore. Today’s programs have projects with agile, waterfall, supplier, corporate and sometimes regulatory-mandated delivery approaches. In addition, these approaches as well as the different arrangements made with suppliers (e.g., time and materials vs. fixed price with deliverables) have dramatically increased the level of complexity and diversity of delivery approaches within a program.

So as a program manager, how do I keep all of these projects in sync no matter the delivery method? As a project manager, how can I execute my project in concert with the overall program in order to maximize the value that will be delivered, while avoiding schedule and cost overruns resulting from projects not operating in harmony? 

These are emerging challenges for which there are no single easy answers, of course. But I have found a handful of tips useful in getting a program’s projects to operate in a synchronized manner. I’ll share the first few in this post and the final ones in my next post, appearing later this week.

1. Remember: There’s No Such Thing as Agile or Waterfall Programs  

Given the mix of project delivery approaches, the program needs to properly segment work to manage the budget, resources and schedule regardless of the project delivery approach. In addition, the schedule alignment points, budget forecast process and deliverable linkages need to be identified between the various projects.

Typically, I find that while there is effort to plan for these items at the project level, the upfront effort for this harmonization at the program level is underestimated or sometimes left out altogether—program managers think the project teams will figure this out themselves. This sets the program up for schedule and budget overruns as well as overall dilution of the program business case.

Some ways for a program manager to harmonize projects on a program include:

• Determine which agile sprint cycles will be used for aligning data integration, requirements and deliverables with the other projects.
• Forecast the number of agile sprint cycles possible given the program schedule and budget parameters.
• Use an integrated schedule to constantly generate awareness of relative project progress within a program—no matter the delivery approach.
• Identify key dependencies between projects in the program; this can include event, deliverable and external dependencies.
• Use active resource management across all projects on the program. 

2.  Make the Correct Delivery Approach Choice Before a Project Begins

The type of delivery approach for a project is determined by the type of work being performed and the end consumer of the project’s deliverable.

For example, a project on a program that is slated to create a consumer portal would be a desirable candidate for an agile delivery method. Another project that involves heavy system integration that a consumer never sees would be a candidate for a waterfall approach. A project to pass data into a government system would likely have its delivery approach set by the governmental body.

So before a project starts, program and project managers should agree on the optimal delivery approach that is the best fit for the project.   

Look for more advice in my next post on synchronizing a program’s projects, regardless of delivery method.

By Mario Trentim

Daniel Kahneman, Nobel laureate in behavioral economics and author of Thinking, Fast and Slow, has written about how people tend to make decisions based on the potential value of losses and gains rather than the final outcome. Considering our common cognitive and emotional biases, how can we cope with daily ethics challenges with integrity?

We humans are in some ways predictably irrational. “Common sense” doesn’t mean best practices. Some people might have totally appropriate but opposite stances on the same topic.

Does that mean ethical practices are a matter of choice? Of course not—ethics are a matter of common good: In his book Justice: What’s the Right Thing to Do, Michael Sandel explores timeless philosophical and theoretical questions with real-world examples. He does the same in this video:

My conclusion is that the more we abide by a code of ethics based on strict rules and procedures, the more people tend to display unethical behaviors when faced with gray areas and edge cases.

So what’s the solution?

In How Adam Smith Can Change Your Life, Russ Roberts provides extremely valuable insights to the question above. In summary, we are much better off by teaching and praising Smith’s Theory of Moral Sentiments than by creating new regulations and sanctions to prevent unethical behavior.

What All This Means for Project Managers

What’s the upshot of all this for project management professionals? We must abide by the PMI Code of Ethics and Professional Conduct, but it’s even more important that we adhere to ethics focused on the common good.

Project managers face extreme pressure. Shortcuts are tempting—but in the long run they seldom pay off. Here are two examples of unethical temptations that put our work into the broader moral perspective that I think is so valuable.

1. Imagine you hire a stockbroker. You ask his unbiased opinion on the best investment, and he provides you information about assets he already manages without mentioning others that might better suit your needs. Is that ethical behavior? What if you, as a project manager, offer a solution to your client that you know isn’t the best one because it’s the easiest for you?
2. Suppose you visit a doctor. He’s in a hurry, so he doesn’t perform the necessary diagnostic steps. He prescribes a general drug that might help you—or might not. And he asks you to come back in two months. Is that ethical behavior? What if you, as a project manager, don’t take the time to gather requirements and instead try to force a one-size-fits-all solution on your client?

It’s easy to point fingers at doctors and lawyers—their work dramatically impacts people’s lives. A mistake made by a prosecutor may imprison an innocent. A doctor’s mistake may kill or handicap a patient.

How about project managers’ mistakes? You may put your project in jeopardy, of course. But that’s not all: You may put your team members, client and other stakeholders at risk. You may even bankrupt your organization.

The bottom line: The most surefire way to maintain high ethical standards is to think frequently about the far-reaching impacts of your work—on worker safety, the environment and social well-being, for example. Our choices matter—in ways we can’t necessarily anticipate.

How do you respond to everyday ethical challenges in your project management practice? Share your thoughts below.

By Wanda Curlee

Compared to project or program management, “portfolio management” is in its infancy. I suspect many still think of investment or financial portfolio managers when they hear the phrase.

Portfolio management—I don’t usually put “project” before these words—will certainly change significantly during the next decade. Think how much project management has changed in the last 10 years.

But instead of looking into a crystal ball to imagine the state of portfolio management in 2026, let’s just think about 2016. I’m keeping my eyes peeled for three things this year.

1) C-Suite recognition.

I expect many more people in the C-Suite to recognize that implementing strategy is doing the hard work. Someone needs to be the push between executives and senior management on one hand, and program and project managers on the other.

Some would say that this is the PMO manager’s position, but that misses the point. The portfolio manager sits above the PMO and does the hard work for the C-Suite. He or she has the ear of the C-Suite and makes tough recommendations to the governance team. This is primarily done by looking at the strategic objectives, aligning the projects and programs to them, and ensuring that the appropriate resources are available for execution.

2) New tools.

What else will we see? Tools! To date, there is no one tool that truly meets the need of the portfolio manager. Yes, some come close. But there is nothing that appears to have the input of a seasoned portfolio manager.

I hope some enterprising software company will retain an experienced portfolio manager to help design a brilliant tool. Because when the end user is asked to help design the software, a much better product happens.

3) Virtual abilities.

Along with the right tools, a portfolio manager needs to be able to work in a virtual environment. With clients, project managers, vendors and leaders in different parts of the world, many companies are now operating in a virtual environment. That means it’s increasingly important that portfolio managers have the ability to deal with time zone and cultural differences.

It’s hard to say exactly how working in a cloud-based environment could impact the world of portfolio management. It could conceivably provide greater transparency to an organization’s leaders, for example.

What do you expect to see as portfolio management matures in 2016 and beyond?

By Christian Bisson

The number of years a project manager has been working certainly gives you a clue about his or her ability. But this isn’t (and shouldn’t be) the only information you can use to spot a project manager who is a cut above the rest.

Below are a few tips to help you assess if someone really knows their stuff. Just as you’d adapt your expectations of junior project managers to their experience, use these tips to get a sense of how “experienced” or “senior” someone really is. I’ve recently put them to good use when a project manager was temporarily hired to take my place while I was out on paternity leave.

Ready to Ask Questions

The first sign is simple. A project manager who aims to do the job correctly will proactively ask questions when planning a project, instead of delivering an asset that is incorrect. Or, the project manager will deliver the assets but will clearly state he or she was missing some information and did what he or she could as best as possible.

If you receive an asset that is supposed to be ready and yet you need to revise multiple times, you’re probably working with an inexperienced project manager.

Organized and Responsive

Being organized is a typical quality used to describe a project manager, and it’s something that should also develop throughout the years. Assuming the project manager’s workload is reasonable, here are a few clues to help spot if the person really is organized:

• If he or she is managing multiple projects, are projects being prioritized properly?
• Are emails sent to the project manager acted on in a timely manner, or do you have to follow up on most of them?
• If simple, straightforward information is discussed, has it been noted or used properly, or has it been forgotten (for instance, a delivery date discussed that should be added to a schedule)?

Can Cope With Change

Change is part of project management, whether because of client requests or other issues that arise. An experienced project manager is able to adapt accordingly and drive the project forward. Ask yourself these questions about your project manager:

• Is the team properly made aware of the changes?
• Does the project manager remain calm at the prospect of change?
• Are issues met with a solution-oriented approach?

Past Jobs

This is the only tip that could help assess a project manager’s experience prior to working with him or her. Although it’s a vague indication, spotting the extremes can help.

• If project mangers worked at only one place all their career, it might indicate that they are used to the routine of that place and are inexperienced in anything else.
• On the other hand, project managers who seem to change jobs every few months might not be well-suited for this line of work.
• Also note that where someone worked means little; what really matters is what he or she did.

Have additional tips for judging a project manager’s abilities? Please don’t hesitate to share.

By Jen Skrabak, PMP, PfMP

Fifteen years ago, I transitioned from being an IT manager to a project manager for the first time. With this month’s theme at projectmanagement.com being “new practitioner PM,” here are three key lessons I learned while managing my first projects.

When I was an IT manager, I always had projects that were assigned to my department. I loved being part of large projects so much I realized I wanted to do it full-time. So I made a conscious decision to transition to being a dedicated project manager.

Managing a project is truly like being a CEO of your own company—you have authority over budget, resource and key decision-making responsibilities. However, it’s an art, and mastery takes time. These are the three fundamental lessons I learned:

1) Communication is about simplifying and personalizing.

Although we may hear that 90 percent of a project manager’s job is to communicate, the best communication is one that doesn’t contain acronyms, special terminology or techno-speak.

Remember that key stakeholders are often involved in multiple projects. To get their attention, you need to make your communications concise and personal while clearly specifying the action desired.

Avoid lengthy mass emails, and tailor the frequency and channel according to the person. One sponsor told me she gets so many emails that I should schedule a meeting if it’s important. Another sponsor told me he works best with instant messaging if I needed something immediately.

The key is to know your audience and adapt accordingly. My first sponsor meeting always includes finding out how and when he or she would like to be communicated with.

2) Project management is about knowing which tools to use when.

Yes, project management is about processes, knowledge areas and ITTOs (inputs, tools and techniques, outputs), according to the PMBOK Guide. But, most importantly, it’s a menu of available options.

Trying to do everything by the book or insisting on adherence to every single template and tool is setting yourself up for disaster. Assess the needs of the project, and don’t ignore the culture of the organization. You can’t go from zero processes to textbook processes overnight. You may need to start slow by introducing concepts and build from there.

3) Build relationships.

Trust is key. When you’re starting out as a project manager, you’re an unknown, so you need to work extra hard to establish the relationships. It’s important to come across as professional, yet approachable and flexible in order to build confidence with your team, and most importantly, your sponsors and key stakeholders. Regular, relaxed one-on-one meetings, such as getting coffee or grabbing lunch, help to build cohesive partnerships that will pay dividends when the going gets tough on the project.