Voices on Project Management

“Community” is a hot topic, but what does it mean?  I’ve been seeing the word thrown around by a lot of different brands lately – “Join our community of coffee lovers” or “Be a part of our vegetable-loving community and get great recipes and advice.”  I guess brands are realizing the value of community and the massive potential for driving the business.

But should the primary purpose of a community be about driving the business? Not to me. In my opinion, the primary purpose of community should be about the community.

What does “community” mean, anyway?  For ProjectMangement.com, a “community” is a group of people who share an interest, fate, or purpose. A community has shared values. A community has shared symbols that show a united identity.

We take our community very seriously. Our members help to create valuable content for us to share with other project managers around the world. It’s our members who ask the tough questions and challenge the status quo. Our members not only grow the community, they help to shape it.

Which is why we are celebrating our community on ProjectManagement.com all day long on March 16, 2015. We’d like to think of it as an “Open House” to all members, whether they’re new or early adopters. We’ll be offering lots of content around collaborating and team building (ahem, see that “community” theme?). To sweeten the deal, we’re even giving away some prizes!

So, stop by ProjectManagement.com at any time on March 16^th and celebrate with us. Hope to see you there!

By Mario Trentim

According to Le Chatelier’s Principle, any change in the status quo prompts an opposing reaction in the responding system. Although Henry Louis Le Chatelier was a chemist, his principle applies to project management, right?

No project occurs in isolation: Each inevitably disturbs the environment because it stems from the organization’s structure, politics and strategic objectives. So, it’s no wonder that some projects can’t succeed despite a project manager’s best efforts.

To make things happen, you need a support coalition of powerful and/or influential stakeholders. But how can you get the necessary buy-in for a project?

Let me assure you: You will fail if you try to guess what is in your stakeholders’ heads. We all have a natural tendency to do that because, by nature, we feel uncomfortable with uncertainty and ambiguity. That explains why we are always trying to "fill the gaps."

What does this have to do with project management? Everything. Project managers must overcome two biases that pose obstacles to successful stakeholder management.

The first is that we see the project from our perspective, which leads us to narrowly identify stakeholders. Forgetting to include the project’s "hidden stakeholders" can be catastrophic.

The second, which I believe is bigger, is that we conduct stakeholder assessment and analysis with preconceived thoughts and distorted vision.

The secret to stakeholder management is obvious: You cannot catch fish using your favorite food as a bait. You have to use the fish’s favorite food!

When assessing stakeholders and strategizing how to engage them in your project, be sure to do your homework. When possible, ask your stakeholders directly about their expectations regarding the project.

This diagram offers an overview of potential stakeholder interview questions:

 (Monteleone Consulting, 2010“Generic Questions for Interviewing Stakeholders”)

Of course, to a certain extent you need to be skeptical of the answers your questions elicit. My MBA students always ask me: How do you know if a stakeholder is telling the truth?

My answer is simple: you don't. You cannot tell for sure if a stakeholder is trying to manipulate the project (and you). But here’s a tip. Keep observing your stakeholders' behaviors and attitudes. Always put yourself in the stakeholders' shoes and discuss hypothetical scenarios with your core stakeholder management team.

Here is a worst-case scenario: I once had a sponsor who was against the project. I admit it took me some time to realize that he would do everything he could to make the project fail.

How did I discover the truth?

I’ll explain in my next post—don’t miss it. Until then, share your thoughts. What would you do in this situation?

By Wanda Curlee

Transitioning from the military into the civilian workforce can be difficult. If you’re interested in project management, however, you may find that you have valuable skills and experience. When I was introduced to project management years after I finished my service in the U.S. Navy, one of my first thoughts was: I’ve done this before.

Still, it can be hard to know how to start a civilian career as a project manager. Here’s some food for thought.

First, think about tasks you did in the military, whether it was organizing a 5K race or walk for the base, preparing for deployment, returning from deployment, or staging a change of command or retirement ceremony. Just like in project management, all these tasks had a definite beginning and end. Even if the event had been held before, each time was unique. For all of these tasks, a team helped you implement your project.

As you delve into project management as a possible career, I suggest reviewing Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK^® Guide). You may discover your military experience directly relates to the project management knowledge areas it details:

Integration management is making sure that processes and project management activities occur when they should. In other words, you would not finish the planning for the change of command ceremony when you are just starting the project. Tasks can happen in parallel and can jump from process to process, but need to occur in an orderly fashion.

Scope management is about making sure the project doesn’t expand beyond what was agreed upon with the project sponsor. For example, you are leading the team that ensures all heavy equipment arrives back at the base after deployment. Your scope is the heavy equipment, not the laptops and desktop computers. Scope change may not be bad, but it has to be monitored.

Cost management can be tricky for military personnel because some types of military projects—such as returning a unit home from overseas deployment—don’t always have clear budgets. But many, such as organizing a dinner or race, do. If you handled smaller projects such as these, you had a finite amount of money—and you knew it would not be fun to have to ask your superiors for more. 

Quality management is straightforward in a military context. Anyone who has served as junior officer or senior enlisted officer has made sure the team followed the rules and made good judgment calls.

Human resource management is a no-brainer for officers and senior enlisted officers: they know how to lead teams. (By the way, one of my pet peeves is how PMI refers to human resource “management” rather than leadership.)

Communications management is another no-brainer. Without communication in the military, no one would survive. On a project, communication is formal and informal, and both types need to be documented.

Risk management is understanding what about the environment or team might derail the project. In my day, we commonly referred to this as “operational planning.”

Procurement management is what you need to buy for the project. You might not have had experience with this in the military, but if you have been given a budget, you may have dealt with various vendors to determine the best deal to implement your project.

Stakeholder management is the process of leading the individuals who have a stake in the project, and dealing with any concerns they may have. This is all about knowing people, including their likes, wants and agendas, and managing those.

If any of this piques your interest, consider pursuing a project management certification to develop your skills and signal them to potential employers. In the civilian world, the most globally known one is PMI’s Project Management Professional (PMP)^® credential. (A list of PMI’s registered education providers is here.)

If you hope to work for the civilian side of the U.S. military, check out the Defense Acquisition University (DAU). Anyone with a current U.S. military affiliation is eligible for free DAU courses and certifications, which aim to develop the U.S. Department of Defense’s acquisition (aka procurement/contract) management workforce.

Beyond certifications, many universities and companies offer project management certificates and degrees. Not all of these programs are well respected, so make sure to examine their curricula closely before signing up and/or get to know their reputation through online research. (A directory of accredited university programs around the world is here.)

LinkedIn groups can also help you transition into civilian project management and deepen your project management knowledge. (I recommend the Gr8MilitaryPM group.)

Finally, keep in mind that as a transitioning service member, many free or low-cost training options may be available to you. For example, in the United States, funds for training and certification exam reimbursement are available to military veterans through the Department of Veterans Affairs and the G.I. Bill.

By Lynda Bourne

The project management world and the wider business community are becoming increasingly aware of the importance of soft skills. However, as I know only too well from working with clients through my project management consultancy, there’s a big difference between managers being aware of their importance and actually investing in developing the capabilities.

Before most organizations (and individuals) will invest in improving soft-skill capabilities, their value needs to be demonstrated.

A recent report prepared for McDonald’s UK provides a solid foundation for understanding the importance of soft skills to the U.K. economy. It’s likely indicative of the situation in similar economies such as the United States, Canada and Australia.

Soft skills fall into six interlinked sets of competencies, according to a Michigan State University study, “Comparative Analysis of Skills: What Is Important for New Graduates”:

·         Communication skills

·         Decision-making/problem-solving skills

·         Self-management skills

·         Teamwork skills

·         Professionalism skills

·         Leadership skills

To value these skills within the overall economy required some extensive analysis. The overall productivity in the economy was disaggregated into the five drivers of productivity: investment, skills, innovation, entrepreneurship and competition.

The skills driver was then further disaggregated into parts: technical skills, technology skills, literacy, numeracy and soft skills. Soft skills covered the range of capabilities outlined above.

Based on this analysis, soft skills were found to underpin around 6.5 percent of the U.K. economy, and this contribution was expected to grow strongly over the next five years.

The research highlighted that employers rated soft skills above academic qualifications, with 97 percent believing these skills are important to current business success. Worryingly, 75 percent of employers say there is a soft skills deficit within the U.K. workforce. 

The report also quotes a range of surveys from the U.S. showing soft skills were ranked ahead of or equal to other competencies, but many job applicants don’t list soft skills in their résumés.

In the U.K., 54 percent of employees have never included soft skills on their CV, and one in five felt they would be uncomfortable discussing their soft skills with an employer.

Deficiencies in the U.K.’s current stock of soft skills were found to impose severe penalties on the economy, causing major problems for business and resulting in diminished productivity, competitiveness and profitability. And over half a million U.K. workers will be significantly held back by soft skills deficits by 2020, according to the research.

Soft skills matter and contribute significantly to productivity. But there is a measurable—and widening—skills gap, and soft skills are underrepresented in skills development initiatives probably because results are hard to measure. Changing this attitude is a major challenge for organizations, business and individuals seeking career development.

How do you think soft skills can be developed? 

By Conrado Morlan

All organizations want to achieve and maintain competitive advantage. But when it comes to project management practices, not all organizations are doing what’s necessary to stand apart from competitors. Why? Some are stuck in a traditional mindset.

To elaborate: For years, organizations have looked for competitive advantage through a traditional project management approach that is operational in nature and includes strict controls focused on schedules, budgets and resources. The problem with this approach is that sometimes even when projects meet controls—i.e., they’re completed on time and within budget—organizations don’t achieve competitive advantage through the expected benefits.

On the other hand, some innovative organizations are opting to evolve from an operational to an organizational project management (OPM) approach. This approach conceives of projects strictly as a means to achieve business objectives defined through the organization’s strategy. These organizations have a project and program management mindset at their core. Because of that commitment, their projects meet original goals more often than the average organization. 

The payoff is huge, according to PMI's 2015 Pulse of the Profession® report, which was released last month. High-performing organizations—those who view project management as strategy implementation, and support it— waste 13 times less money than their competitors.

Taking It to the Next Level

The results suggest that to successfully take the OPM route, organizations must be committed to creating a culture that views project management as a tool for attaining business objectives stemming from strategy.

They must aim for a project execution approach that is both controlled and agile, in order to adapt to potential strategy changes. To ensure successful project outcomes, organizations taking the OPM approach must also focus on talent management. They should look for project managers who not only have the requisite technical skills, but also can step into more strategic and leadership roles.

Organizations adopting OPM will use standardized project management practices. This process will be supported by an improved project governance process that will ensure projects are highly aligned to the strategy of the organization.

As organizations transition into OPM, they should implement a benefit realization training program that showcases examples of strong, focused project management practices that achieved intended strategic benefits. It helps to share these examples across the organization to reveal the effectiveness of strategic project alignment.

Is your organization in the process of taking its project management approach to the next level through OPM? If so, what changes have you experienced in terms of management and project expectations?