Voices on Project Management

My father spent decades working for a telephone company. When I was quite young, he took me to see a large centralized telephone switching facility. I was amazed and enthralled at seeing all the technology it took to carry a person’s voice over a telephone line between houses on a street or across oceans. Leaving the facility, he told me, “You know, all of what you saw here doesn’t matter unless we can get the last 100 feet of a person’s phone line right.” Although the end-user experience back then consisted of selecting numbers on a rotary dial, there were still many technological considerations in getting things to work in the last 100 feet from a telephone pole to a house. 

Over the span of my project management career, I’ve realized the wisdom in getting those “last 100 feet” right for an end user — and how doing so is an essential part of the success of a project. Here are important components for getting those last details right:

1. Find end-user stakeholders. It is very common to have one or more stakeholders who are leaders in an organization. Stakeholders who are leaders provide essential strategic direction to a project. However, it is equally important to get the perspective of the people who will eventually use the outputs of a project. In addition to leadership stakeholders, create a group of end-user stakeholders that can provide a detailed perspective on these outputs. This balance of stakeholders between leadership and end users will give an all-encompassing view to help the project meet objectives.

2. Mind location. Quite often, a project manager is physically located near the project’s leadership stakeholders. However, certain types of projects that involve the creation of new processes and products would be better served if the project manager were located closer to the team serving end users, or the end users themselves. Doing so provides additional visibility to factors affecting the project that may come up in formal meetings. For example, the president of a global automobile company prefers to be located out on the design floor so he can have clearer communications with his designers, which results in higher-quality automobiles.

3. Develop functional success criteria. Much of our project management time and efforts focus on meeting functional requirements. But it’s also valuable to know how well we are meeting these requirements. To improve the quality of the outputs of a project, document functional success criteria for each requirement. For example, if a requirement states that a process is intended to produce a certain product, also specify performance criteria for the product. This can include functional success criteria such as: “Billing information must be displayed within two seconds for a customer inquiry 99 percent of the time.” Adding functional success criteria will promote end-user satisfaction and overall project quality.

4. Measure outcome-based metrics. We all know the value of measuring our project performance with A Guide to the Project Management Body of Knowledge (PMBOK^® Guide)metrics such as schedule performance index (SPI) and other useful progress indicators. While these measurements are important, we also need metrics that measure the performance of the outcomes of the project. These can include adoption rates of a new process, evaluating end-user satisfaction with a survey and analysis of labor costs to complete a task. As these measurements typically occur near the close of the project, they can be conducted by someone other than the project manager.

It has been many years since my father took me into the telephone switching room. However, his comments about the importance of getting it right to the very end have stayed with me throughout my own decades-long career.

Do you have any tips on managing the “last 100 feet”?

You want your projects to get off to a good start and end without major glitches. However, what typically happens is that projects begin with many unknowns and continue to progress with more unknowns. Not only that, projects hit many bumps along the way — and you are constantly addressing problems, attempting to resolve issues and rallying to minimize risks. 

Faced with this, I recommend approaching projects with a “project network diagram” mentality. (A network diagram is a planning tool that shows sequences of tasks, dependencies on tasks and impacts on a project.) Here are tips on using a network diagram mentality for managing project schedules:

1.   Count backward. There are tasks that inevitably depend on each other and have specific time frames. For example, it might take 10 days for one task to be done and 15 days for dependent tasks to be complete. So right away, you know you already need 25 days for that project. So these start-to-finish and other connecting relationships matter when building a schedule, as do float, slack and critical path times. These are all time factors you consider when doing backward counting. The technique of counting backward helps define the schedule because you focus better so as not to miss a number or a task. 

2.   Look in other directions.  A horse can see in one direction with one eye and in the other direction with the other eye. A project manager needs to do the same and constantly be aware of the surroundings. A network diagram offers this peripheral vision by encompassing all the aspects that matter to the project — and helps you set boundaries. A view in one direction can focus on what’s happening in the project. The other direction could be the bigger picture of your project. Let the boundary be what could potentially surface from either of those directions. For example, say your company has a portfolio of projects it has to complete. So at the same time you’re keeping an eye on the spending on your project, you also want to be aware of whether the company will be able to maintain your resources over the length of the project, especially in an economy in which layoffs happen all the time. If your company has to release some of your resources, what then would be your contingency plan to still make sure your project can be completed?

3.   Keep the end in mind.  Have an idea of the goal the project should achieve. Encourage team members to maintain a layout of their tasks in a way that identifies and prioritizes what must be done and can be done to reach that goal. Then, inspire your team to approach all tasks with confidence. In a network diagram, after having laid possible connections together, the project manager sets controls in place, giving him or her the capability for more optimal opportunities of project success. Manage your time and your project team’s time based on making it to the finish line.

What method do you use to help you prepare for and better manage project schedules?

By Conrado Morlan, PMP, PgMP, PfMP

“Everyone can be my teacher.”

—Alfonso Bucero, PMI-RMP, PMP, PMI Fellow

After a two-year absence from PMI^® Global Congress—North America, I literally ran — my hotel in Phoenix, Arizona, USA, was 3.1 miles (5 kilometers) from the convention center — to get my registration package. This year I did not want to miss the great opportunities to meet and learn from fellow project practitioners. This year’s congress was rich in learning opportunities. My top 10 lessons learned from congress were:

1. Give back to the community. A group of global project managers volunteered to roll up their sleeves to help revitalize John F. Long Elementary School in Phoenix. Kids and teachers welcomed the volunteers (project managers turned project team members), organized them into teams, and assigned specific tasks inside and outside the school buildings. After tasks were completed, the volunteers were awarded a priceless reward: the smiling faces of kids and teachers. By all means, this was the best way to start congress.

2. Houston, we have a problem — but as project managers, we also have the solution. The news broke by noon Saturday: There was a fire at the hotel across the street from the congress, and all 800 guests (most of them congress attendees) had to be evacuated. Yet by early evening, all guests were relocated to other hotels in the area. The PMI Phoenix Chapter and congress organizers responded very quickly with a contingency plan: New hotels were identified, transportation arrangements and schedules to and from new hotels and the convention center were set, and attendees were notified via email and social media. This was a real life lesson on how project managers work under pressure and manage problems in projects.

3. Tips for being a team leader, from a sports legend. Earvin “Magic” Johnson was the first keynote speaker and walked us through his journey in basketball. He shared the brighter and darker moments of his career and related them to the project management profession. When Magic joined the Los Angeles Lakers, he brought a set of technical skills that, combined with those of his teammates, helped the team to succeed. Magic kept enhancing his skills working with other players and learning new techniques from them to improve his game. To improve our game as project managers, we need to acquire and master new skills as well — and nowadays, strategic and leadership skills are required to better execute projects and make our organization successful.

4. Think sideways. For those times when project practitioners put in all their efforts and do not get expected results, keynote speaker Tamara Kleinberg invited us to “think sideways.” That is, exit from the vicious cycle of trying to address issues by providing a lot of answers based on hypothesis, and enter a virtuous cycle in which you start asking questions that will give you hints on how to resolve issues. Great innovation is about asking the questions, not having the answers. She urged us to stop assuming and start asking more, and turn ourselves into conductors of innovation.

5. Learn from everyone. Mr. Bucero urged us to learn from each individual we interact with at congress: delegates, volunteers, presenters and keynote speakers. During breakfast and lunch, congress attendees took the opportunity to discuss their experiences and acquire knowledge from global peers. As many found out, sometimes the same issue is resolved in different ways around the world.

6. Multitasking isn’t the silver bullet. Keynote speaker Dr. Daniel J. Levitin’s scientific research proved the concept of multitasking does not exist. When you multitask, your brain shifts in rapid cycles among tasks, which leads it to consume a lot of glucose and produce cortisole, a substance that impairs decision-making. Dr. Levitin recommends focusing on one task at a time and partitioning your day into several productivity periods. Turning off electronics to maintain focus as well as taking breaks translates into efficiency.

7. Organizational project management (OPM) trends upward. Several Areas of Focus presentations touched on OPM, ranging from interpersonal skills for success as a portfolio manager to transforming from project to program manager and competencies for successfully driving strategic initiatives. Presenters pointed out the importance of building technical, leadership and strategic and business management skills to deliver excellence today and in the future to emerge as a new breed of project executives.

8. PfMPs are in demand. The Portfolio Management Professional (PfMP)^® credential ribbon was available for the first time at congress. Not many people knew about the new core certification and asked for more details. On hand were a few of the first 150 PfMPs^® from around the world. These PfMP “ambassadors” showed how credential holders can help organizations to align projects and investments with organizational strategy, enable organizational agility, and consistently deliver better results and sustainable competitive advantage.

9. Leave your comfort zone. Inspiring closing keynote speaker Vince Poscente shared his four-year journey from recreational weekend skier to Olympian at the 1992 Winter Olympics. Mr. Poscente learned that to succeed, you need to, “Do what your competition is not willing to do.” If you wonder what those things are, they’re the ones we’re also not willing to do. Your homework now is to ask: What will I do to beat my competition?

10. Network, network, network. Having the chance to interact with 2,000-plus delegates from over 50 countries is a great opportunity to find the next challenge in your professional career. I met in person the recipient of the Kerzner Award and fellow Voices on Project Management blogger Mario Trentim and the vice president of the PMI Romania Chapter, Ana-Maria Dogaru, and discussed projects and collaboration opportunities that we may start in the near future.

After three wonderful days, congress came to a close. Now it’s time to put in practice all the acquired knowledge to emerge as a new breed of project executives — and save the date for next year’s North America congress in Orlando, Florida, USA.

Did you attend congress? What were your top lessons learned?

The new Knowledge Area, stakeholder management, was cheerfully welcomed in A Guide to the Project Management Body of Knowledge (PMBOK^® Guide)—Fifth Edition.

We all agree on the importance of stakeholder management. It’s common sense. However, it is not common practice. Few project managers have a formal approach to stakeholder management. And many organizations lack guidelines to manage stakeholders.

Figure 1: Lack of stakeholder management leads to poor results. (Trentim, 2013)

Most of us rely on soft skills, communication and leadership to manage stakeholders. But while they’re helpful, interpersonal skills are far from being the sole way to implement stakeholder management. As a matter of fact, there are hard skills in stakeholder management — tools, techniques and methods that should be diligently applied to enhance stakeholder management and improve project success rates. 

For example, there are at least 10 different tools for stakeholder identification. Often, project managers rely only on brainstorming to write a stakeholder registry, conforming to the methodology imposed by a project management office (PMO). That’s why I believe we need a paradigm shift.

Figure 2: The virtuous cycle—as opposed to the “vicious cycle”—for managing stakeholders (Trentim, 2013)

A project manager’s goal is to add value. Value depends on stakeholder expectations and perception. Consequently, the project manager’s goal is to engage and involve stakeholders in value creation. This is what we call managing for stakeholders.

On the contrary, the term stakeholder management assumes we can manage expectations. This is wrong. We cannot manage people, to paraphrase U.S. author and businessman Stephen Covey. We lead people. We persuade and influence stakeholders.

In 2013, the Project Management Institute published my book, Managing Stakeholders as Clients. It presents a framework with a paradigm shift from traditional stakeholder management by first setting the premise that we can’t manage stakeholders or their expectations — we can only lead, influence and persuade people. To my surprise, I was the recipient of PMI Educational Foundation’s 2014 Kerzner Award* at PMI^® Global Congress 2014—North Americafor my results in managing projects and programs. But in particular, the award recognized my creation of this stakeholder management framework and the results of its application.

The main difference between stakeholder management and managing for stakeholders is this: Stakeholder management’s goal is to manage stakeholders’ expectations, enhancing support and reducing negative impacts — a reactive measure. It’s almost as if project managers develop stakeholder management plans to protect themselves from external interference.

Managing for stakeholders means involving and engaging stakeholders in value creation, boosting their support and having them take ownership in a proactive way. Managing for stakeholders embraces change as a learning process.

While stakeholder management is instrumental, employing processes for conformity, managing for stakeholders is results-oriented. In summary, stakeholder management is an attempt to manage stakeholders’ expectations toward the project. On the other hand, managing for stakeholders is clearly oriented to manage the project and its results for the stakeholders, on behalf of their changing needs and expectations.

Now that it’s clear we should start approaching stakeholder management from a different perspective, in my next post I’ll share more tips and details from Managing Stakeholders as Clients. Don’t miss it!

How do you manage for stakeholders?

*The PMI Educational Foundationadministers the prestigious Kerzner Award. The Kerzner Award is sponsored by International Institute for Learning, Inc. (IIL)to recognize a project manager who most emulates the professional dedication and excellence of Dr. Harold Kerzner, PhD, MS, MBA.

Every project or program should express an organization’s strategy. It’s a fundamental truth, yet many executives misunderstand strategy, or fail to communicate it throughout the organization, said author Michael E. Porter, PhD, a keynoter at PMO Symposium 2014.

A strategy is distinct from a mission statement or goals; it defines an organization’s competitive edge, he explained.

“You aren’t competing to be the best. You’re competing to be unique. That’s where, ultimately, sustainable advantage comes from,” Dr. Porter said. “Every good strategy has a unique value proposition for the customer that you’re seeking to serve.”

Project portfolio choices are all about strategy in action — allocating the organization’s resources to achieve a distinct competitive position. And when project and program managers crystallize the connection between strategy and the portfolio, it has “a big impact on the ultimate power of whatever it is that you’re running,” he said.

So if the strategy is opaque, project practitioners must seek clarity. “If we don’t have a clear sense of the overall strategy, then it’s hard to connect a project or a program to what’s going on in the overall organization,” Dr. Porter said.

To maximize their value and deliver meaningful results, project and program practitioners must keep the big picture front and center.

“We talk all the time about project managers and program managers. But what organizations are really saying is that they want project leaders and program leaders,” said Mark A. Langley, PMI president and CEO. “Don’t just be a PMO manager — be a PMO leader.”

Closing keynote speaker Jason Young, author of The Culturetopia Effect, encouraged attendees to be servant leaders who foster an ideal work culture of high fulfillment and high performance.

“Our job is to get out of the way so people can do their best work,” Mr. Young said. “We want to create opportunities to help people inspire each other.”

He outlined six leadership best practices that drive high performance:

1. Clearly define expectations
2. Provide tools and training to ensure success
3. Get people to use their talents and strengths
4. Give frequent recognition and praise
5. Show care and concern for all employees
6. Encourage continuous learning and development

Symposium wasn’t all keynote speeches, though. Attendees also saw project and program management in action at local hotspots, including Marlins Park, Port of Miami and Jungle Island.

Feeling like you missed something? PMO Symposium 2015 will be 8-11 November in Phoenix, Arizona, USA. Put it on your calendar today.