Voices on Project Management

By Lynda Bourne

Whether an individual, group or organization, each stakeholder has a unique and evolving set of expectations and perceptions.

To effectively engage with and influence this diverse community, traditional “one size fits all” approaches to project communications—such as regular reports—need to be replaced by a structured methodology supported by adequate resources that consider the complexities of all stakeholders. 

In earlier posts, I’ve discussed the relationship between stakeholder perceptions and project success and the three types of stakeholder communication. Of those three types, project relations (meaning PR/marketing) and traditional reporting cover the needs of noncritical stakeholders.

This post is focused on the targeted communication needed to change the attitude or behaviour of the small group of critical stakeholders who need to be doing something differently to support the successful delivery of your project.

Five Steps to Changing Stakeholder Behaviour

Each targeted communication is focused on one stakeholder to achieve a desired change in his or her attitude and/or behaviour. For example, maybe a functional manager needs to stop obstructing your project and actively support the loan of some key resources for critical work.

The first stepin this process is defining precisely what you need from the stakeholder. You also need to prioritize objectives so you focus your efforts on the most important changes you need at this time.

The next stepis to describe and understand the elements of the stakeholder’s uniqueness. These elements include national, professional and generational culture traits, as well as gender, personality and “their reality” (how they see the world).

Once you know what you want and understand the best approaches to use to engage the person, the third step is planning the communication strategy by designing carefully targeted information exchanges.

Strategies for achieving this can range from casual coffee meetings to formal presentations using a range of different media and messengers. You can approach some stakeholders directly, while others need to be influenced through your network of contacts. Any organizational currency you or your team have accrued can be highly beneficial, but needs to be spent carefully.

Then comes the fourth step: implement the plan and communicate!

The final stepin the process is to assess the effectiveness of the communication and adjust the plan as necessary to ensure that the stakeholder becomes appropriately engaged in supporting the project’s objectives.

The keys to effective stakeholder engagement are the strength of the relationship you have in place and mutuality—meaning that both your project and the stakeholder need to benefit from the engagement.

This process may sound like hard work. It is. But it is far better to invest in effective stakeholder engagement to make your project successful than to under-invest and fail because you do not have the support and resources needed for success.

How much effort do you put into planned and targeted communication?

By Wanda Curlee

In a recent Forbes article, PMI CEO Mark Langley talked about why employees don’t do what their CEOs tell them to on major projects. Mr. Langley said three major factors cause company leadership and other employees to fail to follow the CEO’s strategic lead:

• CEOs are busy and once the direction is given, they are off to the next situation.

• Implementing strategy is difficult.

• Governance is not in place to fulfill the CEO’s direction.

This got me thinking about ways a CEO can use portfolio management as a means to drive direction. 

A robust portfolio management office should be the gateway for the CEO’s strategic direction. Ideally, the CEO would set the strategic direction, and the portfolio manager would take this direction and drive forward. Simple, right?

In reality, the CFO, the business unit presidents and other corporate officers on whose support the portfolio manager depends have good intentions, but day-to-day activities can often take over.

To prevent this, the portfolio manager needs the CEO’s backing and needs to regularly meet with him or her. The portfolio manager also needs to understand the strategy, know how to define the strategy into programs and projects, and stay within the budget. 

Doing all this at once is akin to a conductor’s role with a symphony. All parts of the orchestra must follow the conductor’s lead. If the brass section plays faster than the string section, the music doesn’t sound good, and some listeners would blame the conductor. The portfolio manager plays a similar role.

Just like a good conductor, communication is key to the portfolio manager’s job. The portfolio manager must know how to speak to the various stakeholders to keep them informed and focused in the correct direction to carry out the CEO’s strategy.

A CFO will want financial information and may become distracted if the portfolio manager discusses scheduling in detail. Corporate officers need strategic information, the program manager needs a mixture of strategic and tactical info, and the project manager needs tactical info and an understanding of a project’s business value. The portfolio manager has to communicate at these various levels many times during the day. 

Governance is another key. Governance reviews projects and programs to ensure they meet the strategic goals of the CEO. Those that do not are rejected and are not done. Governance also assists the governance board in determining if the slate of projects and portfolios selected and within the budget allocated are the ones that should be approved. The portfolio manager normally does this for the CEO and presents the slate to the governing board. 

Once the projects and programs are approved, the portfolio manager is constantly evaluating the portfolio to ensure it meets the CEO’s strategic goals and reviewing the company’s landscape for newer projects and programs that may need to be a part of portfolio, based on the same strategic goals. In all these ways, the portfolio manager can serve as the conduit for the CEO’s strategy.

As Mark Langley said, it’s hard work. The portfolio manager is ensuring the right work is done while the project and program managers are ensuring the work is done right. Each has to do their part, and each part is hard. But with all in harmony, the organization will better realize the business benefits for more projects and programs.

By Jen L. Skrabak, PMP, PfMP

Portfolio management is in large part about enabling innovation. And innovation starts with creativity. What’s the difference between innovation and creativity? As economist and Harvard Business School professor Theodore Levitt once said, “Creativity is thinking up new things. Innovation is doing new things.”

Because projects and programs are the vehicles for implementing new ideas, creating new products or services and transforming current state, portfolio management enables innovation.

Creativity is not enough (this is the title of an article Professor Levitt wrote in 1963). Put another way, “Ideas are useless unless used” (another Levitt quote). Good ideas must be realized to mean something.

Since project and program management are all about executing a vision, value creation and benefits realization, they provide the natural vehicle for translating ideas into reality. 

Portfolio management translates the right ideas into reality within the confines of organizations. It’s about order, process, structure and ROI.

Change Your Vantage Point

Of course, there’s always a danger of too much order and process stifling creativity. So how do we unleash creativity? Sometimes we’re our own obstacle to becoming more creative.

I believe the key to unlocking creativity is to increase our vantage points. A vantage point is just a way of observing our surroundings, facts and other information in order to create our reality.

When faced with a challenge, sometimes our tendency is to trick ourselves to view it as something we’ve seen before. Our brain does this in order to save us time. But this tendency to go on autopilot inhibits new ways of thinking and solving problems.

To see what I mean, get a piece of paper and draw a coffee cup. Did you draw the cup like this?

Most people do, since it’s how coffee cups are usually depicted. Now imagine the same coffee cup viewed from the top down.

Your vantage point matters—it frames the problem, which in turn impacts the solutions you can brainstorm.

Here’s another way of thinking about vantage points. In 2014, there were more than 108 billion business emails sent and received each day. (This doesn’t include instant messages, personal emails, social media messages and other electronic communications.)

We’re all inundated with data, information and images—your brain receives 11 million pieces of information every second from your environment. Yet it can only process 40 pieces of data per second. Which means it has to choose which tiny percentage to focus on, and which huge chunk to ignore.

How you see your reality is a choice. 

What you choose to focus on shapes how you perceive and interpret your world. Your ability to train your brain to see other vantage points is critical to innovation and creativity, and ultimately your portfolio success.

Seeing your problems, your business, your team and yourself from different vantage points increases your creativity and innovation and accelerates results. Just like any other skill, creativity is something you can develop over time. Why not start now?

As a project manager, do you realize how many people are observing you? It’s true—in addition to all of our varied responsibilities, we also have team members constantly watching and depending on us for their next moves.

To take advantage of all this attention to benefit the project and organization, a project manager should always remember the three “i” words: help team members improve, be an inspiring professional model, and illustrate project management excellence.

Improve. First, be aware of the wealth of talent your resources hold, as well as what their professional development needs are. You may want to cross-train team members so project activities can continue even if someone leaves the project.

In addition, in some organizations, project managers are asked to contribute to team members’ performance reviews, which gives you another opportunity to suggest areas of improvement. It’s also helpful to pass along training events that you know could interest and enhance the skill sets of your team members.

Inspire. Whether or not members of your team want to become project managers, you should always be a good example of one. How you act on the job says a lot about your profession and your organization, and will be a cue for others to follow.

In addition, you can use your status as project manager to show team members that they can be leaders in whatever position they hold.

Illustrate. Demonstrate project management hard and soft skills. For example, you could show a disorganized team member better techniques for issue and defect logs, or help a struggling team member learn ways to communicate with stakeholders more confidently.

Consistently turning these three words into action takes conscious effort. The good news is that project managers have a fantastic opportunity to be a partner in their team members’ growth. 

Do you practice these leadership skills to foster growth in your team members? What other leadership skills would you add to the list?

 

by Lung-Hung Chou

For practitioners who manage the construction of green buildings, projects can be complicated by different environmental standards around the world.

Taipei, Taiwan-based Sinotech Engineering Consultants, Inc. (SEC) set out to solve this problem by customizing a Building Information Modeling (BIM) software application used in the engineering and construction industry.

To help its project managers execute a project to build a new research and development building in Taipei, the organization incorporated environmental standards and concepts, along with a work breakdown structure (WBS) and critical chain approach to project management, in innovative ways.

Let’s take a closer look at this project, which PMI’s Taipei, Taiwan chapter recognized with a Project Management Benchmarking Enterprise Award.

A Solution for the Entire Life Cycle

Sinotech’s custom BIM application didn’t only collect different environmental standards for building construction that might apply to the project at hand. It also allowed standards to be applied at each stage of the building's progress from design to completion.

This means that during design, planning and construction phases—and even demolition and disposal—project managers could find the relevant standards and incorporate them into blueprints and project plans. For example, because the research and development building sought U.S. Green Building Council’s Gold LEED certification, the team imported into their plans the standards upon which that certification level is based.

Sinotech’s custom BIM application allows managers to comprehend all applicable environmental requirements throughout the entire life cycle of a building.The idea was to help project managers consider all green standards early in the project so they could be translated into specific design, planning and construction requirements.

This would allow architects and engineers to know—even before a single brick or slab of concrete was laid—if a building would meet a targeted environmental certification. If it wouldn’t meet the certification, inexpensive design changes could be made—and expensive changes after construction was underway could be avoided.

With all design and construction team members given access to the relevant information about green building standards, the custom BIM application strengthened communication—helping teams catch problems early in the project. 

The Project Management Connection

By adopting a work breakdown structure (WBS) for all the different standards involved in any given building management project, Sinotech integrated into its BIM system an understanding of project management.

This meant that standards would directly correlate to the work packages required to meet those standards. With complicated environmental standards translated into concrete goals and work packages, managers and workers can avoid being overwhelmed by different levels of requirements and complicated information for each work item.

SEC also built a critical chain project management approach into the application. Suppliers and subcontractors, and the resources they require across the entire supply chain, can be efficiently scheduled in accordance with their cost and co-dependence by integrating an enterprise resource planning (ERP) system into the BIM system. This helps building projects move closer to lean construction.

The End Results

For green building standards to deliver their financial and environmental benefits, they have to be incorporated into every stage of the project.

By facilitating that process, Sinotech brought clear value to the organization’s project. As planned, the new research and development building in Taipei’s Neihu Light Industrial Zone obtained green building certifications including Gold LEED level and Taiwan Architecture & Research Center’s Intelligent Building Silver level and Gold EEWH level.