Voices on Project Management

Project management offices (PMOs) must prove their value by transforming strategy into business results, said PMI president and CEO Mark A. Langley as he kicked off PMO Symposium 2014 in Miami, Florida, USA.

“It’s essential that PMOs take on a role in the organization that enables change in the organization,” Mr. Langley said.

Illustrating Mr. Langley’s point, this year’s PMO of the Year finalists provided 600 attendees with exemplary case studies showcasing how PMOs can deliver on strategy execution and drive organizational change.

WellPoint Inc. took home the coveted award for meeting its most aggressive growth goals ever — even as the U.S. healthcare industry underwent a massive overhaul.

After establishing a scalable, repeatable framework based on PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide), the PMO implemented Medicaid contracts around the country. And those contracts helped deliver 40 percent annual revenue growth in both 2012 and 2013. WellPoint’s PMO’s project portfolio also included major change initiatives, including the large-scale integration of a competitor following a high-profile acquisition deal.

WellPoint now ranks as the largest Medicaid managed-care company in the United States. And as WellPoint grew, so did the PMO — a direct reflection of its strategic value. Since 2010, the PMO has grown from 17 to 58 practitioners, and its portfolio from 9 to 38 projects.

In accepting the award, Sarina Arcari, PMP, staff vice president for business solutions in the government business division, challenged audience members to raise their PMO to the next level. “The power to elevate our profession lies squarely in your hands,” she said.

The other two finalists for this prestigious award were the Central Bank of the Dominican Republic and DTE Energy.

• The Central Bank of the Dominican Republic chartered the PMO to standardize project processes across the organization and drive execution to the next level. Since 2009, the portion of projects in sync with the bank’s strategy jumped from 43 percent to 89 percent. Through those projects, the organization has been able to deliver on its mission of securing financial stability for the country’s businesses and 10 million residents.

• DTE Entergy, a Michigan, USA-based power company, launched its PMO in 2006 to make the right project investments in Detroit and surrounding areas. Since then, DTE’s project performance has dramatically improved schedule and budget management — saving more than US$100 million on one project alone. The team also credits the PMO with allowing the organization to respond with increased agility to an evolving regulatory landscape.

For more on these three extraordinary PMOs, check out video case studies of all the finalists on PMI’s YouTube channel and extended inside looks in upcoming issues of PM Network®.

Sarina Arcari (far left) accepts the PMO of the Year award on behalf of the WellPoint team.

Many project professionals find themselves in a position where they need to influence the decisions or actions of others, but lack the authority to impose an outcome. The ability to influence others is particularly important when managing teams in a matrix organization or when working as a consultant or expert advising line management or project management.

A Guide to the Project Management Body of Knowledge (PMBOK^® Guide)—Fifth Editionincludes influencing in its list of key interpersonal skills and provides a brief outline in Appendix X3.5. Here are some practical options for building and using influence to benefit a project.

One of the standard references defining the problem and offering practical solutions is Influence Without Authorityby U.S. professors Dr. Allan Cohen and Dr. David Bradford. This book introduces the Cohen-Bradford Influence Without Authority (IWA) model that describes how to influence others through a give-and-take exchange. The model consists of six steps, starting with “Assume all are potential allies.” Then it moves upward with:

·        “Clarify your goals and priorities”

·        “Diagnose the world of the other person”

·        “Identify relevant currencies, theirs and yours”

·        “Dealing with relationships”, and

·        Finally at the top, “Influence through give-and-take”

The IWA model is based on creating something of value to “trade” and then obtaining the best return from your investment. It is subtly different to the transactional approach of What’s in it for Me (WIFM).

WIFM focuses on finding a value proposition that provides a direct benefit to the stakeholders you want help from. It is a simple “trade” — if they help you achieve your project outcomes, they benefit from the success. WIFM is effective in situations where a senior stakeholder (e.g., the sponsor) can directly benefit from helping you succeed.

IWA is more effective when there is no direct benefit for the stakeholder you need help from and is based on “trading favors” or, more simply, the “you scratch my back and I’ll scratch yours” approach. We can and often do intuitively understand the give-and-take in a transaction for small things, such as sharing the effort to pick up the morning coffee. However, for large complex transactions, we need to be more methodical and think through our processes, goals and interests, those of our allies and those of the stakeholders we need to influence.

For starters, project managers who use IWA effectively know they get work done by working well within their peer network. If someone does something for the project manager, there’s a good chance the project manager will do something for him or her in return. It’s a two-way trade that benefits everyone. But even so, influencing without authority isn’t an easy task. The key to IWA is creating and banking “organizational currency” in advance of the time you need to use it.

Organizational currency comes in many formats:

·         The ability to highlight and publicize good performance

·         The ability to make useful connections for the person

·         Useful or valuable information (for the stakeholder)

·         Developing a good relationship that both people value

·         Providing help or assistance needed by the other person

·         Personal support, coaching or mentoring 

Keep in mind you need to invest your time and effort to earn organizational currency with your stakeholders before you can “spend” it. Time isn’t a luxury many project managers can afford, but investing in relationship-building will ultimately help you to be more productive and generate quicker consensus with project team members, peers in the organization and senior managers.

The two key takeways for successful IWA? First, recognize that “give” comes before “take” in “give-and-take,” and second, make sure what you give is of value to the people you are engaging within their world. You need to understand what is important or useful to them.

What’s your number-one tip for influencing without authority?

Economic and social conditions have led us into an age where workers are extending the length of their careers. For the first time in history, three generations —Baby Boomers, Generation X and Generation Y — are together in the workforce.  The generations tend to differ in values, styles and work ethic.  

Baby Boomers, the most experienced workers, can easily feel a cultural disconnect with members of Gen X and Gen Y, especially in the ethical approach to work-life balance.

While many Boomers believe in working long hours, both Gen X and Gen Y believe they can accomplish the same task in less time through the smarter use of technology. This generational difference can result in misunderstandings.

Consider this example:

Julie Phillips, a Baby Boomer, is the project manager and sets a team meeting at 5:00 PM on Monday. She feels the meeting is needed to prepare for a briefing with the executive sponsor that will occur the next day. 

Her team member, John, a Gen X’er, leaves early without informing her to attend his son’s soccer match. Kevin, a Gen Y’er, leaves at 5:00 to volunteer at his favorite charity.

Jane sends an email to John and Kevin indicating a lack of dedication and poor professional conduct, noting that the behavior is costing the project and the company.

What should be done to avoid such conflicts? How does work ethic play a role?  What would you do in this situation?

Claudio Fernandez-Araoz, writing in Harvard Business Review, finds that the impact of demographics on hiring pools is undeniable. (“21st Century Talent Spotting," 2014.)   As Boomers retire, organizations must support the rising leadership of Gen X and the increasing population of Gen Y in the workforce. (“4 Ways to Retain Gen Xers,”HBR Blog, 2014.)  Millennials will represent 75 percent of the global workforce by 2025. (“Deloitte Millennial Survey,”2014)   

To reduce the potential for clashes, organizations must establish and communicate their ethical values and standards of conduct.  A strong ethical tone starts at the top.  Organizations should define expectations for professional conduct that meet business goals and respect generational differences in values and approach.

To get optimal performance from the entire workforce, a cross-generational dialogue is useful. Dialogue as a tool can uncover inter-generational dynamics that may be affecting your company’s environment and build the bridges of communication.

For project management professionals, the PMI Code of Ethics and Professional Conduct and the PMI Ethical Decision Making Framework are available to guide ethical behavior and address any ethical dilemma irrespective of the situation or the generation.

Sources Cited

Claudio Fernandez-Araoz. "21st Century Talent Spotting.” Harvard Business Review,  June 2014. >.

Deloitte Millennial Survey. Rep. Deloitte Touche Tomatsu, 2014. Web. Sept. 2014. . 

Hewlett, Sylvia Ann. "4 Ways to Retain Gen Xers." Web log post. Harvard Business Review. HBR Blog Network, 24 Sept. 2014. Web. 27 Oct. 2014. .

Voices on Project Management Guest Blogger Shobhna Raghupathy MS, PMP is a member of PMI Ethics Member Advisory Group. She has more than 20 years of strategy and portfolio management consulting experience in telecom, healthcare and finance. A longtime volunteer leader of PMI, she is a recognized speaker at PMI^® Global Congress and Leadership Institute Meetings. She is also a requested presenter at PMI chapter professional development days and symposia. Currently, she is an invited member of the Harvard Business Review Advisory Council.

By Jen L. Skrabak, PMP, PfMP

A portfolio manager’s key responsibility is to sell your idea — whether it’s to incorporate innovations into the portfolio, to advocate for portfolio management processes or to champion the establishment of a portfolio. And one of the most powerful ways to sell is to have great presentation skills. The next time you have to present your portfolio strategy to executives or conduct a meeting, think about the simple acronym that can ensure SUCCESS:

Simple     

I always think in terms of the outcome of my presentation or meeting first: what is the one thing you want to people to remember, do, think or feel differently as a result of your presentation.

·       Now, work this core message until it’s clear and concise.  As portfolio managers, we need to be experts at distilling a tremendous amount of information into the “critical few” points — think bullet points rather than paragraphs.  

·       Be aware that too much detail will cloud the message, cause confusion, and delay buy-in. Strip away the unnecessary elements and leave your audience with the essence. 

·       Don’t add jargon, industry-specific terms (i.e., technology or project management), or try to be too trendy. Spell out acronyms, and try to stay away from anything that requires a dictionary to interpret. I once had a project manager refer to a “wheelhouse,” and I had to look it up to see what it meant. For the record, it refers to “an area of expertise.” But ultimately, ask yourself: Do you want people to wonder what your message is? Or do you want them to quickly grasp it?

Unexpected      

·       Instead of just jumping into facts, keep the audience’s attention by opening and closing gaps in their knowledge. Put yourself in their shoes, and ask yourself, “What do they know, and what don’t they know?” Open with something they don’t know to grab their attention.

·       Then, try to highlight a few ‘a-ha’s” and lead them to the desired outcome. Is your audience interested in the process, or just your portfolio inventory of the programs and projects? Highlight a few programs and projects with interesting facts rather than reviewing the entire list of programs and projects.

·       Create curiosity, interest or concern in what you are going to tell them before you tell them. For example, you might say that it’s commonly thought that there are 100 critical projects within the portfolio, but your analysis show that it’s actually 10 critical projects. This way, you are also selling your value as a portfolio manager — anyone can come up with a list of projects, but only you can analyze and bring recommendations.

Concrete  

·       Remove abstract language or ideas from your message, and replace them with concrete language or ideas (tied to a tangible/physical item that people can relate to).

·       Use sensory language to paint a mental picture. Give an example.

·       When selling a new portfolio management process, say “good portfolio management is like having a well-balanced 401k.”

Credible   

Use “good statistics” — ones that aid a decision or shape an opinion and humanize your statistics by bringing them closer to people’s day-to-day experience.

Make the statistics or examples relevant by placing them into the frame of everyday life. For example: “I compare the portfolio roadmap to having a detailed guide for a trip from NY to LA so that every major stop can be accounted for.”

Emotional         

·       Don’t rely solely on logic to sell your presentation.

·       Create empathy for specific individuals affected by what you are trying to sell. Say things such as: “Given that it currently takes five people two weeks to manually put together the reports needed, my new portfolio management process will now free up three people and reduce the time to five days.”

·       Show that your ideas are associated with things people already care about. Within a large company, that may be increasing efficiency, increasing shareholder value, meeting compliance and regulatory demands and increasing employee satisfaction.

Stories     

·       Use stories so your message relates to the audience and reflects your core message. Use specific examples, preferably yours, of why it’s worked (i.e., “When I worked at our competitor’s and implemented this portfolio management process, it resulted in an increased ROI from 50 percent to 85 percent within six months.”). Another thing that works well: A brief acknowledgement that your method is a best practice within the industry, based on your extensive research.

·       Finally, don’t forget that the story should have emotional elements and draw from the other SUCCESS principles.

What are your tips for successfully presenting portfolio management to stakeholders?

The yellow rubber duck that floats in baths of families the world over started appearing in harbors around the globe in 2007 — but not in their usual small size, but as giant floating structures. To the delight of many, waterways worldwide were being turned into a huge baths. Bath time reached Taiwan officially in 2013 at Kaohsiung City’s Glory Pier.

Requirements Management

This traveling sculpture display Rubber Duck was an international art show by Dutch artist Florentijn Hofman. It has been built and displayed worldwide with the aid of two volumes of installation guides and specifications. The books offered details ranging from the materials of the sculpture's construction to the patterns those materials needed to be cut into and how they should be sewn together. They also included calculations of the sculpture's buoyancy and weight to help with moving and securing it. 

Lessons Learned

In addition, these books recorded the best practice of each construction of the Rubber Duck. In each new city the sculpture appeared, lessons learned were recorded. This meant that each new appearance of the sculpture would feature an accumulation of experience and insight in how best to manufacture and exhibit it.

Regardless of where it appeared, the Rubber Duck technically should have looked the same. But in reality, some cities’ ducks just looked prettier; while others’ had crooked mouths, tilted bodies or looked lethargic overall. Even if you have extensive lessons learned in hand, as well as basic guides to materials and construction, success comes down to the local project managers’ precision and quality control.

In the case of Taiwan’s Rubber Duck, erecting and placing the sculpture would be a challenge due to its size: At 18 meters (59 feet) high and 1 metric ton (2,205 pounds), it was the biggest in Asia at the time. Even more challenging were the threats of typhoons and earthquakes. Ayu Cheng, the project manager of the Taiwanese team, said they had to work on several issues, including:

1. How to combine the hose and skin in the ducktail to ensure no leakage of air and pumping on a 24-hour basis to ensure the duck's features never sagged.
2. How to assemble and sew the parts in order to make them more wind resistant than previous sculptures.
3. How to ensure the floating platform the duck body was fixed upon was properly concealed, floating just 1 centimeter (.4 inch) beneath the water's surface and not bobbing uncontrollably or looking like it was sinking.

Risk Management

The Ching Fu Shipbuilding Co. Ltd. and Airglow Co. Ltd. worked together to overcome these challenges. All the production teams, the project manager and the Kaohsiung Municipal created two precedents:

1. The platform which the duck body was fixed to could now be disassembled into four parts for transportation and re-assembly elsewhere
2. The initial inflation of the sculpture to take just seven minutes, a dramatically shorter time than the usual time of around seven hours.   

During the exhibition in Kaohsiung, risk response procedures were also used due to Typhoon Usagi. The sculpture was lifted and placed on the ground and deflated. Then after the typhoon passed, it was re-inflated and placed back in its position. The exhibition program, along with its risk management and quality control measures, helped Kaohsiung's Rubber Duck survive Typhoon Usagi. (For example, the Rubber Duck in another Taiwanese city, Taoyuan, exploded due to the natural disaster.) Mr. Florentijn has said because the world’s seas are connected, the Rubber Duck connects everyone's happy childhood memories. As simple as that idea is, it could not be realized without the elaborate program management and the cooperative project work behind it.

Have you worked on a program where you had to use lessons learned, requirements management and risk management together?