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Are Project Managers Born or Made?
Categories:
Reflections on the PM Life
Categories: Reflections on the PM Life
| Every so often, I hear theories from team members on how their project manager became effective at leading projects. Sometimes they say something like, "She was born to be a project manager." This got me to thinking whether some people are naturally predisposed to be project managers, or if they have a specific set of experiences that shapes them to become project managers. It's almost a question of anthropological proportions: Are good project managers born or made? To help answer it, let us look at some key competencies of project managers and see if these skills are innate or developed over time.
So coming back to the question of whether project managers are born or made, I think both are true. While nobody has yet found a project manager gene, we all seem to be born into a journey that leads us to being a project manager. This journey starts with the skills and behaviors we're born with, and continues with the functional knowledge, technical expertise and professional training we accumulate over time. This essential mix of what we are as well as how we grow is key to becoming an effective project manager. Do you think you were born to be a project manager or became one over time? |
Harnessing the Law of Reciprocity
| I have become an ardent advocate for "the law of reciprocity" -- the principle that when you do a favor for someone, he or she will have a deep-rooted psychological urge to do something nice in return. And I believe it should be consciously practiced within the work culture. Reciprocating to a goodwill gesture is one of the universal rules of good manners. It is a principle that comes naturally to many of us despite our culture. Organizations and businesses are now capitalizing on this principle to build relationships internally with their employees and externally with clients and customers. Reciprocity exists in many different ways, such as:
So how can a culture of reciprocity help projects and those who work on them? Employee psychology surveys and studies have found a positive relationship between supportive organizations and employee commitment to the organization. These employees often also showed willingness to help the organization reach its goals. What's significant from these findings is that as reciprocity as a whole increased, so did employee obligation. Commitment and obligation to pursue project goals is ideal for project managers and project-orientated organizations. Therefore, creating a reciprocating project environment can only deepen individual and team commitment and ownership of tasks and concern for the project. It can also help increase individual satisfaction and team motivation as individuals feel supported, valued and connected. Project leaders can utilize the law of reciprocity by engaging and encouraging feedback from team members, and then using the information to create well-defined and simple processes or provide the means to make their work efficient. By removing unnecessary obstacles and demonstrating an active interest in wanting to help, leaders send a clear message to the team that its time and views are respected and valued. In return, team members may feel more obliged to reciprocate these efforts and show willingness to support the project and the manager during difficult circumstances. Reciprocity with project sponsors and executives can pay dividends for a project manager as well. A sponsor may become more willing to support the project manager in pivotal matters, such as acquiring resources and approval processes. And being in a reciprocal relationship allows project staff to say no to requests without angering or offending stakeholders -- with good relationships, there is more understanding and forgiveness for when things go wrong. Beyond project teams and stakeholders, reciprocity should be exercised with clients, customers and vendors. This is good for projects as it helps develop robust, long-term relationships rather than one-time engagements. And these relationships are especially useful when negotiating for resources, contracts, deadlines and finance-related matters. But beware of how you approach reciprocity. It should be informal and without expectation of return in a specific situation or by a specific date -- otherwise it becomes a bribe, something negative and undesirable. Reciprocation should be carried out with sincerity, generosity and integrity. Can you think of a time when you used reciprocation to help with project work? |
Determining the Value of Value
| What exactly is value? A Guide to the Project Management Body of Knowledge (PMBOK® Guide) -- Fifth Edition suggests value is a concept unique to each organization and encompasses the total sum of all tangible and intangible value elements. Determining the tangible ones is relatively straightforward and can easily be reduced to a financial return. More difficult is understanding the intangible value elements the project can create -- and identifying low-cost options with the potential to create massive intangible value by creating favorable outcomes in the minds of stakeholders. One simple example is the practice of cutting small viewing windows in construction site fences. The cost is minimal, but the practice delivers value through improved safety because passers-by don't need to stand near the gate to see what's going on. There's also the public relations value of letting the public see the actual progress of the work. The challenge is finding and tracking these valuable intangibles, bearing in mind most of the value will be created in the minds of various stakeholders. One useful tool is consultant Edward de Bono's Six Value Medals:
Based on those, we can perform a "value scan" when determining courses of action within the project and prioritize actions to achieve the values that matter most. Take a simple example. The last office refit covered up a duct in the wall of the CEO's new office. Now your project has to rip the sidewall out to access the duct and upgrade the cabling. Where's the extra value? Some possible medal ideas include:
There are probably other possibilities as well depending on the actual project. How do you assess the value of your project to your stakeholder community? |
Running a Marathon, Running a Project
Categories:
Reflections on the PM Life
Categories: Reflections on the PM Life
| Four years ago, I transformed from weekend warrior to running enthusiast. First, I started running short-distance races, a 5K here and a 10K there. Then I tried my first half marathon in 2009 and my first marathon in 2010. After those great experiences, running became part of my lifestyle. People always ask me, Why do you run marathons? Are you a masochist? You really need to run the race and experience the challenge and pain -- as well as the indescribable sense of achievement when crossing the finish line -- to understand why I run marathons. The feeling is actually similar to when a project manager finally completes and delivers a project. And after running six marathons in less than four years, I have some lessons learned that apply to project management: Hills happen. Up your strategy. Hills complement the race and make them more interesting and challenging. At first sight, they impact the runner's state of mind and even consume his or her energy before the uphill trek. But I like to view hills as an opportunity to slow my pace and save energy that will be required in the final miles of the race. As a project manager, you may face "hills" (i.e., project challenges). You may want to attack them, but I would recommend slowing your pace and regrouping with your team to define a new or enhanced strategy to address the hardship. Stick to the numbers. Marathon runners use gadgets to track time and distance. Sometimes the distance reported by the gadget exceeds the 26.2-mile (42-kilometer) marathon distance, which may be confusing, especially for first timers. But keep in mind that major marathons in the United States are certified by USA Track & Field, the sanctioning body that makes it an official race. The course distance is accurately measured and is the shortest route of the course. Project managers should not attempt to create metrics or rules that may not be aligned with the sanctioning body. Follow the rules that are already in place and do not jeopardize your project. Stay humble. Having run a marathon a couple of times doesn't make you an expert. Even when the course may not change, there are many external factors that can make it a very different race. I have run the Austin, Texas, USA marathon for three consecutive years, and every race has been a different experience. As a project manager, you may have implemented the same enterprise resource planning or tool several times, but every project has its own twist. Do not be arrogant or a know-it-all, and take that new project as an opportunity to learn something. Stop and smell the roses. A personal record, the number of marathons run in a particular year or participation in a prestigious race -- these are all factors that motivate marathon runners. Whatever the purpose, these stakes tend to increase the runner's stress during the race. While running, I take some time to enjoy the scenery, high-five and greet spectators, say thanks to the volunteers at hydration stations or help a fellow runner in pain. All those things help me enjoy the race. When managing a project, it is important to meet stakeholders' expectations. But it is also important to have the right work-life balance. Simple actions -- such as taking that training that you've postponed several times or simply going to the gym -- will recharge you and give you new ideas to tackle project challenges. As both a marathon runner and project manager, I could say that the reason I run is to be able to combine my experiences in races and projects to strive for excellence. And that would be one of the reasons. But just between us, the top reason I run marathons is because I like to be cheered by people. What hobby has provided you with valuable lessons that you have applied to project management? |
The Must-Haves of Establishing a PMO
Categories:
PMO
Categories: PMO
| Seventy percent of organizations had a project management office (PMO) in 2013, according to PMI's Pulse of the Professionâ„¢ In-Depth Report: The Impact of PMOs on Strategy Implementation. That compares to 61 percent in 2006. Despite the increasing number of PMOs, many of them still fail. The first step in effectively establishing a PMO is figuring out if your organization even needs one. Only then can you ask, How can we establish one successfully? Part of determining if a PMO would be a good fit for your organization is knowing what a PMO's functions are. A PMO is an organizational structure, like a department or group, responsible for helping the enterprise achieve its strategic goals through effective project management results. Therefore, a PMO usually delivers three main objectives:
Obviously, implementing and sustaining a PMO is not cheap. Usually, there is some capital investment in setting up a PMO, particularly because it will add management overhead in addition to existing projects' costs. For a company whose core business involves only a few projects, if any, it might not make sense to implement a PMO. And while there's no formula to determine when organizations need a PMO, most do when they have:
So let's say it's been determined that your company needs a PMO. How do you lay the foundation to establish it effectively? First, it is important to know that there are different types of PMOs. These include but are not limited to:
Keep in mind that implementing a PMO involves a lot of change management, because it entails a new organizational structure, which affects the balance of power and culture in an organization. I recommend organizations invest more in change management tools or talent. Finally, to tailor the best PMO for your organization from the start, I recommend following these key steps:
In my next post, I'll outline a plan to implement a PMO. We will also talk about maintaining a PMO and continuous improvement to keep it sustainable. Do you have advice for determining if your organization needs a PMO or basic tips for establishing a strong, sustainable PMO? |