Voices on Project Management

By Lynda Bourne

Traditionally, strategy and strategic alignment are viewed as a deliberate process. An organization’s governing body determines the vision and mission. Then, along with executive management, the governing body crafts a strategy to move the organization toward achieving that vision.

The result is a strategic plan that forms the basis for effective portfolio management. This plan sets the objectives for projects and programs and measures their success in terms of contributing to implementing the strategy and creating value.

In the last few years, however, management thinking has embraced the concept of VUCA and developed approaches to dealing with the challenges that the modern world presents. 

VUCA, which originally emerged from military leaders, stands for:

• Volatility: The unpredictability, speed and dynamics of change. The correct response to volatility, according to the concept of VUCA-Prime developed by Robert Johansen, is vision. When things are changing unpredictably, it is vital to keep a clear focus on the organization’s overall vision. Knowing where the organization is heading will ensure that short-term planning can be adjusted to stay on course when external circumstances are turbulent.
• Uncertainty: The lack of knowledge or an inability to determine the course of future events. Working to understand the environment around the project or program helps reduce uncertainty but can never remove it entirely—this is the domain of risk management.
• Complexity: The degree of unpredictability regarding the outcome of an action or decision. There will always be a degree of complexity involved in every project, but clarity of vision and seeking to simplify processes wherever possible will minimize its effect. However, there will always be some unexpected consequences (good or bad) that emerge from managing a project or program.
• Ambiguity: The requirements, instructions or situations that can be interpreted in different ways or are not fully defined. Ambiguity can be reduced by effective communication and the application of many of the processes defined in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK^® Guide); but agility is required to resolve the remaining ambiguity as it emerges. You need the freedom and flexibility to respond quickly to changing circumstances.

Have you encountered VUCA on your projects? What form did it take?

Be sure to come back for second post on VUCA in a couple of days.  

By Cyndee Miller

Real talk: I was deeply skeptical going into the closing session of congress starring so-called futurologist and trendspotter Magnus Lindkvist. I mean, come on, his bio heralds him as “the best import from Sweden since ABBA and meatballs.” That’s a pretty high bar for me—“Dancing Queen” is pretty perfect.

Yet, at some point—probably when he managed to link Swedish grindcore to talent management—he pulled me in.

This whole business of trendspotting is wildly treacherous, but Mr. Lindkvist has a healthy (and spectacularly humorous) perspective on it. The “darlings of last year” were artificial intelligence, machine learning and job-stealing robots, but turns out we’re really bad at predicting human behavior, he said.

Indeed, he actually advised the standing-room-only crowd to avoid trends: Look elsewhere. Read what other people are reading. Travel where other people don’t travel. Hire people that other companies aren’t hiring.

Don’t think for one second, however, this guy doesn’t follow what’s going on in business. Take that innovation thing. He said most company’s strategy relies on R&D … rip off and duplicate. And that leads to a lack of diversity—where everything new starts to look the same. Once the iPhone hit, for example, slowly but surely every telecom company starting morphing their product into some version of Apple’s.

Mr. Lindvist suggests seeking out a different kind of innovation—where something impossible becomes possible, where something magical becomes practical.

Uh, yeah, that doesn’t sound hard at all.

But in life, Mr. Lindvist contends, we can do one of two things: compete or create. “Competition is the theft of big ideas. Creation is a liberation movement.”

And creation is what actually shapes the future, although it might mean a little workout.

“I think the future is an activity,” he said. “It’s something we do, you and I. The future is always there—underneath dead ideas, underneath old ideas.”

Go ahead and experiment. “Human beings have one way of learning—trial and error.” And if your experiment fails, so what? “Failure is the sign of trying,” he said. Don’t shame failure, recycle it.

And, be patient, my friends. The best ideas are often rejected the first time. Get ready to be misunderstood for a long time.

Now the pessimist in me is cringing just a bit as I type this, but Mr. Lindkvist says optimism, as cheesy as it might seem, is the true secret sauce. “Companies and projects run on optimism, actively injected optimism,” he said. “That is the only important, vital ingredient. The only bad thing is doing the same thing all the time.”

All of this might be a bit much for some of the more risk-averse project and program managers out there. So I’ll leave you with the same parting words Mr. Lindkvist gave to the congress audience: Run toward the noise. Seek out the spaces, markets and technologies battling it out for dominance—and search for the new and the different and the better.

Now here’s my trendspotting tip: Break out your calendars and block out 7-9 May 2018 in next year’s EMEA congress in Berlin, Germany.

Ciao for now, baby—because this trendspotter sees a Gucci bag in her future.

by Cyndee Miller

PMI brought back its 21st century spin on the salon at this year’s EMEA congress. This time around, the panel talked turbulence and uncertainty—political shifts, workforce demands and the risks of global conflicts.

So, yeah, really not all that different from the stuff they covered in the grand salons of the 17th and 18th century France and Italy. Plus ça change and all that …

These days, we’ve got Brexit, U.S. President Trump and a whole cast of other political characters shaking up the status quo.

It’s hard to escape the feeling of uncertainty.

For pharma giant AstraZeneca, the shifting landscape spurred a move to niche medicines and away from the blockbuster drugs they built their name on.

Managing that kind of change—especially in such a large company—requires a strong communication plan to ensure buy-in across the enterprise. “There is an important element in big complex organizations that you have a common goal and a common understanding of why you need to change,” said salonnier Maria Hedwall, PMP, of AstraZeneca.

“It takes quite some time to cascade change announcements throughout the organization, by the time it gets to the bottom of the organization, management is ready to change again,” she said.

In times of great change, all organizations must be prepared to respond—and respond quickly. For Clare Savage of Deutsche Bank, that has meant raising the profile of project managers.

“Project managers are right in the thick of it but they are very seldom the decision makers,” said Ms. Savage. So she’s created a framework that allows project professionals to stick their neck out, take charge of an effort and make the necessary assumptions as part of the decision-making process—without having to worry that said neck would get chopped off if things don’t work out as expected. The blame game, in essence, is over.

She’s also putting a priority on answering the “why” question. “One of the things we’ve been doing with the more junior project personnel is [ensuring] they understand the true value of the why of the project they are delivering,” says Ms. Savage.

In such a chaotic environment, the company cultures that get it right are the ones that encourage innovation, said Gabor George Burt. “Once people are freed up to be creative they can deal with change.

Moderated by PMI’s Murat Bicak, the salon pulled back the curtain on how companies are dealing with Brexit and the onslaught of other changes. It was a good discussion, although for what it’s worth, I think we need fancier clothes and maybe a nice aria or two if we’re going to have a proper salon.

What’s happening at your organizations? How are you dealing with Brexit and all the other shifts?

Roma called to me—the wine … the cheese … the shoes ... the project management.

This is, after all, the home of many an ancient megaproject. The Colosseum, for instance, was launched around A.D. 70-72 with a massive scope, including underground tunnels, seating for thousands and, if the suspicions of many archeologists are correct, drinking fountains and latrines to serve the needs of its patrons. At the same time, the schedule for the building—while relatively short for that day and age—stretched out a decade.

But we can’t get all caught up in the magnificence of Rome’s ancient megaprojects. Today’s project and program managers must follow a different grido di battaglia. And that battle cry is focused squarely on the future.

“As project managers you are the engineers of progress in your companies,” said author Gabor George Burt as he opened PMI^® EMEA Congress 2017.

To survive in a business environment where disruption is the norm, organizations must reshape their futures. And, according to Mr. Burt, project and program managers should be leading the charge as agents of change.

Building on the Blue Ocean strategy, Mr. Burt outlined three levels organizations can operate in to make themselves indispensible:

1. Blue Ocean: Create new value propositions that drive your company’s overall strategy  
2. Blue Sea: Expand your current value prop for broader relevance
3. Blue Lake: Refresh and optimize your current value prop

It’s an intriguing concept, especially for those daunted by the big, blue ocean. But even once a company chooses which waters to swim in, it must continuously stretch the definition of the value it brings to its target audience. “There is no mercy in the marketplace for companies that define what they do too narrowly.”

Companies and their project managers should also embrace the innovation shortcut. Instead of trying to invent something, he suggests mixing existing things in new ways. “The art of recombination is all around us,” said Mr. Burt. “It’s the most high-impact way for us to innovate.”

No matter the level, waters are sure to be choppy. But companies that get stuck in the past, or even the here and now, are destined to struggle—or worse, drown.

That’s it on project management for today. I need to answer the siren call of wine and cheese now. And maybe shoes tomorrow.

Great preparation goes into identifying the right project manager for the job—including determining the project’s delivery complexity, defining the role profile, selecting interview questions and validating professional certifications.

However, the interview process shouldn’t end once the new project manager is hired. A recurring interview process ensures project managers remain a good fit. It also helps showcase a project manager’s capabilities to instill confidence among leadership groups, stakeholders and team members—especially if elements drastically change, as they are wont to do.

Not every project manager is a good fit for every project. Original assumptions that lead to the initial acquisition of a project manager may not hold true as the project progresses. And poor outcomes often result from hasty decisions to get a project manager on-boarded as quickly as possible to start a project within a desired timeframe.

Here are three questions that not only ascertain the health of a project, but also the fit of the project manager. Depending on the outcome, you may choose to retain the project manager or replace them with someone who is a better fit.

1. Where are we now? 

Being able to confidently articulate and identify the true position of a project and the recent progress velocity to get to that position is a foundation of project management success. Failure to know where the project currently resides puts future progress at risk.    

Assisting the project manager in this determination of project position includes schedule and budget performance metrics, resource availability, dependencies, risk, issues and other inorganic position indicators. In addition, a project manager should be able to organically identify the “so what” implications and potential remedies required to create a three-dimensional view of project progress.

2. Where will we be in six weeks?

An old adage says that a point shows a current position, two points make a line and three points make a trend. Project managers should be constantly triangulating their project trajectory from their current position. If they can’t, they’re putting the project’s finish in jeopardy.

This six-week timeframe means a project manager can have a clear vision of the visible road ahead, but isn’t so far where they have to speculate well beyond a reasonable horizon.

Use of predictive quantitative methods and tools and prior project experience can help a project manager confidently state where the project is headed.

3. What changed from the original project scope? 

Change is constant. It takes many forms and has diverse impacts. Additions or revisions of functional requirements, technical requirements, different implementation approaches, new expectations, supplier complexity, unfunded mandates and other events make up the aggregate, ever-changing landscape of a project.  

While the project manager does his or her best to control identification, processing and action around changes, in some cases the aggregate impact of change can overwhelm.

In many cases, changes—such as leadership changes, new suppliers, as well as portfolio management actions that can merge existing projects—have nothing to do with the project manager’s capability. But when the depth and breadth of project change exceeds the capability of the project manager, it may be time to secure a replacement.  

What line of questioning might you use to ensure that a project manager continues to be a good fit for the project they were hired for?