Voices on Project Management

By Ramiro Rodrigues

In the 2009 film Knowing, a boy finds a time capsule filled with documents from decades ago. His father, an astrophysics professor, then discovers that the messages list some recent and impending major disasters, and even predict a global calamity in the near future.

Apocalyptic visions of an imminent end to the world have always brought joy to the film industry—but they bump into the same logical limitations that are still impossible to overcome. As far as we know, we do not have an effective technology capable of predicting the future. Whether it is related to weather forecasting, economics or sociology, we are not able to tell, at present, precisely what will happen at a specific moment in the future.

What we have always had is a great will to take a chance and get it right. Since the beginning of time, man has ventured to predict the future and, during these attempts, we’ve come up with an ocean of predictions that have been proven wrong. But we don't give up.

A New Model of Scheduling

In today’s organizations, modern project management has to meet the need for schedule development that seeks, in a deterministic fashion, to set the estimated dates of future events related to people, project deliveries and work that will be executed. This usually is a great Achilles' heel in the field of project management. The organizational frustration that results from estimated scheduled activities that turn out to be incorrect is very common.

Why don’t they happen as expected? There are different reasons, usually related to people and intrinsic characteristics of the expected activities. But in essence, they happen because it still is impossible to predict the future. Of course, there are some strategies that can help mitigate the risks of the deterministic forecast, but in the end, they are only predictions.

However, we must understand that organizations need to estimate when the returns on their investments will be accessible for use. Some executives will say that there is no progress without clear and foreseen goals.

That’s right. But how do we get out of this complex scenario in which future dates are determined but do not happen as planned?

One trend that has been applied by industries such as consulting, engineering and research & development is the probabilistic forecast of schedules. In this case, with the assistance of simple statistical concepts, the forecasts of the activities and of the project are viewed as a whole, with probability ranges to conclude them.

It is not solely a mathematical solution; the change is conceptual. The idea is no longer to set, within the organization, the delivery estimates at certain dates grounded on the expectation that they will come true. Rather, the goal is to present length ranges that provide the company with a perspective that there is, for instance, a 68 percent, 95 percent or 99.7 percent chance that the project delivery will take place during the expected dates.

This change in principle allows for the understanding that one can never be 100 percent sure of what will happen in the future but, at the same time, enables the management of the risks involved with reasonable control.

This planning model can bring, in the near future, more maturity and quality to the management of schedules and deliveries.

Do you use this model in your organization? Share your thoughts below. 

By Dave Wakeman

I’m heading to London in a few weeks and while I’m there, I’m going to catch a bunch of Premier League matches. My team, Tottenham Hotspur, has had an up-and-down season—changing coaches in November, and then getting a new manager, José Mourinho. 

As I was thinking about my travel plans, I also started thinking about how managing a soccer team is a lot like managing a project. And, to take it even further, I started asking myself what we can learn from some of soccer’s best managers. 

Flexibility Counts 

As I mentioned, Tottenham had to change managers this season. In switching from Mauricio Pochettino to José Mourinho, the team found itself working under an entirely new system. Pochettino was known for speed, pressing and intensity. Mourinho was known for being more tactical, controlling and playing a style of soccer that many don’t feel is pretty.     

The challenge for Mourinho is that he came into the team in the middle of the season, so he needed to adapt to the team he had—not build the one he wanted. That meant his Tottenham team has been a lot less defensive oriented, and a bit higher scoring than a typical Mourinho-coached team. 

This reminds me of projects where we don’t always have the time, resources or skills that we would hope to have. In these cases, we need to be flexible. Is there a way to shift the timing of certain parts of the project to fit your schedule? Can you manage all the different stakeholders with their different styles of communication and their different goals? 

In soccer, you deal with complex situations that don’t lend themselves to simple or rigid solutions. When managing a project, we see the same situation occur. This means that we have to understand where we are going and be able to adjust on the fly when the situation changes, so we can get to our destination. 

Communication Matters

I think communication is one of the key skills that coaches and project managers share. I’ve always said 90 percent of a project manager’s job is communication and 10 percent is everything else. 

In watching soccer managers, I have a sneaking suspicion that the same ratio applies. Like project managers, they have to have a great deal of technical skill, but they also have to be willing and able to delegate and let other folks deliver their vision. 

In other words, it is difficult to do everything yourself. And being the public face of the project or team requires the leader to deal with key stakeholders like the media, the sponsor and the team. 

In both scenarios, communication is more than just answering questions or giving orders. Both managers spend lots of time listening to other people so that they can make decisions or adjustments, and so they have a finger on the pulse of the teams they are leading. 

Success Isn’t Guaranteed

This should seem obvious, but every project comes with a bit of risk. The same goes with managing a soccer team. Just saying that success isn’t guaranteed isn’t nearly enough. But knowing that failure is a possibility impacts the way that we all approach our jobs. 

Project leaders spend a lot of time thinking through risk management, risk mitigation and change management. Similarly, soccer managers are thinking about how their formations will impact the game, gaps in talent and a multitude of other factors that could be the difference between success and failure. 

To me, this concept gets interesting when you think about success. It requires us to do all of the same things, like understanding risk, being flexible and willing to change and communicate effectively. 

These are only my top three ways that a soccer manager is like a project manager. What would you add? Let me know below! 

By Peter Tarhanidis, Ph.D., M.B.A.

Today, developments in emerging technology, business processes and digital experiences are accelerating larger transformation initiatives. Moore’s Law means that we have access to exponentially better computing capabilities. Growth is further fueled by technologies such as supercomputers, artificial intelligence, natural language processing, Internet of Things (IoT) and more across industries.

Emerging Tech
The global IT industry is valued at $5.3 trillion in 2020 and is poised to grow 6.2 percent by 2021, according to tech market research firm IDC. Emerging technology like augmented reality and robotics will make up an increasing share of that growth.

Business Process Maturity
Organizations are improving the maturity of their business processes. They’re doing this by automating tasks, eliminating them, improving performance or finding the lowest-cost way to perform a task. Organizations are connecting with experts to collaborate across a wider network of colleagues. This enables strategies to be integrated across the value chain to quickly drive business outcomes.

According to market research group IMARC, automation and the IoT are driving growth in business process management (BPM); the BPM market is expected to grow at a 10 percent compound annual growth rate between 2020 and 2025.

Customer Experience
In addition, having a formidable customer experience strategy can make the difference between customers choosing your brand or your competitors in 2020. That’s according to Core dna, a digital experience platform vendor.

Customer experience is redefining business processes and digitizing the consumption model to increase brand equity. Gartner reports that among marketing leaders who are responsible for customer experience, 81 percent say their companies will largely compete on customer experience in two years. However, only 22 percent have developed experiences that exceed customer expectations.

Economic Forces
Lastly, the potential for cash flow growth remains high in 2020, despite economic risks, according to the U.S. Corporate Credit Outlook 2020. This will likely lead to capital investments and a fair portion of companies funding transformational projects.

The Way Forward
While transformations have evolved, they encapsulate the way we think and operate. Old methods may seem encumbering and administratively difficult, creating bureaucracy and delays in decision making. The challenge is the velocity of change, which is very disruptive to organizations.

I’ve developed a few guidelines to help navigate this change:

• Work with an agile mindset.
• Fail often and fast to ultimately filter out winning initiatives.
• Define the cultural attributes that propel staff and colleagues to succeed on their endeavors.

Change is now inherent and pervasive in the annual planning process for organizations. Given that, I like to ask: What is the plan to prepare staff and colleagues to compete in this hyper-transformation age?

What observations have you made to keep up with this new era’s velocity of change?

By Conrado Morlan

Project management practitioners know the importance of communication during the project execution, hand-off and operations stages. For each of these, the communication plan should cover all the different forms of communication and the target stakeholders.

The frequency of communication during project execution often has a defined cadence and uses different artifacts to deliver the message to stakeholders, who usually are internal.

During the operations stage, the project is usually in production and practitioners are communicating directly with customers, either internal or external. While the specifics depend on the situation, communication with customers must be regular, concise and delivered in a timely manner through the proper channels.

How Not to Communicate
As you may know from my past posts, I have been running for several years and have often thought about connections to project management. One of my running goals for 2020 is to run the Popular Brooklyn Half, the largest half marathon in the United States.

As I did not meet the pre-registration requirements, the open registration was my only option. On registration day I was ready: My account was available, all my personal information was filled out, and I had my credit card on hand. At the designated time I visited the registration website to compete for a spot with thousands of runners from across the world.

I thought I would be directed to start the registration process, but instead, I was directed to an electronic queue page. After a few minutes, my expected waiting time was listed as 25 minutes. I got a little anxious thinking that the limited number of entries would sell out in less than that time. A few minutes later, the waiting time changed to 40 minutes, then to more than an hour; all of a sudden a message about “experiencing technical difficulties” was displayed.

In the meantime, upset runners from across the world took to social media to vent their frustration and dissatisfaction. But the organizers did not acknowledge the blast of posts until three hours after the designated registration time. That’s when they posted a message stating that they were trying to figure out the problem, and if they were not able to resolve it soon, a new registration date would be announced.

That message ignited the runners, who inundated social media with posts venting their resentment.

By this time, the organizer’s website was down, and the homepage showed the “experiencing technical difficulties” message. I stayed away from the postings on social media and kept refreshing the website persistently.

Finally, five hours after registration began, the website came alive and the new registration time was posted. I checked social media for postings from the organizer but found nothing. Right at the new posted time, I started my registration process while thousands of runners kept venting their frustration. This time it only took me 20 minutes to complete my registration for the Popular Brooklyn Half.

The Project Management Takeaway
As project management professionals, we can face similar situations in the course of a project and need to be prepared with mitigation plans. In the case described above, communication with customers was not regular and sufficient, perhaps because the project team was too focused on solving the problem. This affected the customer experience.

In general, production problems have a resolution time window, which may vary depending on the seriousness of the issue. This is usually unknown for customers, but that does not hinder the communication process. We as project management practitioners need to consider that we are living in times dominated by instant gratification; customers expect that issues will be resolved immediately. At the same time, they expect frequent progress status reports.

As a project management practitioner, have you experienced a similar situation? If so, what did you do to keep your stakeholders/customers informed? What channels of communications did you use? How effective were they? Share your experiences with the community.

By Lynda Bourne

Everyone is talking about innovation! But to innovate requires two things. The first is an innovative idea, and the second is a process to turn that idea into something valuable. In this post, I will look at what’s needed to create innovative ideas; my next post will look at one of the ways to transform the idea into something useful, even valuable, through design thinking.

The challenge of developing an innovative idea is part personal and part cultural.

The Personal Part of Innovation

Every innovation starts with an idea. So if you want ideas that may turn into useful innovations, you need to allow people time to develop the idea. This may occur in a number of ways:

• The idea may arise as a result of an unexpected outcome from something you are doing. Many of the major innovations, from penicillin to Post-it notes, started with something going wrong. What sparked the innovation was people taking the time to consider the situation and look for opportunities.
• The idea may come from a structured process deliberately set up to generate innovative ideas, such as a brainstorming session or hackathon. What sparks innovation is in part group dynamics and in part the challenge posed to the group. Careful planning and skillful facilitation are needed to get the best out of the group.
• The idea may come from quiet reflection over time. A powerful way to solve problems or exploit a possible opportunity is to have the question or challenge written on something you interact with from time to time, such as a white board or a note pad on your desk. Take the time to look at the question and then allow your subconscious to work on it. The problem with this approach is the ideas usually pop up into your conscious mind at highly inconvenient moments. Thought processing benefits from quiet time, ideally doing something that requires little or no conscious thought, such as walking. One of the problems in the modern, 24x7 world is most people are too busy being busy to have time to think reflectively. 

The Cultural Part of Innovation

If an organization wants its people to be innovative, it needs to create a culture that allows innovative thinking. There are many ways this can be encouraged, so getting the mix right is key. Some of the options include:

• Provide quiet spaces and quiet time to allow reflective thinking. If everyone is working hard, over extended hours, there’s no time for creative thinking. And when they stop working, they are too tired to think.
• Encourage innovative conversations. There are many opportunities that can be used, including various review meetings, quality circles and other, less formal interactions. The key is to encourage discussion around how things could be improved. Everyone looks at what went wrong, but innovative organizations also play to their strengths: “We did that well, but could we do it better?”
• Try occasionally doing something more dynamic, focused on a known opportunity or problem. Done properly, events such as hackathons not only generate ideas in the moment, they also empower ongoing conversations and reflective thinking.
• Allow people to be wrong. Every idea is a good idea; some may be useful.
• Have systems to collect the ideas and allow the people who originated them to be involved in moving the useful ideas forward if they choose.

Recognition and rewards can help, but they are far less useful than most managers think. The driver for innovative thought tends to be introspective, and when a person has a good idea, self-fulfilling. The real challenge is having an open culture that allows new ideas to come to the fore and be considered on their merits. Systems can help—the old “ideas box” needs to be brought into the 21^st century if you want an innovative culture. 

Last, having identified an innovative idea, the organization needs to do something with them! More on this next time.

Please share your experiences: How have you sparked innovation within your organization?