Voices on Project Management

By Marian Haus, PMP

How do you identify the most important risk(s) to focus on during a project? It is the essential challenge of risk management.

One technique is the qualitative risks appraisal—using qualifiers to assess risk importance. Two popular qualifiers are risk priority and risk urgency. While the terms can have overlapping meanings, they each reflect different qualitative dimensions of project risks.

The Terms Defined

Risk priority combines the assessed likelihood of a risk to occur (i.e. risk probability) and its projected impact. Risk urgency, on the other hand, is a different risk dimension. It reflects the time criticality of a risk to occur.

By assessing risk priority, project managers can identify and focus on the high-priority risks. By appraising risk urgency project managers can ascertain the time left before measures or responses would need to be implemented. With risk priority the main focus is on the impact, whereas with risk urgency the main focus is on the measures or responses that are to be implemented in a timely fashion.

I see risk priority and risk urgency as complementary dimensions of risk management. They both deserve an equally important treatment from project managers.

Assessing Priority and Urgency

For some projects, project leads might treat risk priority and urgency separately. For others, they might combine the risk priority and the risk urgency to amplify the risk priority.

When treated separately, a very common approach to assess priority is the (probability x impact) matrix. Additionally, a (impact x urgency) matrix helps project managers focus on the high-impacting and immediate risks.

When treated together a (priority x urgency) matrix can help project managers assessing the risk severity, which is a derived qualitative risk dimension.

Here are two examples:

Risk #1: Our database will exceed its available disk-space capacity during the project.

Probability: Medium (considering the data volume increase observed over the past x months)

Impact: High (considering this could lead to business interruption and financial loses)

Urgency: A response might be needed in 4 to 6 months (the project runs for 12 months)

The (probability x impact) matrix will rank this risk as a high priority risk, yet the low urgency will categorize the same risk in a (impact x urgency) matrix as requiring monitoring rather than immediate action.

Risk #2: An approaching heavy storm may lead to power outages in our manufacturing line.

Probability: Medium (considering this has happened a few times in the past and our power reserve infrastructure is reliable)

Impact: High (considering this could lead to temporary production standstill)

Urgency: Verify immediately the status of the power reserve capacity

The (probability x impact) matrix will tell us that this risk cannot be ignored and the (impact x urgency) matrix will tell us that this risk requires immediate action and continuous risk monitoring.

The big takeaway: Risk #2 is both a priority and urgency risk.

How do you distinguish between risk priority and risk urgency? 

By Conrado Morlan

“Those who criticize our generation forget who raised it.” ―Unknown

I had the opportunity to attend PMI^® Leadership Institute Meeting 2016—North America in San Diego, California, USA, and met PMI chapter board members from several countries.

An ongoing conversation during that meeting centered on how to renew and refresh chapter membership and appeal to younger generations.

One of the foundations that will help PMI chapters better interact with multi-generational communities is to develop and master “generational competence,” which according to Ceridian “describe the adaptations or competencies organizations must develop today to meet the very diverse needs of four generations in the workforce and the marketplace.”

While discussing the topic with my fellow chapter board members, I found there is a common belief that generations are defined by age when in reality generations are defined by common experiences and key events.

Also much of the research around generations and generational differences has grown out of the United States and therefore is U.S.-focused.

Here are some alternatives to the typical generational buckets:

Even individuals born in the same approximate marker years are defined differently by the events they have experienced. For example while the U.S. Baby Boomer generation is associated with the notion of the "American Dream,” the Unlucky Generation in China lived through three years of famine and cultural revolution.

At the same time, many of these generations are tied to stereotypes. For example, “Millennials are entitled narcissists,” “Gen Y looks for instant gratification,” “They are not capable of interacting offline,” are some of the comments I’ve heard. Stereotyping, however, fuels conflict within a multigenerational community.

What Generation Y Thinks

During the Leadership Institute Meeting, I looked for opportunities to speak with Generation Y attendees. Across the board, they felt PMI board members from older generations need to develop generational competence to bridge the gap of understanding. This competence will help them learn how to communicate, connect and engage with potential PMI members of different generations.

Membership campaigns will need to align with Generation Y values—happiness, passion, diversity, sharing and discovery, according to Patrick Spenner, a strategic initiatives leader at CEB.

PMI chapters will need to promote the profession as one that:

• Offers continuous challenges as changes in projects happen
• Enables growth in organizations and makes the work exciting
• Opens new opportunities in different industries as project management skills are highly transferable

Perhaps the most important takeaway in my discussions with Generation Y members was that they reject generational labels. Call them young professionals

As a project manager volunteering for a PMI chapter, what is the most challenging situation you have faced within a multigenerational community?

by Cyndee Miller

Executive coaches love their sports metaphors. But for me, a good PMO is a lot like a killer band. From the singer to the manager to the unheralded sound-check guy, it takes everybody doing their part to get results.

At BC Hydro—this year’s PMO of the Year—everyone from the document controllers and project managers to the project directors and portfolio managers are working together.

“It’s really them who won the award,” said Ken McKenzie, vice president of capital infrastructure project delivery for the Canadian utility. “They put in the hard work every day.”

And wow, are they delivering results: In the last five years, over the course of 563 projects, BC Hydro’s projects came in an aggregate CA$12 million under budget.

Like any successful band, the BC Hydro PMO also relies on buy-in from above. “Without that executive sponsorship it’s really difficult. They’re a big part of why our PMO is so successful.”

Mr. McKenzie graciously recognized the other two finalists as well: “I’d really like to congratulate the other two finalists, Entel and Parker Aerospace.”

He encouraged other organizations to pursue the award—and not just for the cred. “It makes companies get an external perspective,” he said. “It’s a fantastic process, and I learned a lot about our PMO in the process.”

For an inside look at the three PMOs, check out videos on PMI’s YouTube channel and look for in-depth case studies on each of them in upcoming PM Network issues.

That’s an official wrap on this year’s coverage. Fear not, we’ll be headed back for more PMO Symposium action 5-8 November in Houston, Texas, USA.

by Cyndee Miller

Sizing people up doesn’t require much time—13 milliseconds to be precise. That’s how long it takes for people to read and judge facial expressions. (I really hope your face doesn’t smack of boredom as you read this.)

People say a lot without saying anything at all, leadership expert Olivia Fox Cabane said during the PMO Symposium closing keynote. And if PMO leaders want to start having better (read: more inspiring) relationships, they’d be wise to take a good, long look in the mirror.

Let’s step back for a bit, though. Rather, let’s step back hundreds of thousands of years. What’s driving all this insta-judginess? It’s evolution, specifically the necessity of developing flight or fight responses back in the time when risk registers were mainly filled with saber-tooth tigers.

Sure, we’ve come a long way, but we still make judgments every single day. Consider how you sit during a meeting. Not making eye contact? That can come across as being untrustworthy. Taking up a lot of space? That comes across as a play for dominance, for better or worse.

It can’t be all about you, you, you, either. The best leaders look out for those they manage and make sure they don’t succumb to things like the dreaded imposter syndrome. You know it, the sinking feeling that deep down, you have no idea what you’re doing in your job and it’s just a matter of moments before you get exposed. “At least 80 percent of your junior members feel it,” Ms. Cabane says.

Thing is, that’s a natural emotion. (And self-criticism isn’t necessarily all terrible—doubt leads to a desire to work harder, which leads to better skills, etc.) But as a leader, even if you can’t get rid of that tugging notion inside your protégé, you can help them handle self-doubt. “You’re the person they look to to react to how they should feel about something.”

Ultimately, Ms. Cabane said, the secret to relationships isn’t about wit or wordplay. It’s about attitude. If you want to make a difference, Ms. Cabane says, treat whoever you’re talking to “as if they are the most fascinating individual you’ve ever met.”

Unless that’s a saber tooth tiger. If that’s the case—run.

by Cyndee Miller

We’ve all been there. You’re sitting in a meeting. Someone throws out an idea. It’s weak. Actually, it kinda stinks. Yet somehow, it spreads like wildfire when others—perhaps you—had ideas that were objectively better.

Even out of the context of conference rooms, the phenomenon begs some fundamental questions: Why do people dress the way they do, buy the cars they do, even like the music they do? The answers may lie less in the products themselves and more with the context surrounding them, according to Jonah Berger, PhD, author of Invisible Influence: The Hidden Forces That Shape Behavior.

Say you’re buying a car. “You’re more likely to buy a car if it’s on sale or if you need a new one. That’s obvious,” Dr. Berger said in his day two keynote as PMO Symposium^®. “But if your neighbor bought a new car, you’re also 8 percent more likely to buy one.”

That right there is what he dubs social influence. It isn’t random. It’s not luck or chance, he said. It’s a powerful tool—but only if it’s done right.

Let’s go back to that meeting, for example. It doesn’t have to go down like that. If you’re looking to shape group decisions, Dr. Berger would prescribe speaking first and then building consensus by making it visible.

He also recommends taking the Goldilocks approach. “If it’s too different, people don’t want to adopt it. If it’s too similar, people don’t want to change.” The sweet spot? “If you can be optimally distinct, you’ll be more likely to change behavior,” Dr. Berger said.

This motivation business is nuanced stuff.

Say you’ve got a team that’s struggling. It’s natural to wonder why it can’t be more like that other team, the one that’s killing it. Just keep that comparison to yourself. Being down one point at the half in a basketball game, for example, can give a team just the kick in the @#$% it needs.

Indeed, Dr. Berger says teams down one point at halftime are actually favored to win games. But if a team’s down 15? Forget about it.

The idea is to harness proximal peers. “If you’re too far behind, you’re going to be demotivated,” Dr. Berger says. So if there are eight divisions within the PMO, don’t compare the bottom-performing unit to the top one.

And I bet you thought social influence was just for celebs and politicians. Maybe it’s time to try it out in the real world.