Voices on Project Management

by Christian Bisson, PMP

We’ve all encountered them on a project or two: stakeholders that want everything right away.

The result of this rush is often lots of money invested, a tight schedule, negative impact on the quality and frustrated people. But, carefully planned iterations of a project can help avoid the negativities of rushed efforts.

Here’s why:

Minimum Viable Product (MVP)

A well thought out MVP is the first iteration of your project. It means planning for the smallest scope possible, keeping in mind that it still needs to bring business value.

Let’s say you’re building a website. In this scenario, you’d identify the main features your website should have — based on goals — and focus on those instead of spreading the effort on all the features that might seem great to have.

There are many advantages to the MVP approach:

• It can be deployed much faster compared to the complete scope.
• You can monitor your project in action (ex. Google Analytics).
• You can gather valuable feedback from people who use it.

Room to Adjust

Since you haven’t spent all the budget on the entire scope — and you now have precious data gathered from various sources — you can plan based on facts rather than hypotheses.

For example, after the MVP is deployed, you might have planned to work on a new feature. However, if new data suggests that the main feature of your project is not quite user friendly and needs adjustments, you can prioritize the adjustment and quickly add more value to your project compared to adding a new feature that might be less important.

Deploy When Ready

The MVP is only the first of many iterations. Do not fall back into the trap of building everything before you deploy your first update. Using the example above, if the first feature is actively affecting the quality of your project, adjust it and deploy right away. That way you will gain the added value of your improvement right away.

Some might argue that deployments cost money so you shouldn’t deploy all the time, and it’s a fair point. But keep in mind that the cost of those well-planned deployments are negligible compared to all the budget you can waste on a misfocused effort or a wrong hypothesis.

Taking a step-by-step approach to project management is crucial to the long-term success of projects. How do you manage the iterative or MVP approach? 

I’m frequently asked for insights on performance measurement criteria for project managers. This comes as a bit of a surprise given how professional certification programs, such as PMI’s Project Management Professional (PMP^®) certification, have brought more consistency to project management skills.

Organizations’ typical performance measurement framework for functional roles is focused on growth and results. But that framework is becoming less effective at measuring project managers.

Project managers differ from functional roles in that they perform their duties with definitive time periods, outside influences, ever-changing activities and a higher level of uncertainty.

At the same time, more and more companies are seeking both individual and aggregate project management performance measures. Aggregate measures provide insights into overall capabilities and indicate if improvement initiatives — training, methods, processes — are actually increasing project manager productivity.

I’ve spent some time thinking about how to improve measurement criteria for project manager performance. Here are three areas I believe must be included:

1. Project Metrics: Companies go to great lengths to capture and share metrics on project performance. If that same data is analyzed based on a project manager, it serves as a current and historical view of project manager performance.

Over time, individual project manager metrics, such as schedule and budget, can be analyzed to show the project manager’s track record. Supplementary metrics, such as change control activity, deliverable finish date delays and cost of poor quality, can provide a complete picture of project manager performance.

By aggregating and averaging these metrics — as well as using other data points such as labor cost — the enterprise capability of project managers can be measured.

2. Project Manager Engagement Reviews: The ability of a project manager to successfully engage with stakeholders is a key success factor for projects. A high level of engagement allows for early visibility to potential delivery issues, as well as a stronger understanding of the success criteria for a project.

The most effective means to measure project engagement is to conduct a post-project review with the project’s primary stakeholder. As engagement is not a binary yes/no condition, open-ended questions allow for deeper insights into the project manager’s level of engagement. For example, probing when project managers anticipated potential project issues would help to reveal engagement. These reviews are not meant to be punitive, but instead to guide and educate.

In addition, the reviewer should also look at the engagement level of the primary stakeholder. It’s not uncommon to find unengaged stakeholders, which can lead to poor delivery results for which the project manager is unfairly held to account. A balanced view of both the project manager and stakeholder will give the reviewer a true measure of engagement.

3. Project Manager Histories: Beyond capturing fundamentals of project manager experience, credentials and projects, capturing performance details of projects led by project managers is of great value.

When interviewing project managers, I ask them to complete a table of both project fundamentals as well as performance histories. This profile helps me determine what would be the next best project for them, thus enabling a better chance of delivery success.  

Capturing project performance data allows project managers to share successes, as well as provide rationale for when things might not have gone as well as anticipated. It serves as a platform for career growth.

A project manager that comes to an interview prepared with structured project histories is usually well prepared to take on the next level of projects.

In today’s world of ever-increasing project complexity and scale, both companies and project managers need to expand their demonstrated performance results beyond what is found today.  

How do you measure project manager performance? Do traditional performance measurement frameworks for functional roles continue to meet the need? 

By Cyndee Miller

There are a slew of training courses, business books, and, yes, even blog posts about situational awareness. It’s a fairly straightforward theory: Pay attention to what’s going on around you.

Mercedes Ramirez-Johnson added a new depth to the topic in her closing keynote at PMI Global Conference. She shared her story of surviving a 1995 commercial plan crash over the mountains of Colombia that killed 160, including her parents.

A multiyear investigation into the crash revealed the pilots made two fatal mistakes. First, they entered the wrong airport code into the flight computer and veered 130 miles (209 kilometers) off course. And second, when the alert started to sound that they were getting too close to land at too fast a speed — it was a mountain — they pulled up, but forgot to release the speed breaks.

Had the pilots released those breaks, experts said they had a 95 percent chance of clearing the mountain and not crashing. It’s a perfect example of knowing what to do and not putting it into practice, says Ms. Ramirez-Johnson.

It’s a loss of situational awareness. And it can easily happen to business leaders and project leaders of every ilk. When people are busy trying to survive project to project, deadline to deadline, they won’t thrive, Ms. Ramirez-Johnson

The physical recovery of the ordeal included a prolonged stay in the intensive-care unit and weeks in bed, not moving, not eating. For a while, she was bitter and entered a “why me” tailspin (and let’s be honest, who wouldn’t?).

To pull herself up, Ms. Ramirez-Johnson says she started plotting the life she wanted to live with her second chance. “Even though I didn’t have control of what happened to me, I had 100 percent control of how I was going to move on,” she said.

Ms. Ramirez-Johnson made the choice to live with intention, to reset her perspective and to persevere. And she says project and program managers can — and should — do the same. "When we put projects on autopilot, we lose situational awareness and we don’t have the sense of what dangers are around the corner or what opportunities exist," Ms. Ramirez-Johnson said.

How are you using situational awareness in on your projects?

By Cyndee Miller

It’s probably the bracelets and the boots. But I long harbored a desire to be Wonder Woman. I had big plans for using her Lasso of Truth on my sister.
 
But conference keynoter Nicholas Epley came in with a reality check for me: “Of all the superpowers, reading minds is the only one you already have.”

It’s that innate human ability to understand what others think, feel, believe, want and know. And it’s what makes humans the most dominant species, he said.

But it's complicated. At best, the ability can help project professionals connect with their team. At worst, our egocentrism, stereotyping and behaviorism can spark misunderstanding or even conflict.

“There’s only one mind that you’re engaged with all the time: your own,” said Mr. Epley. “We tend to oversimplify other peoples minds.”

Body language tends to be another culprit of missed connections, says Mr. Epley — and this after I’ve spent years covering it as it as a way to get ahead in business. “The problem with body language is that we misread it,” he says.

To really understand someone, you have to really get inside their head, Mr. Epley offered a few tips:

1. Be wary of gimmicks. Facial expressions and body language can mislead — and there’s no proof that training can improve a person’s ability to read it.
2. Cut the confidence in half. Approach people with humility.
3. Be painfully clear when you communicate. Ask direct questions, listen carefully, reiterate clearly and ask for confirmation.

Do you experience misunderstandings with your teams? Do you think Mr. Epley’s approach could help? 

by Cyndee Miller

This year’s PMI Project of the Year sounds like the plot of some Tom Cruise movie: Deadly nuclear waste starts to leak into the outer shell of a storage tank at an underground storage facility in Washington, USA. A team is tasked with moving the 800,000 gallons (3 million liters) of deadly toxins to a stable tank — in just three years.

Except in real life, there was no Mr. Cruise to jump in and save the day. It was the Hanford AY-102 Recovery Project team that got the job done.

So when Roland Greenwell, PMP, stepped up to accept the Project of the Year award, he gave credit to his team.

“It was the workers who really invested in the vision and made it possible,” said Mr. Greenwell, single-shell tank retrieval manager at Washington River Protection Services.

It initially didn’t look great: The project was given just a 15 percent chance of success. But because of the team’s dedication to delivery on the project strategy, the project closed early and US$8.3 million under budget.

The Hanford AY-102 team members weren’t the only difference makers. The other finalists had extreme circumstances of their own to contend with:

Gahcho Kué Project, Calgary, Alberta, Canada

The Gahcho Kué diamond mine sits deep in the Canadian artic, in the middle of nowhere. Building the mine required shuttling materials over a treacherous ice road that only exists for two months of the year. Missing it would have meant massive delays to the project. But in the end, the team prevailed, closing the project two months early. The payoff? In 2016, the mine exceeded its carat production by 60 percent.

University Link Light Rail Extension, Seattle, Washington, USA

Traffic around Seattle is the fourth-worst in the United States. Commuters clearly needed another option. So the city decided to build a light-rail link between downtown and the University of Washington. Despite underground obstacles and stakeholder concerns that threatened to throw the project off track, the team delivered the line extension US$200 million under budget. And because the project closed early, service began six months earlier than scheduled.

For more on the 2017 Project of the Year winner and finalists, look for in-depth feature stories in upcoming issues of PM Network and check out video case studies on PMI’s YouTube channel.