Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
The Role of Executives in a Lessons Learned Session
| In a lessons learned or project review session, your attendees will usually provide feedback freely. Hopefully, they know the purpose of these sessions and their roles in it. But what about when your sponsor or upper management is present? What are their roles? Rather than shelter upper management from lessons learned, consider their value in these sessions. Don't have upper management viewed as attendees who just want to hear the rehash of problems that the team doesn't want to relive anyway. Nor should you have upper management included to be a part of the blame game. Ask your sponsor and upper management to be open minded and supportive advocates in receiving feedback toward improvement. Here are three ways to get upper management to engage: Talk: You, the project manager, must engage upper management in the discussion. Review the timeline and other milestones that took place on the project. Upper management could talk about how the goals of the project and the team's successes intertwined with the strategic goals of the company. The team would appreciate this perspective on the significance of their activities. Listen: While some discussion points may not be pleasant for upper management to hear, their presence assures a level of impartiality to the team. Knowing someone from "up top" is listening reinforces the team's drive to be a part of a high-performing group. Getting to more favorable end results in future projects would become even more desirable for the team. Share: Have your sponsor share comments about the purpose of the project and its greater use to the organization, the end users and the community. Have them elaborate on processes. Ensure early on that they recognize processes mentioned in the discussion that could be rewritten or are no longer necessary. This sharing will foster bonding with the team. How do you involve your sponsors and upper management in lessons learned sessions? |
The Strategic Role of Project Management
Categories:
PMI Pulse of the Profession
Categories: PMI Pulse of the Profession
| I have a bit of resentment for organizations that view the role of a project manager as that of a 'traffic cop.' That is, as someone who simply ensures that requirements are documented, meetings facilitated, conference call numbers set up and everyone has their assignments in on time. To be sure, these are all important facets of a project. But I believe that any qualified project manager should be performing these actions as a reflex. In other words, this is not the primary role of a project manager but simply the basic administrative tasks of a much bigger role. That's why I was pleased to see the results of PMI's 2012 Pulse of the Profession report. Among many interesting findings, this observation hit home: Research conducted with senior project management leaders on PMI's Global Executive Council found that the most important skill for managing today's complex projects and programs is the ability to align the team to the vision of the project and design the project's organizational structure to align people and project objectives. This is the key to the future growth and a value-add of project management in today's organizations. If your company is not positioning project managers to help define, communicate and drive the strategic vision and goals of the projects project managers are responsible for, it is under-utilizing their resources. Project managers should not view themselves as simply the administrative support team for a group of subject matter experts and executives. They should take ownership of the overall success of the projects they run. This goes well beyond meeting the key performance indicators that have been set out for them. It also includes recognizing and providing the strategic value of the project to the organization. Beyond understanding the fundamentals of project management as laid out by A Guide to the Project Management Body of Knowledge (PMBOK® Guide), you should also take the initiative to know your business and the industry in which you work. This way, you not only recognize the obvious success indicators but also the more subtle success factors -- and risks -- of the decisions you and your team make. Take heart, Project Managers. It appears our true value-add is finally starting to be recognized. But also take heed: You must up your game to ensure you remain valuable in today's project management field. How can project managers help align projects to organizational goals? To discuss Pulse of the Profession on Twitter, please use #pmipulse. See more on the Pulse of the Profession. |
Selecting a Protégé From Your Project Team
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It is always good to groom talent internally to fill vacant positions in the company. It saves cost, effort and time -- all the important aspects of a successful project. I like to think of grooming a project team member as another project. To ensure that 'project' is successful, a project manager should look for possible candidates that match certain characteristics. In my opinion, the following are among the characteristics a manager should look for in potential project managers (in no particular order): 1. Friendliness A project manager must be able to communicate effectively. Friendliness is a good trait to have because more often than not, a friendly person is able to get information from the least communicative person. 2. Willingness to learn Learning happens all the time in managing projects. Even the most seasoned project managers still learn something new from each new project. 3. Vision A project manager must be focused in seeing a project through until it is completed -- or halted. He or she must have a clear vision to be able to steer the project team to fulfill the project goals. 4. Organized And this doesn't mean the project manager's workstation. The information that the project manager shares must be organized and structured to ensure clarity and understanding to the recipients. 5. Diplomatic In a project, conflicts will arise -- even from something as minor as a missing network cable, for example. A project manager must be able to act objectively, as a mediator and be able see the whole picture. 6. Firm When making decisions or providing direction, a project manager needs to be firm. Not every decision will be popular. Resistance may occur, but the project manager must stick to her or his ground. This, by no means, is an exhaustive list of characteristics that a project management protégé must have. But I do believe these are the fundamental criteria that a project manager should possess to be effective and successful. What criteria do you look for in a project team member when grooming him or her to be a project manager? What other characteristics do you feel are important for someone who wants to be a project manager? |
Create a Project Plan to Reach Success
| In project management, if basic technical knowledge is lacking, or the basics are ignored or underestimated, a project's success is not guaranteed. On the contrary, mastering the project management basics is a prerequisite for project success. PMI's 2012 Pulse of the Profession revealed that organizations that use basic, standardized project management practices have a 71 percent success rate, compared to the average success rate of 64 percent. One of these basic pillar practices is taking the time to create a realistic implementation plan. But how do we build a comprehensive, yet realistic project implementation plan? Here are a few tips: 1. Start the project plan while keeping the final objective in focus. Write down and highlight why the project is being conducted and what the project objectives are. 2. Make sure that the project's requirements and overall project scope are clearly captured, along with the project deliverables and the given constraints. 3. Implement a well-defined change management process, agreed upon by all stakeholders. The Pulse report revealed that of the projects that used change management, 71 percent were successful. 4. Document the estimated project costs, the funding approach, how the actual costs will be monitored and how cost deviations will be handled. 5. Plan how project communication will be managed. Who are the project stakeholders? What are their project roles and responsibilities and how can they influence the project? 6. Do not underestimate the risks the project can encounter. The Pulse also showed that 72 percent of successful projects used risk management. Assess and document risks throughout the project and plan for mitigation and contingency approaches. What role does project management basics and the project plan play on your projects? To discuss Pulse of the Profession on Twitter, please use #pmipulse. See more on the Pulse of the Profession. |
Organizational Views of Agile Maturity
Categories:
Agile
Categories: Agile
| The desire for organizational agility is on the rise, according to PMI's 2012 Pulse of the Profession. The survey found that more than 25 percent of respondents now use agile project techniques frequently, and that number is likely to keep moving up. The survey also found that in successful organizations, 68 percent of projects meeting original goals and business intent often used agile project management. But how does agile apply not just to teams but to organizations as a whole? When an agile adoption is new, the focus is on training. When teams have been trained, shift your emphasis to fostering a community of agile practice in your organization. As agile matures, the metrics will expand beyond how many people use agile. The metrics will start to verify that agile benefits are beginning to be realized. These tips can help an organization assess the strengths and deficiencies of its agile teams: 1. Instead of asking about one team's remaining work at the end of an iteration, look at the amount for unfinished work for all teams in your organization. This can tell you who needs more coaching. Graph the remaining work for each team every two weeks, for example. Can you see which teams need more help? Can you find the average slope for both successful and unsuccessful iterations? Ideally, we start at 100 percent work planned on day one, reach 50 percent in the middle and have 0 percent left at the end of the iteration. 2. Determine if all of your project teams are adding requirements. This can tell you if you are implementing the letter of agile, but not the intent. Strong agile teams will capture some competitive advantage of timely requirements, but will control scope change to not lose focus. 3. Get a pulse on impediments and retrospective actions for all teams.This can tell you if teams are implementing continuous improvement and facing risks head on. Asking these questions at an organizational level may not be natural at first. But when encouraged, it can reveal a new perspective on which teams are actually leveraging agile as they mature on their path to adoption. What are your thoughts on organizational agility? To discuss Pulse of the Profession on Twitter, please use #pmipulse. See more on the Pulse of the Profession. |