Voices on Project Management

by Dave Wakeman

My editor asked me about a post I wrote 10 years ago, looking at how to build winning teams on the court and off.

“Let’s bring back March Madness!” he said.

I aim to please.

So, on the eve of the 2025 NCAA Final Fours for men and women, let’s go back to the locker room and see what coaches and project managers have in common when they build winning teams.

1. Establish a culture
I attended the University of Alabama, which I have discussed before. I’ve written often about my respect for football coach Nick Saban, and translated some lessons from his success into project management terms.

Now, Saban has retired. His culture was one of precision, hard work, and constant improvement. But that doesn’t mean Alabama doesn’t have coaches to respect and learn from. We have many.

Nate Oates is the men’s basketball coach, and Kalen DeBoer is the football coach. Both focus on establishing culture in their programs.

• For the basketball team, it is about being gritty. Coach Oates calls it “hardhat basketball.”
• Coach DeBoer has talked about having a “player-led” culture that he believes gives the team extra incentive to buy in.

The two approaches are different, but they teach us one important lesson: The best teams have an identity, something that provides a framework for how they approach their jobs.

This same idea applies to project teams. Projects often deal with turbulence, change and adversity, just like on the court or the field.

2. Handle change, adapt quickly
Going back to Alabama. When I was in school, making the Sweet Sixteen was a huge victory. Last season, Alabama made its first Final Four. This year, we’ve been in the Top 10 all year.

Besides bragging, one thing I’ve learned is that the NCAA tournament is about adjustments and being able to react quickly. How do I mean?

Because of the compressed nature of the tournament, if you make a long run, you play games quickly. You might be selected on Sunday and have your first game on Thursday. Win and you have a day to prepare for a team you may not know anything about for the game on Saturday.

That pattern can repeat three times if you make the Final Four.

It happens even more when you factor in the conference tournaments that might make a team play three or four days in a row. Or even more: Last year, NC State was in danger of not making the NCAA tournament. It won five games in five days (!) at the ACC tournament, automatically qualifying for NCAAs. After just four days of rest, the team won four more games in the NCAA tournament and advanced to the Final Four before losing. (And if you have to play in the First Four, the schedule is even more compact.)

The lesson: You must adapt and change quickly.

That’s true for PMs as well.

A change order pops up.

You might lose access to resources.

A team member may be called away or get stretched in multiple directions.

On and on.

You must adapt and adjust to keep your project on track. Just like a team in the tournament.

3. Find a way
Teams that win the championship must find a way to win.

The only team I remember not having a close call at any point in the men’s tournament was the 2018 Villanova Wildcats. The closest games they played were two that they won by 12. (My wife doesn’t let me forget that season.)

Most teams that make a championship run face adversity. They must find a way to overcome challenges, injuries and other obstacles.

Project teams must find ways to complete jobs as well.

You may have a budget cut.

You may get a schedule change.

There are always change orders.

You might change team members during the project.

Who knows?

You work on enough projects; you see all kinds of crazy things happen. The key thing is that you find a way to bring the project home.

That’s what good teams do.

That’s what good project teams do.

Two questions for you in the comments:

1. Who are you cheering for at the men’s and women’s Final Four?
2. How do you make sure your team is ready to win?

By

Peter Tarhanidis, Ph.D.

Project management methodologies have evolved significantly over the years, with waterfall and agile emerging as two of the most prominent approaches. Each has its strengths and weaknesses, making them suitable for different types of projects and organizational needs.

• Waterfall is a linear, sequential approach to project management. It is characterized by distinct phases; each phase must be completed before the next begins with limited ability to revisit or revise previous stages. Waterfall is effective for projects with well-defined requirements and a clear path to completion, such as construction or manufacturing projects.
• Agile is an iterative, incremental approach designed to accommodate change and foster continuous improvement. It emphasizes collaboration, customer feedback, and small, manageable units of work called sprints. Agile is well-suited for projects where requirements are expected to evolve, such as software development or other innovative fields.

Surveys indicate:

• 51% of companies implement waterfall and 71% of companies utilize agile.
• PMI’s 2020 Pulse of the Profession® report Ahead of the Curve: Forging a Future-Focused Culture indicated that 11.4% of investment is wasted due to poor project performance.
• The Standish Group’s CHAOS report showed only a 31% project success rate.
• Harvard Business Review estimated a $3 trillion annual global financial loss, wasted resources, missed opportunities, and negative societal impacts due to project failures.

Given these statistics, you may ask which method is best for a given project. Many organizations find value in blending these methodologies to create a hybrid approach, leveraging the structured planning of waterfall and the flexibility of agile. This hybrid model can offer a balanced framework that enhances efficiency, adaptability, and customer satisfaction.

While waterfall's structured approach provides clear milestones and accountability, its rigidity can be a drawback in dynamic environments. Agile's flexibility and responsiveness to change make it ideal for such settings, but it can struggle with scope creep and lacks the clear, long-term planning of waterfall.

The hybrid approach seeks to combine the best of both worlds, providing a structured framework that remains flexible and adaptable. By relying on a competency and development framework, management can highlight the key components of hybrid—consistently applying best practices to mature success and project outcomes.

Key components of hybrid project management include:

1. Phase-based structure with iterative execution: Projects are divided into phases similar to waterfall, but within each phase, agile sprints are used to execute tasks. This allows for detailed planning and requirements gathering upfront, followed by iterative development and testing.
2. Defined milestones with flexible deliverables: Hybrid project management sets clear milestones to track progress and ensure alignment with overall goals. However, the deliverables within each milestone can be adjusted based on iterative feedback and changing requirements.
3. Customer collaboration and feedback loops: Regular interactions with customers and stakeholders are maintained to gather feedback and make necessary adjustments. This aligns with agile’s emphasis on customer collaboration and helps ensure the project remains on track to meet user needs.
4. Comprehensive documentation with adaptive planning: Initial project documentation and planning follow a waterfall approach to establish a clear roadmap. Throughout the project, adaptive planning is used to refine and update this documentation based on iterative insights and changes in scope.

Steps for implementing a hybrid model:

1. Assess project requirements and environment: Evaluate the project's nature and complexity, and the environment in which it will be executed. Projects with stable requirements and clear end goals may lean more toward waterfall, while those with uncertain or evolving requirements may benefit more from agile practices.
2. Define phases and iterations: Establish major project phases with clear objectives and timelines. Within these phases, implement agile sprints or iterations to manage work increments, allowing for continuous assessment and adjustment.
3. Foster collaboration and communication: Create a culture of open communication and collaboration among team members, stakeholders, and customers. Regular meetings, such as daily stand-ups and sprint reviews, can help maintain alignment and address issues promptly.
4. Balance documentation and flexibility: Ensure that initial project plans and requirements are well-documented but remain open to revising them as the project progresses. Use documentation as a living document that evolves with the project.
5. Monitor progress and adapt: Use waterfall’s milestone tracking to monitor overall progress, and agile’s sprint reviews to assess interim deliverables. Be prepared to adapt plans and strategies based on feedback and performance metrics.

The leadership required in hybrid project management has a blend of strategic oversight and adaptive facilitation to balance the structured rigor of waterfall with the dynamic responsiveness of agile. Effective leaders in this context must embody several key traits and skills to ensure project success:

1. Visionary thinking: Leaders must articulate to the team a clear vision of the project’s goals. They need to establish long-term objectives while accommodating short-term adjustments, maintaining alignment with overall project aims.
2. Flexibility and adaptability: Leaders must pivot between structured planning and iterative development. They must be comfortable with change and capable of guiding their team through unexpected challenges and shifts in project scope.
3. Strong communication skills: Open, transparent communication is essential. Leaders must facilitate continuous dialogue among team members, stakeholders and customers. Regular updates and feedback loops are crucial for maintaining alignment and addressing issues.
4. Collaborative mindset: Encouraging a culture of collaboration is vital. Leaders should promote teamwork, ensuring that all voices are heard and valued. This involves fostering an environment where team members feel empowered to contribute ideas and solutions.
5. Strategic decision-making: Effective hybrid project leaders must be adept at making informed decisions quickly, balancing the need for detailed planning with the flexibility to adapt plans based on real-time insights and feedback.
6. Risk management: Proactively identifying and mitigating risks through both structured risk assessment and iterative reviews is crucial. Leaders must be vigilant and responsive, adjusting strategies as necessary to keep the project on track.

By embodying these qualities, leaders can successfully navigate the complexities of hybrid project management, ensuring that projects are both well-organized and adaptable to change. The overall benefits of hybrid project management provide for:

1. Enhanced flexibility: Combining structured phases with iterative sprints allows for greater adaptability to changes in project scope, requirements and market conditions.
2. Improved stakeholder engagement: Regular feedback loops and collaborative practices ensure stakeholders are consistently involved and satisfied with the project’s direction.
3. Risk mitigation: The hybrid approach can identify and address risks earlier in the process through iterative reviews, reducing the likelihood of major issues arising late in the project.
4. Balanced planning and execution: It provides a comprehensive planning framework while maintaining the flexibility needed for creative problem-solving and innovation.

In conclusion, hybrid project management offers a robust framework that leverages the strengths of both waterfall and agile methodologies. By blending structured planning with iterative execution, organizations can achieve greater efficiency, adaptability, and customer satisfaction, making it a versatile approach for a wide range of projects.

Please share in the comments how your organization defined hybrid project approaches and any case studies that you would like to share.

References

1. PMI Pulse of the Profession®: Ahead of the Curve: Forging a Future-Focused Culture
2. The Standish Group: Benchmarks and Assessments
3. It’s Time to End the Battle Between Waterfall and Agile
4. Agile vs Waterfall: Which Approach Should You Choose for Your Project
5. Waterfall vs Agile Methodology: What’s Better for Your Project?

By Dave Wakeman

I caught myself listening to the 2Bobs podcast recently and the episode about the qualities of the best project managers. David C. Baker shared a list with his co-host, Blair Enns: 

1. Command authority naturally 

2. Quick sifting abilities 

3. Re-evaluate project priorities frequently 

4. Listen to stakeholders…really listen 

5. Predictable communication cadences 

6. Domain expertise in project management 

7. Consensus-building skills 

8. Informal networks 

9. Didn’t just happen into project management 

What do you think of the list? Let me know in the comments below. What do I think of the list? Let me share a few thoughts. 

First, the ability to get people’s attention and command authority to lead is key in any leadership position.  

This one rings true. For us, I’d also like to point out that being commanding doesn’t mean being loud or outgoing. It means having presence and having people believe you’ll get them where they are going.  

Second, sifting abilities and evaluation skills go together.  

I write about business acumen here regularly. David’s list items would fit the idea of business acumen because you need to be able to consume data quickly, organize it, and take action within the context of your environment.  

Third, being an effective communicator has been at the heart of this column for years. It is also the No. 1 reason I would put down if you asked me why project managers fail—they don’t do a good job of communicating up and down the chain of their project.  

To me, this goes to the idea of consensus building as well. If you aren’t a good communicator, you aren’t going to be able to build consensus because you are going to miss important points.  

Fourth, informal networks. I love this one because I’ve spent a long time building them. I have my newsletters, podcasts and community, all with people from a diverse section of industries, countries and backgrounds. I like to tell myself that this is one of the keys to my success.  

The key point that David and Blair were making is that the wider those informal networks, the broader your frame of reference for your experiences. Having a broader experience base is going to help you, no matter what experience you might have.  

Finally, project management as a practice and an area of expertise. I have found that some of the best project managers I’ve ever met wouldn’t necessarily call themselves by that title, but they’d agree that they get things done.  

But getting things done is a special skill—one that you don’t just happen into, and can’t really wing. You might develop it outside of the normal project management practices (I developed mine in marketing, nightclubs, and sports business), but the key idea is that you develop expertise in project management with the same attention to your craft that any other respected professional would (even if you don’t call yourself a project manager).  

Overall, I like David’s list. As a challenge to myself, I’m going to make next month’s post about my own list of attributes of “the best project managers.”  

I’ll also be curious to see what attributes you think the best project managers have. You can leave those in the comments section (I’ll even try and use your ideas in an upcoming piece).  

By Peter Tarhanidis, Ph.D.

In the ever-evolving landscape of corporate strategic planning, organizations face the perpetual dilemma of choosing between capital spending for growth—and optimizing operations for efficiency. Striking the right balance amidst economic trends and leveraging organizational strengths becomes paramount when navigating through strategic projects. Meeting shareholder and stakeholder needs, while aligning with the organization's mission, presents a constant challenge.

To anticipate potential initiatives, project managers must consider global macroeconomic conditions and CEO outlooks. A preliminary assessment based on the United Nations World Economic Situation and Prospects and OECD Economic Outlook reports for 2024 reveals a projected global economic growth slowdown from 2.7% to 2.4%. This trend suggests a delicate balance between slow growth and regional divergences. Key considerations include:

• Global inflation showing signs of easing from 5.7% to a projected 3.9%
• Slowed global investment trends due to uncertainties, debt burdens and interest rates
• Fading global trade growth attributed to shifting consumer expenditure, geopolitical tensions, supply chain troubles, pandemic effects and protectionist policies
• Notable regional examples include the United States expecting a GDP drop from 2.5% to 1.4%, China experiencing a modest slowdown from 5.3% to 4.7%, Europe and Japan projecting growth rates of 1.2%, and Africa's growth expected to slightly increase from 3.3% to 3.5%

Examining the corporate landscape, a survey of 167 CEOs in December 2023 indicated a confidence index of 6.3 out of 10 for the 2024 economy—the highest of the year. The CEO upsurge assumes inflation is under control, the Fed may not raise interest rates and instead reverse rates, setting up a new cycle of growth. Furthering the CEO agenda, McKinsey & Co. identified eight CEO 2024 priorities:

• Innovating with GEN AI to dominate the future
• Outcompeting with technology to drive value
• Driving energy transition for net zero, decarbonization, and scaling green businesses
• Cultivating institutional capability for competitive advantage
• Building out middle managers
• Positioning for success amidst geopolitical risks
• Developing growth strategies for continued outperformance
• Considering the broader macroeconomic wealth picture for identifying growth

As project managers, navigating the uncertainty of economic shifts necessitates staying vigilant. The year may bring variables and predictions that impact the execution probability of strategic projects. Shifting between growth plans and efficiency drivers demands different preparation. To stay prepared, consider the following:

• Regularly monitor global economic indicators and CEO outlooks
• Foster agility within the team to adapt to changing priorities
• Develop scenario plans that account for potential economic shifts
• Collaborate with key stakeholders to gather real-time insights
• Continuously reassess project priorities based on evolving economic conditions

In an environment of perpetual change, proactive monitoring, adaptability and strategic collaboration will be key to successfully steering projects through the dynamic economic landscape.

How else can you stay prepared as the demands shift on you and your team?

References

1. JP Morgan: Economic Trends
2. Economic outlook: A mild slowdown in 2024 and slightly improved growth in 2025
3. UN: World Economic Situation and Prospects 2024
4. McKinsey: What matters most? Eight CEO priorities for 2024
5. CEOs Gain Confidence About 2024 On Hopes Of Lower Rates

By Sree Rao, PMP, PgMP, PMI-ACP

We are almost at the end of 2023! As I take a moment to reflect on this wild ride of a year, here are three key lessons I learned that I wanted to share with you all.

1. Embrace change: Projects are like a box of chocolates…you never know which ones might get canceled.
As program managers, we are no strangers to change. Yet some types of changes are easier to deal with than others. 2023 has been a turbulent year for me with multiple project cancellations right before releasing them to production.

It was super demotivating. But as technology continues to evolve, customer needs shift and market trends change, it's essential to stay flexible and change course as strategy demands. If you ever have to deal with such a situation, rather than feeling demotivated you should embrace it as an opportunity for growth and learning. By doing so, you'll be better equipped to lead your team through the ups and downs.

One of my mentors gave this perspective, which has helped me immensely: “We get paid to do the work without promises that the features/projects will be released to production. So as long as you get paid and you are continuing to learn, do your best work and leave the rest.”

2. About pursuing your passion: Stop comparing yourself to others.
You might have heard this advice from several people: If you pursue your passion, your work will be more enjoyable. For the longest time, I have been beating myself up because I don’t have any passions (unless binge watching TV counts as a passion? :)). I personally do not find this advice to be practical, so I made peace with the realization that it is important to be content with myself rather than compare myself to others who are “pursuing their passion.”

What I realized is that we can pursue our interests in other ways and means instead of completely switching careers or trying to turn hobbies into a living. We can pursue our passions/interests in small ways like finding opportunities in the domain that we are interested in. As an example, if your hobby is photography and photo editing, perhaps you could continue being a program manager but find a job in a company that specializes in photo editing software like Adobe.

Find the domain or area that brings you joy—whether it's event management, innovation or team building—and find opportunities in that domain. When you enjoy what you do, everyone benefits—not just your own well-being, but also your program's success.

3. Attitude of gratitude: The secret ingredient to well-being, in both your professional and personal life!
Last but not least is cultivating an attitude of gratitude. Sure, there are always things that could have gone better (like projects not getting canceled), but be grateful for what we have.

As a program manager, we have the privilege of working with talented team members who contribute their skills and expertise to our projects. Rather than thinking “they are doing their job,” make it a point to express gratitude toward them regularly. A simple "thank you" or acknowledgement can go a long way in building positive relationships within your team
and fostering a supportive work environment. Additionally, practicing gratitude can help reduce stress and improve overall well-being.

By embracing these three lessons, you'll be better equipped to navigate the challenges of program management in 2024 and beyond. Remember, as a program manager, our role goes beyond managing projects; it's about leading people, fostering collaboration and driving impactful results.

As we bid farewell to another year, I want to express my heartfelt gratitude to each and every one of you for your thoughtful comments and engagement. (A special shoutout to our editor Cameron for inspiring me to write and for shaping my musings a better way). Wishing you all a blessed 2024!