Project Management

Voices on Project Management

by , , , , , , , , , , , , , , , , , ,
Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with--or even disagree with--leave a comment.

About this Blog


View Posts By:

Cameron McGaughy
Lynda Bourne
Kevin Korterud
Conrado Morlan
Peter Tarhanidis
Mario Trentim
Jen Skrabak
David Wakeman
Wanda Curlee
Christian Bisson
Ramiro Rodrigues
Soma Bhattacharya
Emily Luijbregts
Sree Rao
Yasmina Khelifi
Marat Oyvetsky
Lenka Pincot
Jorge Martin Valdes Garciatorres
cyndee miller

Past Contributors:

Rex Holmlin
Vivek Prakash
Dan Goldfischer
Linda Agyapong
Jim De Piante
Siti Hajar Abdul Hamid
Bernadine Douglas
Michael Hatfield
Deanna Landers
Kelley Hunsberger
Taralyn Frasqueri-Molina
Alfonso Bucero Torres
Marian Haus
Shobhna Raghupathy
Peter Taylor
Joanna Newman
Saira Karim
Jess Tayel
Lung-Hung Chou
Rebecca Braglio
Roberto Toledo
Geoff Mattie

Recent Posts

3 Agile Disconnects We Need to Address

What to Expect: Anticipating and Adapting to Dynamic Economic Trends

Governance Models: The Secret to Successful Agile Projects

3 Valuable PM Lessons I Learned in 2023

The 4 P’s of Successful Modern PMs


2020, Adult Development, Agile, Agile, Agile, agile, Agile management, Agile management, Agile;Community;Talent management, Artificial Intelligence, Backlog, Basics, Benefits Realization, Best Practices, BIM, Business Analysis, Business Analysis, Business Case, Business Transformation, Calculating Project Value, Canvas, Career Development, Career Development, Categories: Career Help, Change Management, Cloud Computing, Collaboration, Communication, Complexity, Conflict, Conflict Management, Consulting, Continuous Learning, Cost, COVID-19, Crises, Crisis Management, critical success factors, Cultural Awareness, Culture, Decision Making, Design Thinking, Digital Transformation, digital transformation, Digitalisation, Disruption, Diversity, Documentation, Earned Value Management, Education, EEWH, Enterprise Risk Management, Escalation management, Estimating, Ethics, execution, Expectations Management, Facilitation, feasibility studies, Future, Future of Project Management, Generational PM, Governance, Government, green building, Growth, Horizontal Development, Human Aspects of PM, Human Resources, Inclusion, Innovation, Intelligent Building, International, Internet of Things (IOT), Internet of Things (IoT), IOT, IT Project Management, IT Strategy, Knowledge, Leadership, lean construction, LEED, Lessons Learned, Lessons learned;Retrospective, Managing for Stakeholders, managing stakeholders as clients, Mentoring, Methodology, Metrics, Micromanagement, Microsoft Project PPM, Motivation, Negotiation, Neuroscience, neuroscience, New Practitioners, Nontraditional Project Management, OKR, Online Learning, opportunity, Organizational Project Management, Pandemic, People, People management, Planing, planning, PM & the Economy, PM History, PM Think About It, PMBOK Guide, PMI, PMI EMEA 2018, PMI EMEA Congress 2017, PMI EMEA Congress 2019, PMI Global Conference 2017, PMI Global Conference 2018, PMI Global Conference 2019, PMI Global Congress 2010 - North America, PMI Global Congress 2011 - EMEA, PMI Global Congress 2011 - North America, PMI Global Congress 2012 - EMEA, PMI Global Congress 2012 - North America, PMI Global Congress 2013 - EMEA, PMI Global Congress 2013 - North America, PMI Global Congress 2014 - EMEA, PMI Global Congress 2014 - North America, PMI GLobal Congress EMEA 2018, PMI PMO Symposium 2012, PMI PMO Symposium 2013, PMI PMO Symposium 2015, PMI PMO Symposium 2016, PMI PMO Symposium 2017, PMI PMO Symposium 2018, PMI Pulse of the Profession, PMO, pmo, PMO Project Management Office, portfolio, Portfolio Management, portfolio management, Portfolios (PPM), presentations, Priorities, Probability, Problem Structuring Methods, Process, Procurement, profess, Program Management, Programs (PMO), project, Project Delivery, Project Dependencies, Project Failure, project failure, Project Leadership, Project Management, project management, project management office, Project Planning, project planning, Project Requirements, Project Success, Ransomware, Reflections on the PM Life, Remote, Remote Work, Requirements Management, Research Conference 2010, Researching the Value of Project Management, Resiliency, Risk, Risk Management, Risk management, risk management, ROI, Roundtable, Salary Survey, Scheduling, Scope, Scrum, search, SelfLeadership, Servant Leadership, Sharing Knowledge, Social Responsibility, Sponsorship, Stakeholder, Stakeholder Management, stakeholder management, Strategy, swot, Talent Management, Talent Management Leadership SelfLeadership Collaboration Communication, Taskforce, Team Building, Teams, Teams in Agile, Teams in Agile, teamwork, Tech, Technical Debt, Technology, TED Talks, The Project Economy, Time, Timeline, Tools, tools, Transformation, transformation, Transition, Trust, Value, Vertical Development, Volunteering, Volunteering #Leadership #SelfLeadership, Volunteering Sharing Knowledge Leadership SelfLeadership Collaboration Trust, VUCA, Women in PM, Women in Project Management


The Unsung Hero of a Mega Transformation

by Cyndee Miller


The “T” word is getting thrown around a lot. So I might have been skeptical walking into Anthony Gayter’s symposium keynote on a “real-world transformation.”

Once he started laying out the details, it was clear this was the real deal.

It all started when HP went on an acquisition extravaganza, gobbling up 60 companies from 2002 to 2015. All that wheeling and dealing made HP one of the biggest conglomerates in the world.

“Then reality hit,” said Anthony Gayter, vice president, enterprise services, global transformation service, DXC Technology, a division of HP. “We were behind the times.”

In 2015, HP made the strategic decision to split the company in two —and then eight months into the split, they decided to cut the company into several more parts. “We had three splits and two mergers going on top of normal day-to-day work.”

The transformation was not just complex, it was happening on an epic scale: The team had 4,300 project milestones — and only 10 months to complete the initiative. “We were putting everything on the line,” said Mr. Gayter.

Where did the organization turn to for support to seamlessly separate the entities? “Project management is the unsung hero.”

Throughout it all, the meetings and endless milestone mapping, the project management team led the charge. And execs took notice, maybe not in overt proclamations, but in one very powerful way.

“Any companies that are merging, one reason is to cut costs,” Mr. Gayter said. “Project management has been kept whole.

While more than 40 percent of vice presidents have exited — no project managers have been fired. Instead, the organization hired more and continues to invest in project management training, certifications and development. “It was a recognition of their skillset and capability,” Mr. Gayter said.

But after playing such a powerful part in the transformation, the pressure is on. “It’s a double-edge sword. The expectation is that perfection is the standard now.”

Is project management an “unsung hero” at your company? Or does it get the credit it deserves?

Posted by cyndee miller on: November 09, 2017 02:37 PM | Permalink | Comments (8)

How Project Professionals Will Shape the Future PMO

Executives need the project management office (PMO), according to speakers at the PMI® PMO Symposium. It's the primary enabler of change -- a powerful force in today's constantly shifting marketplace, said Terry Doerscher of BOT International, the featured speaker on Tuesday night. 

As a result, he argued that PMOs of the future would include all aspects of the business, not just projects and programs. 

And that could mean a whole new career path for project professionals with the right skills. "It's not a huge leap to go from a portfolio project manager to an executive project manager," he said.

But it's up to PMO leaders to take action to fulfill their vision.

"The best way to predict your future is to create it," said Greg Miller, vice president of the PMO at CareFirst Blue Cross Blue Shield, during a panel discussion on the strategic PMO.

Mark A. Langley, PMI president and CEO, moderated the panel, which also included Human Systems International Limited's Terry Cooke-Davies, PhD, and Microsoft's Bill Dow. 

Dr. Cooke-Davies asked attendees to remember that portfolio management is about aligning project and program costs with business value, and program management is about delivering strategy. When organizations forget those roles, though, PMOs become nothing but process police.

Mr. Miller outlined what PMOs need to show executives to be viewed as a strategic player:

  • The CEO wants to know the strategic plan.
  • The CFO wants transparency and the value proposition.
  • The CIO wants to know the IT spend on business needs.

Between the panel discussion and the featured speaker, attendees networked with peers and participated in breakout sessions.

At one of those sessions, Jim Furfari, PMP, of Colorado Springs Utilities, led a discussion on how to prioritize projects. At his organization, the process begins by checking the availability of resources. This prompted lively discussion, as many attendees suggested the availability of funds was a more appropriate place to start. "It makes no sense to prioritize projects that you don't have the resources to do," he explained.

In another breakout session, Joseph Sopko of Siemens, co-author of The Guide to Lean Enablers for Managing Engineering Programs, said lean principles make "good sense, but they're not common." These principles are often lost in complicated processes and with a "we've always done it this way" attitude.

Among the best lean practices he outlined were defining value to the program stakeholder and making imperfections visible while pursuing perfection at the same time.

Posted by cyndee miller on: November 16, 2012 06:21 PM | Permalink | Comments (1)

Uncertainty Calls for Agility, Courage, Strategy — and Some Fun, Say Experts at the PMI® PMO Symposium

Extraordinary, unprecedented change in the business world requires bold new thinking -- with project management offices (PMOs) helping lead the charge, according to opening day speakers at the PMI® PMO Symposium 2012 in Las Vegas, Nevada, USA.

High uncertainty and constant change is the new normal -- and it's here to stay, declared featured speaker Roch Parayre, PhD, teaching fellow at the Wharton School of the University of Pennsylvania. "We live in a world of high uncertainty."

Yet organizations still plan for the predictable -- and then are unprepared for what actually unfolds. Instead, organizations should stick with their core, but always have a "portfolio of micro-investments bubbling away on the back burner so you're ready for changes," he said.

Procter & Gamble, for example, may try out a new scent, but it won't roll it out to its megabrands until it's been proven on its secondary lines.

"Strategy is about balancing commitment with flexibility," said Dr. Parayre.

That delicate balance may require some painful decisions, however. PMOs must be willing to act like venture capitalists, absolutely ruthless about quickly getting rid of projects before they invest too much. "Our inability to kill things is probably the number-one barrier to adapting to change," he said. "Every organization should have a VP of killing stuff."

Dr. Parayre pointed to 3M, which actually honors its failed projects at a ceremony, with winners based on how much learning came from the failure.

For truly breakthrough projects and programs, organizations must have the "courage to try risky concepts" backed by a belief they will succeed, said keynote speaker Burt Rutan.

A pioneering force at Virgin Galactic, Mr. Rutan is also the man behind the legendary Voyager, the first aircraft to circle the globe nonstop without refueling, and SpaceshipOne, the world's first privately funded spacecraft.

Yet just pouring funding into a program doesn't ensure innovation. Teams must know that "confidence in nonsense is allowed" -- that they can try things that may not work.
Mr. Rutan also suggested:

  • Set a really difficult goal. "Half the people should think it's impossible."
  • Let the innovator decide what risks to take
  • Leave teams alone and let them have fun
  • Reward achievement of the goal
Innovation also requires inspiration. Mr. Rutan credits the courage of visionaries he was exposed to while growing up for pushing him toward new ways of thinking.

"It's not enough for kids to look forward to an iPhone with new features," he said. "We need to look forward to real adventure and real discovery."

And even in an understandably risk-averse business climate, Mr. Rutan said organizations can't just issue "flowery words" about innovation. "They won't have breakthroughs unless they're willing to take in-your-face risks," he said.

Organizations must be able to respond to market shifts -- and PMOs can be the enablers of that organizational agility, said opening speaker Mark A. Langley, PMI president and CEO.

"All strategic change happens through projects and programs," he said.

Yet despite wider adoption of PMOs, CEOs remain confused about projects and programs. PMO leaders must speak the language of business; instead of focusing on the activity, talk about the outcome.

Mr. Langley also called for new thinking on talent. There will be an average of 1.2 million project management positions open annually through 2016, according to the Anderson Economic Group. The result is a massive talent gap that will demand different approaches to talent management. And that should include a willingness to build the next generation of business leaders from the project portfolio management space.

Mr. Langley also announced a new seminal research project on PMOs, with the results to be revealed at next year's symposium.
Posted by cyndee miller on: November 14, 2012 05:25 PM | Permalink | Comments (1)

"If you must play, decide on three things at the start: the rules of the game, the stakes and the quitting time."

- Chinese Proverb