Building Team Synergy and Resilience
Categories:
Agile,
Benefits Realization,
Best Practices,
Career Help,
Change Management,
Complexity,
digital transformation,
Facilitation,
Human Aspects of PM,
Human Resources,
Innovation,
Leadership,
Lessons Learned,
Mentoring,
PMOs,
Portfolio Management,
Program Management,
Roundtable,
Stakeholder,
Strategy,
Talent Management,
Teams
Categories: Agile, Benefits Realization, Best Practices, Career Help, Change Management, Complexity, digital transformation, Facilitation, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, PMOs, Portfolio Management, Program Management, Roundtable, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, PhD As the pandemic stretches on, work-from-home programs continue to keep teams working virtually. During this time, we have performed courageously to deliver our strategic and business outcomes. Here I will share a select review of advice from industry experts as they explore how to build a post-pandemic response strategy. According to McKinsey (2022), organizations have pivoted to deliver sustainable and inclusive growth toward building a better world. And Harvard Business Review (2020) notes that all types of companies have navigated the pandemic by pivoting their business models in the short term to survive—becoming more resilient in the long term. Yet not all pivots generated an improved business outcome. Three trends in particular can help ensure a successful pivot:
PWC’s Global Crisis Survey identified three key lessons that businesses can adopt for long-term resilience:
An opportunity, therefore, exists to consider how to prepare your team’s competence in driving synergy and resilience in order to lead post-pandemic growth strategies—and simultaneously pivot from those same strategies. Here is a shortlist of what leaders can do to prepare for a post-pandemic recovery and support an organization:
In the end, the teams that are ready to execute and can pivot as necessary will be ready for the post-pandemic competitive environment. Let me know if you have uncovered additional successful strategies—or any pitfalls to avoid—in building team synergy and resilience. References |
AI To Disrupt Project Management
Categories:
Career Help,
Change Management,
Cloud Computing,
Complexity,
digital transformation,
Education and Training,
Ethics,
Facilitation,
Generational PM,
Human Aspects of PM,
Human Resources,
Innovation,
IT,
Leadership,
Leadership,
Nontraditional Project Management,
PMOs,
Portfolio Management,
Program Management,
Stakeholder,
Strategy,
Talent Management,
Teams,
Tools
Categories: Career Help, Change Management, Cloud Computing, Complexity, digital transformation, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, IT, Leadership, Leadership, Nontraditional Project Management, PMOs, Portfolio Management, Program Management, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis, PhD Technology has demonstrated tremendous benefits and efficiencies (many of them unstated) over time. The technology lifecyle enhancements that started with our initial computers, software programs and the internet of the past have given way to the modern-day cloud, Big Data and artificial intelligence. Throughout this maturing landscape, technology has affected all industries—especially how we collaborate. According to Peng (2021), here are some key impacts to consider:
Project management has benefitted from the overall technology lifecycle, either by implementing aspects of it or by being a user of its collaboration outputs. Yet project managers are at the doorstep of being part of the next wave of AI disruption. What a PM organization must consider is the methods and concepts used in managing past programs and become proactive in shifting to an AI-enabled PM organization. There is no doubt that the role of PMs and our methodology will be augmented with AI-enabled assistance. PwC identified five areas of AI disruption and decision making in project management:
To prepare for these changes, project managers should:
In order for these changes to emerge, there are a few considerations that may hold one back from the changes—such as organizational readiness, employee skills assessments, and the state of technical tools. PwC outlines a change approach to assist in the transition that relies on updating project management strategy, leveraging technology investments, integrating digital and AI, and a comprehensive communication plan to generate awareness through adoption by the future project management workforce. What other approaches have you used—or should be considered—to manage AI disruption in project management? Reference: |
Do You Miss the “Old Way” of Communicating?
Categories:
Communication,
Complexity,
Facilitation,
Leadership,
Lessons Learned,
Project Delivery,
Teams
Categories: Communication, Complexity, Facilitation, Leadership, Lessons Learned, Project Delivery, Teams
By Conrado Morlan In project management, communication is a core competency that significantly impacts the outcome of a project. Most likely, you have worked hard to master your communication skills. Then all of the sudden, the way we communicate changed. The style had to adapt, evolve and amplify with the support of technology during the pandemic. We were accustomed to more traditional ways of communicating, such as in-person meetings (with groups, or one-on-one with stakeholders), spontaneous conversations around the office, and conference calls, among others. But most of these methods were totally erased when, by necessity, we started to work remotely. In a matter of weeks, we had to close the communication gap by learning on the fly how to use new technology tools featuring virtual rooms with a mosaic of participants, featuring screen sharing, tool chat, or instant messaging (IM). We faced the challenge of having to define new rules of communication and common ground (like having cameras on or off during the meeting, and muting your microphone if you aren’t talking). In just a few months, we adjusted to a new way of communication: online calls instead of phone calls; recorded online meetings with automatic transcripts instead of handwritten meeting minutes typed out afterward; more IM communication instead of email communication. For many project managers who are still remote, this continues to work well; for others who have returned to the office, they are starting to readapt to (or are missing) the “old way of communication.” Readapting to the “way things were” won’t be an easy task. Many people have lost that sense of personal interaction, and it is becoming more difficult to bring several people together at the same time in a meeting room to discuss the project. People’s preferences have also changed, and many prefer a virtual meeting as they think that there will be no difference to a meeting’s outcome if the meeting is in-person or virtual. Perhaps the outcome of the meeting will be no different, but what about in-person human interaction—a key element for communication? Reading non-verbal cues is becoming more difficult, a valuable element that will confirm if a “yes” is truly a yes or instead a “maybe.” As a project manager, what has been your biggest challenge in adopting and adapting the “new way of communication” in your projects? After a recent project progress meeting with my team, one of the senior members and I discussed the face-to-face communication challenges we have with other members. We concurred that when the person receiving the information has low retention, it results in false assumptions and a misunderstanding on the topic of discussion. Why is this happening? If the person receiving information confirms that everything is clear, why do we still have communication issues in projects? Usually, it's because taking notes in a meeting is going away, as many team members wait for a meeting recap that summarizes their action items. In face-to-face communication, we spend most of the time listening—and apparently, we're not good at it. We filter what we want to hear, and that may result in a broken message. That senior member of my team is part of the silent generation. He mastered his listening skills in an environment without all of the ways to "replay" conversations that we use today. In addition, he mentioned that the communication environment before was "less polluted" than today, where we are bombarded with things that affect our ability to pay attention. I asked the senior team member what the key elements of good listening skills are, based on his experience. He recommended:
What are the face-to-face communication challenges you have experienced with your team? Do your team members pay attention when you speak? What advantages and disadvantages do virtual meetings have? |
Plan for the Velocity of Change to Keep Increasing!
Categories:
Agile,
Best Practices,
Career Help,
Change Management,
Complexity,
Facilitation,
Generational PM,
Human Aspects of PM,
Human Resources,
Innovation,
Innovation,
IT,
Leadership,
Leadership,
Lessons Learned,
Portfolio Management,
Program Management,
Project Planning,
ROI,
Stakeholder,
Strategy,
Talent Management,
Teams
Categories: Agile, Best Practices, Career Help, Change Management, Complexity, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Innovation, IT, Leadership, Leadership, Lessons Learned, Portfolio Management, Program Management, Project Planning, ROI, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, Ph.D., M.B.A. Today, developments in emerging technology, business processes and digital experiences are accelerating larger transformation initiatives. Moore’s Law means that we have access to exponentially better computing capabilities. Growth is further fueled by technologies such as supercomputers, artificial intelligence, natural language processing, Internet of Things (IoT) and more across industries. Emerging Tech Business Process Maturity According to market research group IMARC, automation and the IoT are driving growth in business process management (BPM); the BPM market is expected to grow at a 10 percent compound annual growth rate between 2020 and 2025. Customer Experience Customer experience is redefining business processes and digitizing the consumption model to increase brand equity. Gartner reports that among marketing leaders who are responsible for customer experience, 81 percent say their companies will largely compete on customer experience in two years. However, only 22 percent have developed experiences that exceed customer expectations. Economic Forces The Way Forward I’ve developed a few guidelines to help navigate this change:
Change is now inherent and pervasive in the annual planning process for organizations. Given that, I like to ask: What is the plan to prepare staff and colleagues to compete in this hyper-transformation age? What observations have you made to keep up with this new era’s velocity of change? |
The Project Initiatives That Influenced My Career
By Peter Tarhanidis, PhD I’ve been fortunate to have a career that constantly challenges me and my team to apply new approaches to achieve an organization’s mission. I believe that adapting these contemporary management practices and innovative operating models has helped me become the project leader I am today. Below are select project initiatives that have helped me develop my skills:
What themes have you identified in your career? How have you broadened your range? |