5 Strategies Equipping 2025 PM Success
Categories:
People management,
Growth,
Lessons learned;Retrospective,
transformation,
Inclusion,
VUCA,
Vertical Development,
Cultural Awareness,
Human Aspects of PM,
Mentoring,
Mentoring,
Mentoring,
Mentoring,
Human Resources,
Mentoring,
managing stakeholders as clients,
critical success factors,
Managing for Stakeholders,
execution,
Negotiation,
Expectations Management,
Culture,
Digital Transformation,
opportunity,
Transformation,
Neuroscience,
Knowledge,
Motivation,
Trust,
Disruption,
Future,
Design Thinking,
Innovation,
Leadership,
Lessons Learned,
Decision Making,
Digital Project Management,
Ethics,
Global Diversity,
International Development,
Organizational Project Management,
New Practitioners,
Organizational Culture
Categories: People management, Growth, Lessons learned;Retrospective, transformation, Inclusion, VUCA, Vertical Development, Cultural Awareness, Human Aspects of PM, Mentoring, Mentoring, Mentoring, Mentoring, Human Resources, Mentoring, managing stakeholders as clients, critical success factors, Managing for Stakeholders, execution, Negotiation, Expectations Management, Culture, Digital Transformation, opportunity, Transformation, Neuroscience, Knowledge, Motivation, Trust, Disruption, Future, Design Thinking, Innovation, Leadership, Lessons Learned, Decision Making, Digital Project Management, Ethics, Global Diversity, International Development, Organizational Project Management, New Practitioners, Organizational Culture
By Peter Tarhanidis, Ph.D. Many leaders accept failure as part of their learning to enhance their future and mature outcomes. At the beginning of a new year, we must reflect on the past year’s successes and failures. Reflecting on project failures in 2024 offers leaders valuable insights to foster success in 2025. Understanding these challenges, supported by data and examples, is crucial for leaders aiming to enhance project outcomes in 2025. Here are some notable quotes and perspectives on failure and resilience:
Leaders should reflect on 2024 project failures with a focus on identifying root causes, assessing systemic issues, and implementing actionable lessons. Below are examples of challenges organizations and leaders faced or continue to struggle with:
2025 Strategies to Ensure Success
By addressing these challenges with targeted strategies, leaders can build project maturity and drive more successful outcomes in 2025. What project challenges did you have in 2024, and what actions will you take to ensure success in 2025?
References
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Do You Ask Too Many Questions to Your Team as a Project Manager?
By Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP Questions can help move your project forward and solve issues. Sometimes, questions allow you to discover common ground or interest that will strengthen work relationships. But we need to be mindful with them. I’ve recently thought about some of my experiences as a project manager. I’ve contributed to different teams, and I’ve led other teams. In both instances, I have the same doubt: Do I ask too many questions of them? I want to share some things I’ve learned about this over the years. If you’ve ever faced the same concern, keep these tips in mind. 1. Explain what motivates you to ask questions. You need to understand what motivates you to ask questions. Is it out of curiosity? Is it a way to build rapport with your teams? Is it because you anticipate questions other stakeholders will ask you? Is it part of your routine to check in with the team? Is it to solve a problem?
Each of these reasons is valid, but you need to explain it to the team. 2. Keep the answers. In the rush, you may ask a question and get the needed answer—and then not document it. Then, one week later, you ask the same question. That can be interpreted as a lack of interest. If you have the answers, document them. In uncertain environments, the same question can result in a different answer because some elements have changed. So you can say something like this: “I remember you told me that feature was going to be delivered Week X. Is that still the case?” You will show that you listened properly to the answer. If you don’t remember it, be honest about that. And even if you explain your reasons for asking questions to your team members, don’t expect everyone to react similarly. 3. Observe behaviors and tailor your reaction. There are many reasons you might face difficulty with a line of questioning:
On the other spectrum, some team members will view it as a lack of interest if you don’t ask them questions about their work. Don’t neglect the intercultural aspect, and the power dynamic you are in. Responses will also depend on the number of questions you ask. Do you ask open or closed-ended questions? If each meeting comes across like a police interrogation, it will be unpleasant for team members. And if you ask questions, do you allow people to ask them in return? You should allow some time for this, as they may be curious about what you’re doing. I once contributed to a project where I had many questions. I would have loved to ask the project manager, but I didn’t dare. To help make them feel more at ease, you can end your questions with an invitation: “Do you have any questions you’d like to ask me?” And be careful that no question you ask comes across as hurtful. Even if a question is asked with good intent, it can still come across the wrong way (“That was with good intent” isn’t an excuse). Be careful with your words and tone. What kind of experiences have you had with questions (on both sides)?
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Who Is Your Backup PM?
Kevin Korterud Life is full of surprises…they always seem to show up unexpectedly. As project managers, we rely on our PMI certification training—as well as our experiences—to both detect and mitigate the effects from surprises, such as missed milestones, new regulatory requirements and quality issues. But what happens when the surprise turns out to be a short-term outage of the project manager? This can come about for a variety of reasons, including family, health and other personal matters. A recent health issue that took me away from a project for a few weeks got me thinking about how to address this special type of surprise. In my early career days on projects, the short-term loss of a project manager meant the project was typically put on hold until the PM returned. In today’s complex, high-speed technology delivery environment, stopping a project is less viable due to market needs, dependencies, specialized domain knowledge, engaged suppliers and many other factors. So, in addition to all of the usual risk factors, one has to consider a risk mitigation plan for the project manager should a surprise occur (this plan also applies to other key roles such as the delivery, test and PMO leads). Let’s look at a few questions to help you prepare for surprises when they occur to the PM role:
1. Who could be a backup PM? The process of finding a backup project manager usually falls into two categories: easy…and not so easy. If there are project track leads with prior PM experience, rank order them as to the size and complexity of the prior projects they have managed. Discuss the project(s) with them and create a plan for the areas that you look to build out as part of their duties in being a backup. If nobody on your project has any prior PM experience, another option could be to consider an existing program management office lead. With today’s complex program office operations, it’s common to have program management office leaders with prior project management experience. They could assist as a backup PM.
2. When should you have a backup PM? As one never knows when surprises will occur, the best time to identify a backup project manager is during mobilization of the project. By having a person identified early in the project life cycle, it better positions the backup PM to be successful should a surprise occur. If it’s not possible to identify and develop a backup at the start of a project, consider an approach that takes advantage of the upcoming or current phase of the project. For example, if the project is headed into the design phase, consider your functional lead as a potential backup. Just be cognizant of the additional burden the backup PM role places on an existing team member; consider additional program office resources to help with the execution of project operational processes.
3. How do you make someone a backup PM? After selecting a backup, create a list of topics to educate them in the many facets of the project. This can start with operational topics such as risk/issue reporting, status report and work planning, and cross-training. From there, they can start to be immersed in domain-related topics with the project (e.g., how does a month-end financial close work?). The domain-related topics may require some specialized training if they have not been exposed to them before. Keep in mind that the backup PM still has their core project duties to execute, so they should not be overburdened with immersion activities. Keep the window for these activities to a few hours each week, and continue them through the life of the project. It is also helpful to bring the backup PM along to attend key project meetings to make them aware—as well as to make other project team members aware of their provisional role in the event of the unexpected.
The days of having a project being placed on hold due to the short-term loss of a project manager are long behind us. In particular, with the highly integrated technology project ecosystem that exists today, the stoppage of one project can impact several others—thus affecting the overall progress of a company portfolio. Knowing who your backup project manager is offers a mitigation path when surprises occur. In addition, it’s also an essential form of career building by exposing the backup PM to the next level of delivery stewardship. How have you selected and groomed a backup project manager for your delivery efforts? |
3 Tips to Take the Next Step in Your Project Leader Career
By Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP Since the start of the pandemic, changes in our ways of working, our ways of interacting, and with new technologies have accelerated. It's hard to keep up, and sometimes you plan to upskill—but you can’t find the time. Keep these three things in mind as you navigate our new normal: 1. Talk with people In addition, you can expand your network easily by reaching out and connecting with people after you take part in webinars or face-to-face events, or when you listen to a podcast you liked. I also like to schedule informational interviews with people. The aim is to gather information about an industry, a role, and how people have gotten there. The aim is not to ask for a job or to send your CV. The interviewee must be open and share as much as they can. If you are the interviewee, don't expect the interviewer to ask you questions about what they don't know. Describe what you do, the diplomas or certifications in the field, and remove the local jargon. You may think "people are too busy" to do this, but you'd be surprised by the number of helpful responses you get. After each informational interview, write down what you learned, and where you need to learn more; along with what you did and didn’t like about what you heard. 2. Be kind to yourself So be kind to yourself and find a supportive network of friends so you can formulate the different steps and what you learned in the process. I remember a colleague I talked with many years ago who wanted to change jobs. I met him a few months ago, and he told me with a shameful face, "After all of that, I didn't change." And that is okay. If the end result is no change, there is no shame because at least you took the time to explore new paths. You learned about yourself during the process, and you met new people. Don’t compare yourself with others. That’s easier said than done, but remember that we all have different paths. 3. Go to a professional for help If you’re becoming too anxious or overwhelmed, or if you feel lost, seek professional help to get guidance to make sense of what you feel and want. What other things do you recommend to help define your next career step as a project leader? |
5 Tips to Onboard New Team Members
By Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP A few years ago, I replaced a contractor who was an expert in his field. We met once a week, and he answered my questions. But the domain was new to me. He was an expert, and I was not—so I thought it was normal that I didn't understand it. He didn't write documents for me. So when he left, I spent difficult months catching up on things. Fortunately, I worked with a helpful technical expert. Then I wrote the necessary documents. We also developed a short training course. Since then, I have had to onboard colleagues, and I could use this documentation. I belong to many teams at work (and in the volunteering setting), and I’d like to share some thoughts on how this kind of transition can be better handled. Let's call Moa, your new team member. 1. Think of the needs of the newbie. When you onboard someone new, you first need to understand what they need. This is not about you; this is about Moa. You need to take into consideration some questions: a. Big picture vs. task only: Some people need to have the big picture to understand. Others need to understand only their sandbox. b. Learning methods: How does Moa learn and memorize?
c. Learning rhythm: What is Moa’s rhythm to learn? I am a bit impatient and need to know what is expected from me from the outset. If I don’t know it, I become anxious. Sometimes I get feedback like “Relax! You have time.” It doesn’t reassure me. On the contrary, it makes me nervous and a bit upset because by these words, I feel like people are not listening to my needs. d. Face-to-face meetings: If Moa is a remote team member, you’ll have to talk with his manager to plan a face-to-face meeting quickly after he joins. Perhaps a longer visit will be advantageous (and a great opportunity to gather the whole team together). 2. Define the best approach. Once you have had these first conversations, you can tailor an onboarding plan. Onboarding doesn’t stop the first week—it is a journey that can take several months and can take different forms:
3. Demystify languages. You will also be Moa’s “translator.” The language of your team includes:
These are the kinds of things you cannot get from training. Perhaps you have a glossary, or you can create one. 4. Uncover the unspoken rituals. When it comes to rituals, people often think of coffee breaks or after-work social gatherings. But rituals also encompass practical things about ways of working. Perhaps Moa is more interested in those items than the coffee breaks. You can anticipate answering the following questions:
5. Start early…and include everyone. With the overload at work and deadlines to catch up, your team member sometimes isn't in a hurry to train Moa. That doesn’t mean they don’t want to help him. But onboarding someone takes more time than expected. We all manage things without writing them down. Or a process is written, but after a while, we adapt it without updating the written process. Because of that, a 30-minute conversation can last longer than expected. Moa may ask many questions, like me. Welcoming a new member is not only the responsibility of the manager. It is even more important if Moa already works in the company. The onboarding process can start before with a handover period. Moa can begin to meet his colleagues and exchange with them. Onboarding new members is a key process in the life of a team. It is an opportunity to strengthen ties, and also a learning opportunity for everyone. What other things do you plan to onboard new team members?
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