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

RSS

View Posts By:

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

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

Categories

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

Date

Tips For Leading an Effective Taskforce

Categories: Taskforce

By Marian Haus, PMP

We’ve all heard about those projects in crises—the ones that required a quick and firm intervention with the help of a taskforce to bring it back on track.

No project manager wants to be in such a difficult situation, especially not with her or his own project.

But how do we, as the hero of the day, handle being tasked with saving a troubled project?

First let us examine what a project taskforce is and what it is good for.

A project taskforce is a mandate allotted by the project sponsors or the upper management of the project organization to a senior project manager or a senior leader. The goal is to find the best option for resolving a particular problem in a very short timeframe.

A taskforce is a management mechanism that should be only used in exceptional situations. It generally requires disrupting other project activities and deploying the best people to solve a particular problem under possibly highly stressful and energy-depleting conditions.

So how do we handle this? Here are some tips on what an effective taskforce needs:

  • One experienced lead: It can either be a senior project manager or a leader experienced with crisis situations. I put the emphasis on one, since single leadership is the key to getting the job done! The last thing you’d want in a taskforce is having two or more leads debating how to drive the taskforce. One person has to call the shots.
  • An elite team: The taskforce lead will need to quickly assemble an expert team, formed with the best people who have the required field expertise to quickly understand and resolve the problem. The smaller the team, the easier it is for the taskforce lead to motivate and steer the team to finding the right solution.
  • A sharp focus: The particular problem the taskforce is working on has to be clearly articulated and known to the entire taskforce team. The objectives the team will be working on also have to be clear to everyone involved. Secondly, several other project issues may come up along the way. But to be effective, the taskforce must remain focused on the main problem.
  • A short timeframe: Given the urgency, plus the high level of the deployed team’s energy, a taskforce is only effective if conducted in a short timeframe (matter of hours or a few days). If efforts go on for longer, it’s likely not a taskforce, since the energy and effectiveness dissipate over time.
  • The appropriate logistics: Due to the intensity and possibly a stressful situation, taskforces require an isolated project space—or war room. That entails a space that provides appropriate office materials (whiteboard, note cards, etc.) to facilitate brainstorming and for capturing the results (notes, action items, assumptions, decisions, solutions, etc.) of the taskforce.
  • Options for a solution: The taskforce’s outcome should include one or more options that lead to a resolution, with a recommendation for the best option. This option, even if it is technically the best the expert team can recommend, might not satisfy the risk appetite of the person or organization that has mandated the taskforce. Therefore, every option should also provide the related pros and cons.  
  • Qualified assumptions: Beware of unqualified assumptions. If the identified options are building up on assumptions that are not fully validated, highlight the risks or need for confirmation before making a final decision.
     
  • Plain outcome communication: To terminate the taskforce, its lead and the expert team will have to reduce the complexity and sum up the outcome of the conducted work (options with pros and cons, along with assumptions and their risks or opportunities). Ultimately the taskforce lead will communicate the outcome, confirm the decided solution and conclude the mandate of the taskforce.

If set up and executed properly, a taskforce can be an effective tool to resolving crisis situations in projects.

Have you ever worked on a project taskforce? What tips would you share?

Posted by Marian Haus on: March 06, 2018 02:29 PM | Permalink | Comments (25)
ADVERTISEMENTS

"I am not bound to please thee with my answer."

- William Shakespeare

ADVERTISEMENT

Sponsors