Voices on Project Management

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?

• If you are intellectually curious about their work, clearly state that. Then you can decide if you need training that can bring you more answers.
• If you want to build rapport, some team members expect you to ask questions not only about work, but also about family and important personal events (birthdays, weddings, etc.). For some colleagues, it is essential to know people personally to work with them—but others want to refrain from talking about these things.
• If it is your routine to check in, discuss that with the team.
• If you want to solve a problem, ask questions until you get to the root of the issue.
• Questioning is also a way to help people. Perhaps a colleague cannot verbalize issues that he or she faced, and by asking questions, you may understand that they need help.

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:

• Some people will be reluctant to answer some questions if they sense you want to micromanage them or control their actions.
• They may think it is a waste of time because the questions are outside your remit.
• Others may think you are intrusive and wonder why you need to know these answers.
• Some will interpret it as a lack of trust. It will also depend on whether you ask only some people rather than others.

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)?

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?

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
Since 2020, I've been more engaged in communities: a marketing community, a project management community, and a coaching community. Each has its own rules of engagement. Some encourage one-to-one video calls—and that's the best way to push yourself to talk with people who may be of different academic backgrounds, work experiences and industries from yourself. Communities or professional associations (like PMI and its local chapters) can help you expand your network.

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
It’s easy to blame yourself with negative thoughts like "I'm too slow" or "I don't know what I want." But for some people, it takes time to know what they do and don’t like, along with their strengths and how they want to have an impact. There are also personal and family constraints to consider.

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
As a project manager, you can work in different roles in the same industry or even transition to a new industry. Project management has transferable skills, but changing your industry may not be so easy. You may need to pave the path with certifications, diplomas, or online courses. Some options are risky for valid reasons. For example, I will not take the risk of managing a nuclear project (and would an employer trust me to do so when I’ve had no experience in that field?).

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?

By Peter Tarhanidis, Ph.D.

One of the impacts artificial intelligence has had is prompting a reconstitution of project management. Here I look to leading industry experts to explore the benefits to project management systems due to matured AI software; and the maturity of the project manager as a data- and fact-driven champion of business outcomes and innovation. This combination of advanced project systems performance and leadership competence will significantly transform project success rates.

As a background to the current state of project management, HBR states that $48 trillion is invested annually in projects. The Standish Group notes that only 35% of projects are successful, and 65% of projects waste resources and have unrealized benefits.

Additionally, Proofhub attributes project failure to firms that lack project management delivery systems; they are prone to miss targets and overspend. It noted that 67% of projects fail because project management is undervalued; 44% of all managers do not believe in the importance of project management software; and 46% of firms place a high priority on project management. Also noted: Utilizing a good software program reduces failure by 10%, and scope creep by 17%.

More specifically, a PMI Learning Library article noted some reasons for project failure:

1. Unclear goals and objectives
2. Lack of resource planning
3. Poor communication across the organization
4. Inadequate stakeholder management
5. Poorly defined project scope
6. Inaccurate cost and time estimates
7. Inadequate risk management
8. Inexperienced project managers
9. Unrealistic expectations

Maturing Systems
An HBR article suggests that poor project success rates are due to a low level of available mature systems. Many firms continue to rely on spreadsheets, slides and other applications that haven’t matured current practices. While the current tools are adequate in measuring project performance, they do not allow for the development of intelligent automation and collaboration across the portfolio of projects. The opportunity to apply AI to project management could improve the success ratio by a quantifiable 25%, or trillions of dollars of newly realized benefits for firms and society.

Gartner Inc. analysts predict that by 2030, AI software—driven by conversational AI, machine learning and robotic process automation for gathering data, reporting and tracking—will eliminate 80% of all project management office tasks. Gartner identifies project management disruption in six aspects:

1. Better selection and prioritization
2. Support for the project management office
3. Improved, faster project definition, planning and reporting
4. Virtual project assistants
5. Advanced testing systems and software
6. A new role for the project manager

PwC envisions AI-enabled project management software will improve a project leader’s decision-making process across the following five key areas crucial to success:

1. Business insights improvements by filtering better data for relevant knowledge
2. Risk management assessing scenarios that offer mitigation strategies
3. Human capital in allocating resources more appropriately to meet the business priorities
4. Integrating various technologies and specialists to improve project outcomes
5. Active assistance by enhancing administrative tasks and stakeholder progress communications

PwC posits the advancements in project management software are an opportunity for firms and leaders that are most ready to take advantage of this disruption and reap the rewards.

PM Competence
PMI’s Project Manager Competency Development (PMCD) Framework provides an assessment and development of a project manager’s competence. It is based on the premise that competencies have a direct effect on performance. A project manager’s competence can be categorized in terms of project management knowledge, project management performance and their accomplishments, and personal competency in performing the project activities and personality characteristics. This combination is the stated success criteria for a competent project manager.

AI’s capability to assess disparate sources of big data to obtain actionable insights arms project managers with improved decision-making competence throughout the project lifecycle. However, a challenge noted by PwC’s recent analysis of OECD data (covering 200,000 jobs in 29 countries) warns that AI’s job displacement effect will automate 30% of jobs involving administrative manual tasks by the mid-2030s. This indicates a clear need to upskill project manager competence in order to thrive in the future.

In order to succeed, a firm’s culture of adaptability and lifelong learning is a cornerstone for shifting today’s project management roles into the future. They will need to expand competence in soft skills, business and management skills, technical and digital skills—all working in concert with each other.

IAPM states project managers will face fundamental changes over the next 10 years with job descriptions and roles. It suggests AI will make logical analysis and decisions, allowing the PM to focus their main area of responsibility on creativity, resolving conflicts, and innovation.

Lastly, with any transformation or disruption, one must consider the actions and obstacles—whether financial, management support, or workforce ability—to embrace and enact change. Here are some key considerations to reflect on:

1. Does your firm value project management?
2. Is your firm a quick adopter of intelligence-based project software?
3. Will your firm invest in your competence development?

Post your thoughts in the comments!

References

1. PMI: Project Management Competency Development Framework—Second Edition
2. PMI: Why do projects really fail?
3. HBR: How AI Will Transform Project Management
4. Gartner Says 80 Percent of Today’s Project Management Tasks Will Be Eliminated by 2030 as Artificial Intelligence Takes Over
5. IPAM: Will project managers soon be replaced by AI?
6. PWC: A Virtual Partnership? How Artificial Intelligence will disrupt Project Management and change the role of Project Managers
7. Proofhub: Top 10 Reasons Why Projects Fail (And How to Solve Them)

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?

• Does he need to get documentation?
• Does he need to observe people at work?
• Does he need to talk with you regularly, in addition to documentation?

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:

• You can have weekly meetings
• You can invite Moa to your conference calls even if it isn’t directly linked to Moa’s role (and you can catch up afterward)
• You can send documents/information
• You can add Moa in the email loops and explain things

3. Demystify languages. You will also be Moa’s “translator.” The language of your team includes:

• Acronyms and vocabulary of the domain and organization
• Business language (for example, French business language is a mix between English and French)

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:

• What types of meetings do we have on the team?
• During the meetings, can questions be asked?
• Are the meetings recorded if I can’t attend?
• Are there minutes?
• How do we communicate?
• How are new ideas proposed?

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?