Project Managers need to balance process rigor and process with allowing teams the time and space to do their best work. Here are nine (9) tips and lessons learned for managing creative teams.
1) Shield your team from as much administrative work as possible. Keep your team focused on the most valuable tasks and where they can be most productive.
2) Train your team in creative problem-solving techniques.
3) Allocate time for new ideas to emerge. Try not to hold your team to unreasonable and arbitrary schedules and deadlines.
4) Let your team do their job without the constant check-ins and oversight. Avoid micro-management!
5) Stress the importance of open communication.
6) Encourage your team to utilize you as an escalation point.
7) Allow exploration to happen and encourage the team to share ‘learnings’ across all disciplines. Promote interdisciplinary collaboration.
8) Keep challenging the way your team approaches their work. Encourage team members to keep looking anew at the way they approach their work.
9) And most importantly — tolerate risk-taking. It is inevitable with design thinking and agile models now being used on projects. Foster a team environment where failure is a learning opportunity, not something that would limit one’s career.
In summary, make space for creativity, investigation, and failure on your team.
ASSERTION: The era of the big bang transformation and delivery is dead. Rapid, hybrid solution delivery is ascendant and necessary.
- Do you agree or disagree?
Given the rapid pace of technology and business disruption, most organizations are investing heavily just to keep up with the changes. What differentiates the leaders from the laggards in addressing this disruption is how they organize their business to execute against strategy.
We can no longer use the model of monolithic programs that go on for 2-3 years. Organizations find that what they set out to do or solve at the beginning is not what they will finish doing.
In the current business environment, traditional delivery models are now looking too rigid and organizations are locked into investments that often miss the mark. Leading organizations are using rapid delivery cycles that mobilize a project very quickly, aiming to release the product into market or to customers with minimum investment.
- How does role of the Project Manager change with this trend?
- How does the role of the PMO change?
- Does the approach to portfolio management need to adjust?
Last week, the PMI Pittsburgh Chapter held its annual Professional Development Day (PDD). The volunteer organizing committee rallied around the theme of "Adaptive Delivery", which served as a common thread woven though our speaker's topics and presentations.
The PDD is our chapter's largest event of the year and after staging it in the city's suburbs for the past 5 years, the event returned to downtown Pittsburgh. We found the central location boosted attendance and we actually had to cut off registration in advance of the event.
I played the role of both volunteer organizer and session speaker, so I had the unique vantage of what was going on behind the scenes as well as on stage at the PDD.
Here are some observations that I made leading up to and during the day of the PDD:
Looking forward to an event bigger Professional Development Day (PDD) in November 2019!
In keeping with February's theme on Program Management, Bruce Harpham interviewed me for an article "What They Don't Tell You About Becoming a Program Manager".
It's worth a read for PMs interested in growing into Program Managers.
I will be hosting #PMChat ...
Friday February 2nd at 12 pm EST / 5 pm GMT.
Come join the discussion on how human-centered design can improve customer satisfaction and overall benefits realization for your projects. Looking forward to the dialog.