Cesar FiestasTechnical Project Leader| Intuitive ProjectsNewport Beach, Ca, United States
Hello Team,
In a world where cost reduction and doing more with less have become the norm. Companies around the world continue to seek ways of increasing employee productivity while sustaining ever-higher standards for customer satisfaction.
In your opinion would you say that
"All projects can be managed remotely"
"Some project can be managed remotely" Or
"All projects should have a project manager onsite"
Do want to thank you in advance for your time Saving Changes...
Janvier NdayisabaManager| Fuzzy International General TradingDar Es Salaam, Tanzania, United Republic Of
I would say some projects can be managed remotely
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1 reply by Cesar Fiestas
Sep 30, 2018 9:13 PM
Cesar Fiestas
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Thanks Janvier for your input. Appreciated.
Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Some projects can be managed remotely.
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1 reply by Cesar Fiestas
Sep 30, 2018 9:13 PM
Cesar Fiestas
...
Thanks Eric for your input. Appreciated.
Saving Changes...
Clay SpringerChief Commercial Officer| ProVerne SolutionsMckinney, Tx, United States
A fourth option, which i've found optimal with clients, is to manage large portions of the project remotely. The project manager provides value on two key axes. First is administrative/technical - the regular production and management of artifacts such as scope, schedule, risk/issues, etc. Second is facilitative - energy, leadership, stakeholder management, etc. If you look at the life of many projects and the latter is most effective in high-presence/high-context engagement while the former can be more readily supported remotely. Also of note are the situations where the latter is more needed. High-touch/high-context is crucial early on (when relationships need to be built and team alignment established); at peak activity periods/milestones (when negotiation, leadership and coaching are often required); and, at home stretches (where that last "push" is required and the - often undervalued - transition to steady state needs to be executed). With this in mind, i often find that the best value for the client is 3 to 4 visits supported with remote work that is often not full-time. It has proven quite effective and has positively impacted client bottom lines while retaining the core PM value.
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2 replies by Cesar Fiestas and Clay Springer
Sep 30, 2018 9:31 PM
Cesar Fiestas
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Clay,
First of all, Thank you very much for your valuable input. I do agree with you, but it also depends on what the role of the project manager really is on the project, and whom he is dealing (client wise that is).
I have found that when dealing with certain cultures is OK to manage the entire project remotely and act as a boss rather than a leader. :)
In certain parts of the world people like to be told what to do, and they don't like too much sugar coating.. while in this part of the world and in down south in South America, people value more face-face contact more than a "task minded" type of project.
So i think there could be several factors that could affect how a project should be managed and whether it can be managed remotely or onsite.
Sep 30, 2018 11:45 PM
Clay Springer
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Cesar,
i think you are absolutely right and it's always good to emphasize the contextual nature of projects. Too often we become fixated on finding the "unified theory" in approaching project management and the idea that one approach will work in every situation.
I believe you have answered your question in a response with which many in our profession feel uncomfortable. "It depends" :)
It's a good lesson for project managers of all levels and maturity. Our greatest value sometimes is our ability to be comfortable (and to help others be comfortable with) levels of ambiguity and shifting context.
A great example of this was a recent hi profile project i managed that had a change in Corporate leadership midway through the effort. Not only did we have to acclimate the incoming leadership to the project benefits and purpose, we had to help the project team adapt to the approaches and "culture" of the incoming management team.
The greatest aspect of our profession is it's infinite capacity for the new and unknown. it makes things dynamic and engaging and a career that has satisfactions unknown to many others.
Thank you for your thought-provoking question and i look forward to seeing all of the different responses.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
From more than 25 years ago I am working remotelly interacting with people distributed along the whole world into 65 countries. In the last 8 years next to 80% of that people I never met with them face-to-face.
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1 reply by Cesar Fiestas
Sep 30, 2018 9:39 PM
Cesar Fiestas
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Sergio,
Thanks for your time once again. Can I ask you a question? what type of project do you typically manage? and what are the average budgets? Thanks!
I would agree, some project can be managed remotely. Saving Changes...
Cesar FiestasTechnical Project Leader| Intuitive ProjectsNewport Beach, Ca, United States
Sep 30, 2018 5:08 PM
Replying to Janvier Ndayisaba
...
I would say some projects can be managed remotely
Thanks Janvier for your input. Appreciated. Saving Changes...
Cesar FiestasTechnical Project Leader| Intuitive ProjectsNewport Beach, Ca, United States
Sep 30, 2018 6:51 PM
Replying to Eric Simms
...
Some projects can be managed remotely.
Thanks Eric for your input. Appreciated. Saving Changes...
Cesar FiestasTechnical Project Leader| Intuitive ProjectsNewport Beach, Ca, United States
Sep 30, 2018 7:15 PM
Replying to Clay Springer
...
A fourth option, which i've found optimal with clients, is to manage large portions of the project remotely. The project manager provides value on two key axes. First is administrative/technical - the regular production and management of artifacts such as scope, schedule, risk/issues, etc. Second is facilitative - energy, leadership, stakeholder management, etc. If you look at the life of many projects and the latter is most effective in high-presence/high-context engagement while the former can be more readily supported remotely. Also of note are the situations where the latter is more needed. High-touch/high-context is crucial early on (when relationships need to be built and team alignment established); at peak activity periods/milestones (when negotiation, leadership and coaching are often required); and, at home stretches (where that last "push" is required and the - often undervalued - transition to steady state needs to be executed). With this in mind, i often find that the best value for the client is 3 to 4 visits supported with remote work that is often not full-time. It has proven quite effective and has positively impacted client bottom lines while retaining the core PM value.
Clay,
First of all, Thank you very much for your valuable input. I do agree with you, but it also depends on what the role of the project manager really is on the project, and whom he is dealing (client wise that is).
I have found that when dealing with certain cultures is OK to manage the entire project remotely and act as a boss rather than a leader. :)
In certain parts of the world people like to be told what to do, and they don't like too much sugar coating.. while in this part of the world and in down south in South America, people value more face-face contact more than a "task minded" type of project.
So i think there could be several factors that could affect how a project should be managed and whether it can be managed remotely or onsite. Saving Changes...
Cesar FiestasTechnical Project Leader| Intuitive ProjectsNewport Beach, Ca, United States
Sep 30, 2018 8:16 PM
Replying to Sergio Luis Conte
...
From more than 25 years ago I am working remotelly interacting with people distributed along the whole world into 65 countries. In the last 8 years next to 80% of that people I never met with them face-to-face.
Sergio,
Thanks for your time once again. Can I ask you a question? what type of project do you typically manage? and what are the average budgets? Thanks!
...
1 reply by Sergio Luis Conte
Oct 01, 2018 5:39 AM
Sergio Luis Conte
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I am Program Manager for Latin America working inside the Enteprise PMO in the division named Innovation and Transformation. Each project that is critical for the organization survival is leading by that division. it does mean program/projects from creating a new manufacturing center to creating a business continuity environment or implementing a new way of doing things like Agile. Because of that I have to work with people belonging to different countries due to the activities distribution between centers. Because that programs/projects are level one (according to our clasification) time frame is no more than one year and budget is important.
Saving Changes...
Clay SpringerChief Commercial Officer| ProVerne SolutionsMckinney, Tx, United States
Sep 30, 2018 7:15 PM
Replying to Clay Springer
...
A fourth option, which i've found optimal with clients, is to manage large portions of the project remotely. The project manager provides value on two key axes. First is administrative/technical - the regular production and management of artifacts such as scope, schedule, risk/issues, etc. Second is facilitative - energy, leadership, stakeholder management, etc. If you look at the life of many projects and the latter is most effective in high-presence/high-context engagement while the former can be more readily supported remotely. Also of note are the situations where the latter is more needed. High-touch/high-context is crucial early on (when relationships need to be built and team alignment established); at peak activity periods/milestones (when negotiation, leadership and coaching are often required); and, at home stretches (where that last "push" is required and the - often undervalued - transition to steady state needs to be executed). With this in mind, i often find that the best value for the client is 3 to 4 visits supported with remote work that is often not full-time. It has proven quite effective and has positively impacted client bottom lines while retaining the core PM value.
Cesar,
i think you are absolutely right and it's always good to emphasize the contextual nature of projects. Too often we become fixated on finding the "unified theory" in approaching project management and the idea that one approach will work in every situation.
I believe you have answered your question in a response with which many in our profession feel uncomfortable. "It depends" :)
It's a good lesson for project managers of all levels and maturity. Our greatest value sometimes is our ability to be comfortable (and to help others be comfortable with) levels of ambiguity and shifting context.
A great example of this was a recent hi profile project i managed that had a change in Corporate leadership midway through the effort. Not only did we have to acclimate the incoming leadership to the project benefits and purpose, we had to help the project team adapt to the approaches and "culture" of the incoming management team.
The greatest aspect of our profession is it's infinite capacity for the new and unknown. it makes things dynamic and engaging and a career that has satisfactions unknown to many others.
Thank you for your thought-provoking question and i look forward to seeing all of the different responses.
...
1 reply by Cesar Fiestas
Oct 01, 2018 8:48 AM
Cesar Fiestas
...
Clay,
First of all, Appreciate your time taken to respond. and yes you are completely right. This profession is a very dynamic one. Thank you again Sir for your input.
