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PMTimes_Aug14_2024

PM for the Changemakers

Written by George Pitagorsky on . Posted in Articles.

For changemakers to succeed, project managers and key stakeholders must recognize the need to go beyond the nuts and bolts of project management to address the need for strategic thinking, adaptability, and resilience to manage in a volatile, uncertain, complex, and ambiguous (VUCA) environment. That is the message of PMI 4.0. “a growth strategy to address the PM needs of changemakers.”[1]

 

Changemakers

Changemakers proactively drive change and transformational efforts. The clever ones have for decades used project management concepts and methods to manage the projects and programs that make change happen. Change leaders – entrepreneurs, product and process innovators, and social change agents – have employed project managers.

Those who have not recognized the need for effective project management have floundered.

 

Going Beyond the Basics

Two PM experts said in a recent article that we have “entered a time when requirements-based schedules and estimates are no longer sufficient because the nature of projects has shifted to innovative projects.”[2]

We entered that time many years ago. We have been performing innovative and disruptive projects all along. Projects are and have always been the vehicles for innovation and organizational change.

The need for adaptability and agility has been recognized for years by the PM establishment after decades of practical experience in the field. The need for strategic management to align project work with organizational goals and values has also long been recognized.

Project managers who adhered too strictly to the standard approaches have often failed. Changemakers who have yet to make project portfolio and program management a priority have wasted time and money.

 

PM as an Art

However, project and portfolio management is not a cure-all. We still see large numbers of projects led by professional project managers fail, often because professional PMs have not been cognitively ready and trained to apply the effective decision-making, adaptability, courage, and resilience needed to creatively manage volatile, uncertain, complex, and ambiguous (VUCA) situations.

PM is more of an art than a science.

 

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VUCA is the Rule, Not the Exception

Formal PM training has focused on the performance of projects in which requirements are well-defined and conditions are under the control of the project team or PMO. As a project manager, PM consultant, and technology executive I have never experienced such projects.

Granted, my experience has been in the technology and organizational change realm, not in engineering and construction projects where more firm requirements are likely. But even in those fields, changing requirements and external conditions beyond the control of the project manager have been common.

 

There is nothing new about requirements being discovered as product and process design and implementation take place. To address this reality, the Agile Manifesto was produced in 2001 based on twenty-plus years of prior experience. Jim Highsmith, writing for the Agile Alliance, stated

“In order to succeed in the new economy, to move aggressively into the era of e-business, e-commerce, and the web, companies have to rid themselves of their Dilbert manifestations of make-work and arcane policies. This freedom from the inanities of corporate life attracts proponents of Agile Methodologies and scares the begeebers (you can’t use the word ‘s–t’ in a professional paper) out of traditionalists. Quite frankly, the Agile approaches scare corporate bureaucrats— at least those that are happy pushing process for process’ sake versus trying to do the best for the “customer” and deliver something timely and tangible and “as promised”—because they run out of places to hide.”

 

The Future is Now!

No longer can we strictly adhere to ridged methodologies and attempts at setting schedules and budgets in concrete before we have a sense of the true nature of each project.

But let’s not throw out the baby with the bathwater. To be successful organizations must adopt the skillsets and methodologies that directly address VUCA while honoring the wisdom of traditional project management. We need realistic planning, control, and execution.

 

In addition to traditional PM skills, Drs Kerzner and Zeitoun identified the following skills required to manage projects “in the future” in their article “The Transforming Dynamics of Project Management’s Future“[3]  –

“Brainstorming, creative problem-solving, Design Thinking, Idea Management, rapid prototype development, innovation leadership, strategic planning, managing diversity, co-creation team management, supply chain management, advanced risk management, and change management”

These are the same skills, under one label or another, that have been used to succeed in the past and present. The future is now and has been since the earliest days of project management.

 

The Foundation: Cognitive Readiness

The foundation for the effective application of these skills is cognitive readiness –

“The readiness of individuals and teams to apply their skills and to explore their faults and deficiencies and make the effort to overcome them. Cognitive readiness implies the courage and candor to objectively assess performance and improve it as needed. It implies resilience and the capacity to accept uncertainty and paradox. It is enabled by and enables a healthy perspective and the application of knowledge and experience.”[4]

Cognitive readiness, being ready for anything, is the single most important quality needed to address VUCA and the projects we perform in complex environments where change is the only thing we can rely on.

 

Four factors contribute to being ready for anything:

  • Technical and interpersonal skills along with business acumen to enable decision-making during the initiating, planning, controlling, monitoring, and closing of projects
  • A realistic view (systems and process thinking) of the way things are — Interacting systems and processes, the reality of not always getting what you want, and the inevitability of change — to have a solid foundation for planning and managing expectations and conflict
  • Emotional and Social intelligence, based on mindful self-awareness to enable responsiveness, candid performance assessment, and effective relationships
  • The courage and insight to confront and overcome barriers like bias, anger, fear, frustration, confusion, and clinging to untenable beliefs and impossible expectations.

 

Action

To succeed in ongoing innovation and change management relies on cultivating these factors.

To cultivate them, implement the training and ongoing learning management to integrate them into the fabric of the organization. Skills training falls short without the inclusion of the critical factors of systems and process thinking, mindfulness-based social and emotional intelligence, and the importance of the courage to speak truth to power.

If your organization is stuck in the past, unwilling, or unable to recognize the need to manage VUCA creatively, take it upon yourself to develop the skills and concepts you need to succeed.

 

For more on this topic see these other articles by George Pitagorsky:

Ready for Anything – Mindfully Aware https://www.projecttimes.com/articles/ready-for-anything-mindfully-aware/

VUCA, BANI, and Digital Transformation https://www.projecttimes.com/articles/vuca-bani-and-digital-transformation-managing-radical-change/

‘Delay Thinking’ is a Project Success Factor https://www.projecttimes.com/articles/delay-thinking-is-a-project-success-factor/

Decision Making – A Critical Success Factor https://www.projecttimes.com/articles/decision-making-a-critical-success-factor/

The Most Important Thing – Systems Thinking https://www.projecttimes.com/articles/the-most-important-thing-systems-thinking/

 

[1] https://www.pmi.org/chapters/luxembourg/stay-current/newsletter/introducing-pmi-4_0#:~:text=PMI%204.0%20is%20a%20growth,businesses%2C%20people%20and%20society%20overall
[2] https://blog.iil.com/the-transforming-dynamics-of-project-managements-future/
[3]  https://blog.iil.com/the-transforming-dynamics-of-project-managements-future/
[4] https://www.projecttimes.com/george-pitagorsky/project-management-education-cultivating-cognitive-readiness-and-optimal-performance.html)
PMTimes_Aug07_2024

Owning the Rules of Project Management

Written by Kathleen Booker on . Posted in Articles.

Project management (PM) developed over time and will continue to evolve as innovative technologies and practices are embraced. Rules of PM are sometimes brandished around as if they are things that never waiver, things that are a must-have. These include scoping the project, creating the project charter, asking for stakeholder input, managing budgets and timelines—and the list goes on. But rules need to be malleable; they need to adapt to the project.

 

First Things First

No doubt, it’s hard to let go of things we learn, things that courses, seminars, webinars, and experience teach us. Things our gut says to pay attention to. There are times, though, when those things fade into the background like a sunset dissolving into the western horizon. Everything about project management should unfold according to the project’s needs and not based on rules defined by instructors and books. We need to be accommodating.

After earning my project management certification (whew!), and after a few hours of in-house PM training geared to enlighten various management and professional teams about the value of structured project management—and company-designed forms to use—my ethos was one of a rule enforcer (kind of an inherent trait of mine anyway): This is how it’s done. This is how to ensure the project will be successful!

I can honestly say that this rigid mindset did not get far. I am not going to say that I threw a hissy fit when someone refused to follow a certain “rule”, but I voiced my concern. Someone in management challenged me with the question: Why is it so important that things be done this way?

My response was: Because this is proper project management. This is what I learned from PMI (the Project Management Institute), and this is what we learned in-house.

Sidebar: The people involved in this matter were in the same in-house sessions as I was.

I knew what I was doing, right?

Wrong … sort of.

I am a detail-oriented person, and I believe in structure and rules. Those traits can be too stringent and can get in the way of managing a project from the stakeholders’ perspectives. I needed to unlearn—well, maybe adapt—my inherent beliefs if I wanted to survive as a good project manager. I needed to satisfy the stakeholders needs, and not my own.

At the end of the day, the “rule” was not going to be followed for this project (and mostly all projects since then).

Did I feel defeated at first?

Yes.

Did I get over it?

Yes.

Every company will have its own unique way of managing projects. Each project will demand its PM to lead it in a way that suits the scope, goals, stakeholders, timeline, budget, and, more importantly, the company’s culture and style. Your corporate culture is not something you can be taught in a PM course. You must know it and make it part of your PM skills.

 

Communication

You need to know your stakeholders and what they need from you. Communication needs are not one-size-fits-all. Emails, status reports, and meetings need to be tailored to your audience. As examples:

  • The sponsor wants a weekly high-level status report.
  • The technical team lead requires a thirty-minute face-to-face meeting every two weeks.
  • The business manager only cares about monthly budget and timeline updates.
  • The functional subject matter experts team doing the project work needs weekly meetings.

Managing a project involves stakeholder registers and communication plans which ensure everyone is informed when and how they want to be.

It is important to note that communication with third parties is crucial. Vendors and suppliers, at least in my experience, are not psychics. They must be listed on your stakeholder register and assigned the same level of value as those in your company. No secrets! If there is a change in the timeline or resources, it is beneficial for them to know so they can adjust accordingly.

 

Objectives, Scope and Deliverables

We need to keep perspective when it comes to project scope and objectives. Complex projects may require occasional check-ins with team members and sponsors when new learnings trigger a flurry of “what if” questions. There almost always are unknowns, things we cannot predict, that could change some facet of the project. Nothing is set in stone, and things about a project can be adjusted if necessary.

Always keep risk management in the forefront when it looks like an aspect of the project needs adjusting. Assess the impact of the change and make sure that all requests are feasible.

The Requirements Traceability Matrix

When I first learned about the Requirements Traceability Matrix, I at once felt a bond that almost matched my love for Excel (I cannot envision a world where I could live without Excel, at least not in a business setting). I created a version of an RTM I found online that I liked, and then I adapted it to my needs. It really helped get me through a large, multi-year project. No one else referred to it. Everyone thought it was overkill.

A rule of thumb – use what works for you but expect that it may not work for anyone else on your project team. And that’s okay. If it keeps you focused on the tasks in the pipeline, the successes, and the near misses, that is what is matters.

 

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The Plan

Let’s not forget about the project plan. Regardless of the size of the project, you need a plan. What are the tasks? When do they need to be complete? What is contingent upon something else? What is the status of each task? Have communications gone out as planned?

Plan the work, work the plan—that was something my instructor at UMUC (now UMGC, University of Maryland Global Campus) told us one day during class. Those words still stick with me today, even when it’s related to personal projects and tasks. For me, this is a golden rule. No caveats.

 

Prioritization

Prioritizing your work is tantamount to success. And that means assigning priority to non-project work, too! I am not a full-time project manager. Along with my projects, I run supply chain models, pull data for various analyses and GHG reports, and take care of monthly reports and transportation management system support.

When you feel like you are overwhelmed (and it will happen), it’s good to step back and assess your priorities. Usually, that is done throughout the day as emails arrive in your inbox, impromptu meetings pop-up on your calendar, the phone rings, and a myriad of other things vie for your attention. STAY CALM and think rationally. Things will get done! Make sure to communicate if anything needs to move to the backseat instead of being in the driver’s seat.

The bottom line is that it is okay to make the rules up as you go along. Each project’s requirements will be different—sometimes only slightly while other times a major overhaul is needed. Be adaptable and responsive to the static and changing needs of your stakeholders and the project in general. Enjoy the plethora of challenges presented by project management.

PMTimes_Aug06_2024

Towards AI Innovation Excellence

Written by Mallika Gunturu on . Posted in Articles.

Building an organizational culture that fosters AI innovation requires a multi-faceted approach incorporating elements from various dimensions – leadership to employee engagement to technology to infrastructure. Here are the key strategies to build such a culture to ensure that AI innovation becomes part of the organization’s DNA.

 

Leadership commitment and vision

Leadership must articulate a clear vision for AI that aligns with the organization’s strategy, goals, and objectives. This vision should be communicated consistently across all levels of the organization. Additionally, leaders should demonstrate their commitment to the AI strategy by continuously learning about AI technologies and trends, setting a strong example for the entire organization.

 

Build an AI-ready workforce

Organizations should invest in training programs to upskill employees in AI-related fields like data science, machine learning, and analytics. Offering access to online courses, workshops, and certifications can help employees stay abreast of AI advancements. Additionally, fostering collaboration between departments such as IT, R&D, marketing, and operations is essential. Forming cross-functional teams leverages diverse expertise and perspectives, which is crucial for developing innovative AI solutions.

 

Build a culture conducive for AI Innovation

Leadership must create an environment where employees feel safe and are empowered to experiment with AI technologies without the fear of failure. Employees should be encouraged to take calculated risks and view failures as valuable learning opportunities. The ‘fail fast’ approach promotes quick experimentation and iteration, allowing teams to rapidly test ideas and identify what works and what doesn’t. This leads to faster learning and more effective solutions, while ensuring that resources (time, money, and human resources) are not wasted on approaches that are unlikely to succeed.

 

Additionally, organizations should establish innovation labs or incubators dedicated to AI projects. These labs should provide the necessary resources, such as computational power, data, and expertise, to facilitate experimentation and prototyping of AI solutions.

 

Provide the right tools and infrastructure

Providing the right tools and infrastructure is crucial for AI innovation. This includes but is not limited to access to high-performance computing resources, scalable data storage and management systems, AI frameworks, collaboration and communication platforms to enhance teamwork, model experimentation and deployment tools to streamline the development process. Ensuring secure, compliant tools and environments is an important aspect that cannot be overlooked. Additionally, establishing prototyping environments and AI governance frameworks fosters ethical and effective AI development. These elements collectively create a strong foundation for developing, testing, and deploying innovative AI solutions.

 

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Promote a Data-Driven culture

AI systems rely on high-quality data to function effectively. Encourage data-driven decision-making at all levels of the organization. Provide training on how to interpret and leverage data insights for strategic decisions. Make data accessible to all employees, not just data scientists or IT professionals. This can be achieved through user-friendly data analytics tools that enable employees to explore and utilize data in their daily work. In all circumstances, ensure that data access controls are enforced to ensure that only authorized personnel can view or manipulate the data. Regular audits and monitoring processes should be in place to help detect and respond to any unauthorized access or anomalies.

 

Foster a collaborative ecosystem

Collaborate with external partners such as universities, research institutions, and AI startups. These partnerships can provide access to cutting-edge research, innovative ideas, and additional resources. Encourage employees to participate in AI communities, both within and outside the organization. Internal communities can be fostered through AI interest groups, hackathons, and regular meetups. External communities include attending industry conferences, joining professional AI associations, and contributing to open-source AI projects.

 

Embed AI in organizational processes

Integrate AI into core business processes to demonstrate its value. Start with pilot projects in areas like customer service or marketing analytics, and gradually expand to other functions. Implement a feedback loop to continuously monitor and improve AI systems. Use performance metrics and user feedback to refine AI models and processes, ensuring they evolve with changing business needs and technological advancements

 

Ethical AI practices

Develop and enforce ethical guidelines and governance framework for AI use within the organization. These governance frameworks should focus on mitigating risks like bias and privacy breaches, fostering transparency and accountability, aligning AI with regulatory requirements, and building trust among stakeholders.

 

Recognize and reward AI Innovation

Implement incentive programs that reward employees for successful AI innovations. This can include monetary rewards, recognition in company communications, or opportunities for career advancement. Celebrate AI successes within the organization. Highlight successful AI projects in company newsletters, intranets, or town hall meetings to showcase the value and impact of AI initiatives.

 

Structured Change Management

AI initiatives often require significant changes to existing processes and workflows. Implement a structured change management approach to help employees adapt to these changes. Provide support through training, communication, and resources to ease the transition. Address resistance to AI adoption by communicating the benefits and addressing employee concerns. Actively engage with employees to understand their apprehensions and provide reassurance through transparent communication and involvement in AI projects.

 

Fostering an AI innovation culture requires a holistic approach that combines leadership commitment, workforce development, and a supportive infrastructure. By encouraging experimentation, promoting a data-driven mindset, and integrating AI into core business processes, organizations can create an environment where AI innovation thrives. Ethical considerations and change management are also critical in ensuring that AI is adopted responsibly and sustainably. Recognizing and rewarding AI contributions further motivates employees to embrace and drive AI initiatives. By implementing these strategies, organizations can harness the full potential of AI, driving innovation and maintaining a competitive edge in the rapidly evolving technological landscape.

PMTimes_July31_2024

The Art of Delegation

Written by Patrick Mwangi on . Posted in Articles.

Delegation in the construction industry is the practice of authorizing a team player to carry out a particular task. This is a very important component of project management since it ensures smooth coordination.

Unfortunately for our underregulated sector, it is taken for granted. Some professionals are in the game of assorting tasks for themselves, usually because of the gravity of the reward. This results in a conflict of interest as they are actually trespassing into each other’s line of service.

Traditionally, this was the duty of the architect, but in the recent trend, it has been taken over by the project manager. The project manager should come up with the ‘responsibility matrix’,  which serves as a guide to what is expected of every consultant, including himself and the client. This document confers authority on the appointed member on whether to approve only, manage only, bear responsibility, or both.

For example, in tender evaluation,

  • Client – Approves
  • Project Manager – Facilitate/Manage
  • Contractor – Responsible

Such criteria create a burden of responsibility since everybody knows what is expected of him or her, and in case of a fault, a specific individual(s) can be called out and account for the mess. If the architect, for instance, does a random site visit and orders for a column to be shifted through a written instruction without liaising with the engineer, then such should be termed a serious offense.

 

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Such kinds of conflicts may result in the project stalling and compromising the quality of work. Consequently, there will be additional cost to be borne by the client just by mere recklessness.

Back to our polluted sector, there are different acts governing the different professions. An example is Cap 525 of the Architect`s and Quantity Surveyor`s Act and Cap 530 of the Engineer`s Act. They offer specifics on the qualification criteria and also the scale of fees. Yet again, you will find an architect preparing a bill of quantities or an engineer drafting an architectural drawing. The quantity surveyor, together with the engineer, also choose to declare themselves as project managers.

When such happens, the scope of each profession becomes diluted and quality becomes substandard.

That bill of quantities done by the architect will not come out as perfectly if it were done by the quantity surveyor or the architectural design drafted by the engineer if it were done by the architect.

All these professions provide specific values in the specific line of work. The architect takes care of space and function; the engineer takes care of safety and durability; the quantity surveyor takes care of costing and control; and the project manager manages risk, time, and quality.

We should embrace sticking to our lanes as per the job descriptions. Do what is required of you without necessarily assuming all work to yourself. Once you get a client as a responsible professional, delegate!

There is a reason as to why the amount of work always exceeds the workers.

PMTimes_July30_2024

87% of Project Managers Report an Increase In The Use of EQ Over The Past 2 Years

Written by Carmina Solano on . Posted in Articles.

Capterra’s latest research study investigates the use of emotional intelligence (EQ) within project management and its impact on overcoming project challenges.

EQ is the ability to use, understand, and manage one’s own and others’ feelings. EQ-based techniques, such as listening actively or being open-minded, allow project managers to better engage with stakeholders and enhance their decision-making skills.

Almost half (47%) of the U.K. project managers we surveyed say they always use EQ-based techniques when enacting their project management responsibilities, while 51% say they do so often. Additionally, 87% of surveyed project managers report a significant or moderate increase in EQ usage over the past two years.

 

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The vast majority (95%) state that their company’s leadership understands the importance of EQ in project management. Moreover, 97% believe that a high EQ level can significantly or moderately impact a project team’s ability to achieve goals.

Project management responsibilities most positively impacted by EQ, according to respondents, include:

–          Decision-making (60%)

–          Problem-solving (58%)

–          Team management (49%)

–          Risk management (32%)

–          Time management (27%)

While project managers speak highly of EQ’s positive impact on teams, the story is different when it comes to its influence on senior stakeholders—only 17% of managers believe EQ positively impacts senior-level stakeholder management.

Conflict resolution is an aspect of EQ that most project managers struggle with, as 45% grapple with handling conflicts. Moreover, 36% of project managers have trouble communicating needs or expectations, 30% find it hard to identify emotions and 29% have difficulties managing relationships.

Eduardo Garcia, content analyst at Capterra U.K., comments:

While emotional intelligence is innate, there are aspects that can be further developed by project managers. Therefore, businesses should educate project managers on the effective use of EQ. Understanding and managing emotions not only enhances decision-making and problem-solving but also improves team dynamics and project outcomes.

To harness EQ effectively, businesses should prioritize training in conflict resolution, communication and relationship management to ensure projects and teams are managed efficiently.

Methodology:

Capterra’s 2024 Impactful Project Management Tools Survey was conducted in May 2024 among 2,500 respondents in the U.S. (300), U.K. (200), Canada (200), Brazil (200), Mexico (200), France (200), Italy (200), Germany (200), Spain (200), Australia (200), India (200) and Japan (200). Respondents were screened to be project management professionals at organizations of all sizes. Their organization must currently use project management software. For this study, we analyzed data from a sample of 200 U.K. respondents.