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Tag: Program Management

Hey Project Managers: Got BA?

Written by Andrea Brockmeier on . Posted in Articles. 11 Comments on Hey Project Managers: Got BA?

The tempo of change and level of uncertainty on many levels keeps organizations constantly having to strategize to sustain their customers’ interest and remain competitive.

Similarly, project professionals have to strategize to keep their organizations’ interest in keeping them on board. It’s an effort that constantly requires learning new tools and developing new skills to remain competitive in the workforce.

For project managers these days, this can be a little angsty as it often seems that interest in projects, per se, is yielding to a focus on products and product delivery. Indeed, PMs today can feel a bit adrift trying to find their place in a product-driven world.

Obviously, agile is a key driver to how organizations orient themselves and their team members to achieving organizational goals. If my students are any indication, nearly all organizations are on some kind of agile journey in at least some parts of the organization. At the very least, an agile mindset is resonating with people at all levels of the business, inspiring them to rethink how they respond to change and uncertainty, and informing the decisions about how to apply resources to achieve business goals.

So what is the best investment of time and money for a project manager, particularly one who may have grown up professionally in traditional, project-driven, plan-driven environments? Projects and the skills and tools employed to manage them aren’t going away. Certainly PM training and certification are always good options. And it goes without saying that any training or skills development related to agile is time well spent.

The other discipline that savvy project managers are wise to invest in today is business analysis. Rather than trying to figure out how to be a project manager in an agile, product-oriented environment, PMs serve themselves and their organizations well by evolving their skills and knowledge to include business analysis.

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Business analysis, the activities done to support solution delivery, alignment to business goals, and continuous value delivery, has long been a domain distinct and yet inextricably integrated with project management. The BA role that does those activities typically works closely with the PM, but they are separate efforts; the PM is the custodian of the project and the BA is the custodian of the product. Typically, much BA work is done in the context of projects or programs, so it can get messy as to where the boundaries are, as many hybrid PM-BA practitioners can attest.

A key incentive for PMs to develop BA skills is that those skills and tools are heavily used in agile environments. The various agile frameworks used to handle uncertainty and solve complex problems are customer and product-centered, as opposed to project-centered. PMs struggling to figure out how they fit into agile environments often frustrate themselves and others because they are looking through a different, project-oriented lens. The more organizations mature in their agile practice, the more frustrating this can become.

Business analysis, on the other hand, is used ubiquitously in agile environments and is more fundamentally agile than is project management. BA skills and tools are largely about discovery, facilitating conversations, establishing alignment, and getting to consensus. Project management tools and techniques are, of course, employed in agile environments, but the translation of the role is not as simple and clean. BAs don’t have to figure out how they fit in agile environments like PMs do. The work of business analysis is needed everywhere.

Further, and for a variety of reasons, business case development and pre-project activities, as well as solution evaluation and post-project activities, are often done superficially. PMs who can actively engage in these extra-project activities elevate their value proposition for their organizations.

PMs who are paying attention recognize that a top core competency for just about anyone working in organizations today is business analysis. If you are a PM and don’t know much about business analysis, or if you have not had an opportunity to do BA work in your environment, do yourself a favor and explore how you can develop those skills and get experience doing more BA work. The more you learn, the more likely you will be to see where your PM work has included BA activities. Bonus: Refining your understanding of business analysis will make the distinction between the BA and PM roles clearer and make you better at both!

PMs trying to keep their bearings on how they fit into an increasingly agile world must be looking to develop their skills and knowledge in business analysis. If your organization isn’t specifically on an agile journey yet, they are certainly being affected by it. As agile approaches become normalized and less of something everyone is trying to figure out, so too will the need for business analysis skills.

The Importance of Knowing When to Stop

Written by Jim Conroy on . Posted in Articles. 12 Comments on The Importance of Knowing When to Stop

We have all read the headlines about Crossrail’s overspend and now the spiralling financial projections for HS2.

These situations are the norm rather than the exception. When managing a portfolio of capital projects, it is inconceivably complex to try staying on track without the tools and organisational culture to make rapid, informed decisions.

A PwC analysis has found that these so called ‘mega-projects’ – investments of $1bn upwards – often exceed their budgets by 50% or more. But what about other capital projects? New plant constructions, offshore explorations, new product developments? They may have a lower public profile, but they are no less important for their investors and they are also at risk. According to a 3 year study by KPMG, just 31% of all capital projects came within 10% of initial budgets and as the complexity of projects increases, so do the risks. In the construction sector, a further analysis by the Construction Industry Institute into the performance of 975 light and heavy industrial projects in its benchmarking database, found that only 5.4% met its measures for “best in class” predictability in terms of cost and schedule.

Project issues leading to reduced share value

Taking the obvious financial implications out of the equation, a PwC analysis of capital project issues at public companies highlights the bigger strategic risks of project failures. This revealed that after a public announcement of a capital project delay or shutdown, the majority of companies experience a steady decline in share price. By the three-month mark following the announcement, the decline in share price averaged 15 percent and in the most severe cases, it rose to a 90 percent decline. These are the real repercussions of poor project and portfolio decision making and shareholders are now extra sensitive to failure given the global economic situation. Early warnings of possible conflicts have risen up the corporate agenda.

Capital projects require high levels of governance and control to support investment decision making and ensure they do not fail. Portfolio managers are responsible for ensuring the right decisions are being made, or a lot of money can be wasted. The challenge is less about making sure that the day’s ‘to do’ items get done, and rather, about getting immediate answers to questions like: ‘How are we progressing overall on the project?’, ‘Are we managing the significant risks that could derail the project?’ or ‘Are we managing over runs on the budget?’

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Appreciate an early warning

The organisation as a whole may also need to develop a culture of greater transparency to support people in the PMO if they need to report that a project is ‘in trouble’. It’s a classic case of not blaming the messenger and instead focusing on appreciating that although the news might not be positive, getting an early warning provides an opportunity to take corrective action.

However, many PMOs don’t have the tools to establish the right portfolio monitoring procedures and lack the visibility to spot these issues early enough. They don’t have an aggregate level view of what is going on and whether projects will indeed deliver the right business objectives as expected. Most importantly, they don’t have the visibility to quickly terminate floundering initiatives and save their resources for where they are best applied. This is always critical for new product developments, but an important issue for all capital projects. In the end, every initiative has an opportunity cost. If a project is not performing in line with projected value to justify the ongoing investment, it should be terminated. Being able to do this quickly requires strong governance and control, the ability to evaluate all aspects of a project and its position within an entire portfolio on regular – ideally quarterly- basis.

Quarterly management accounts

Many organisations can’t do this because although they have the day to day project tasks well under control, they rely on spreadsheets and disparate systems for their aggregated portfolio intelligence. They can’t collate the information easily and end up performing an annual review. That’s too infrequent, PMOs need the equivalent of quarterly management accounts to keep their projects on track and to be able to make quick decisions about whether they are meeting the requirements of the original business case, need to adjust the case to reflect events, or, at the worst case, terminate the project and recoup any losses.

A capital project is rarely derailed by a single problem; it usually takes a series of failed steps along the way. Providing visibility at all levels is a key part of the value to be derived from a PPM solution – helping to inform the strategic decisions business leaders need to make in order to avoid costly or at worst, failed and terminated projects.

5 Tips to Find and Develop Your Leadership Voice

Written by Frank Hamilton on . Posted in Articles. 10 Comments on 5 Tips to Find and Develop Your Leadership Voice

You might be surprised how much a single person can influence the overall image of a whole corporation.

Look at the powerhouses of each big company: Steve Jobs and Apple, Stan Lee and Marvel, Bill Gates and Microsoft, Elon Musk and SpaceX. Every time any of them did anything, it would influence the way people viewed the company these people stood or still stand at the head of.

This is exactly why it is so important to develop a unique leadership voice and stand by it. The way you hold yourself will influence the well-being of your company. But it’s not always easy to understand what makes you special and how you can use it to attract people to your business. Here are five tips on how to find and develop your leadership voice.

1. Identify Your Leadership Voice

The first thing you have to ask yourself is: What is my leadership voice?

It sounds easy and quite plain, but that question is the equivalent of “Who do you want to be when you grow up?” The only exception is that you ask it when you are already grown up.

Media has been covering the various stereotypes about being a leader. Some show corporate leaders as heartless beings, while others seem to just be jerks. In terms of female stereotypes about leadership, women are supposed to be stern, cold, and virtually unreachable, neither by her colleagues nor by potential suitors.

However, these required characteristics for being a leader seem to be changing with time. Nowadays, leaders are often the ones who joke a lot and try to keep an upbeat atmosphere in the team. If you want to know more about becoming a leader in our modern age, be sure to read this article about 5 Secrets to Leadership Success in the Age of Digital Disruption.

So, who do you want to be: a cold-blooded businessman or a down-to-earth boss? It’s really up to you to decide, but you should keep in mind that this decision will ultimately influence all of your choices in the future.

2. Select People Who You Admire

The next step is perhaps one of the most entertaining ones. Once you have a general idea of what kind of leadership voice you want to have, you need to find examples of this very leadership voice.

One thing to keep in mind is that you don’t necessarily need to have only one role model. In fact, the opposite is true. By selecting different people who you admire, you will then be able to model your own leadership style around their best traits. You might have only two or three idols, but the list can go on to dozens.

To find the people you admire, look in different places. These can be industry professionals, celebrities, businessmen, or even your own friends and family. A lot of people admire and look up to their parents.

Once you’ve selected these people, investigate and try to pinpoint what makes them who they are. Detect their leadership voices and understand how they created them. Try to read or watch their interviews, read their writing, and even talk to them if you have the chance.

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3. Write Down Appealing Characteristics

After carefully analyzing the people you admire, take a piece of paper and write down their characteristics that appeal to you. These can be as small as their habit of jogging in the morning or as large as their philanthropy.

As identified in the article How to Develop These 7 Leadership Skills, there are seven key leadership skills that you will absolutely need:

  • Communication: Communication is an integral part of almost any position, but it is vital to succeeding as a leader. Proper communication can go a long way, so you must make sure that your communication skills are topnotch. Listening to what your colleagues are saying is important, but getting information across to them is too.
  • Mentorship: A great leader often plays the role of a mentor for his subordinates. Remember that by leading your company, you set an example to others who strive to achieve the same things you did. But being an example is not enough. In addition to that, make sure to provide your mentees with the information and knowledge they will find helpful. Tell them about your mistakes and let them learn from them.
  • Humility: One of the key elements of appearing human is admitting your mistakes when you make them. Don’t be afraid to acknowledge the fact that you are wrong as it will show your colleagues that you are willing to take responsibility for your actions.
  • Delegation: Leaders are there not only to inspire others to do things but also to assign these things to each separate member. By delegating the various tasks to others, you show that you are able to see a bigger picture and make everyone work as a team.
  • Problem Solving: Directly related to delegation is the leader’s ability to solve problems. There will be many times when you have to find a way out of a complicated situation, but you must not panic. Instead, use your problem-solving skills to find a solution.
  • Goal-Oriented: Being goal-oriented means not only having a concrete aim but also giving a purpose to your team members. A good leader will know what he wants to see in the future and will motivate others to work hard to achieve this.
  • Innovation: Being a good leader doesn’t mean using the same tricks every time. On the contrary, a good leader is someone who can adapt to the new circumstances, propose innovative ideas, integrate modern technologies, and be an overall progressive person.

4. Find Natural Strength In Yourself

By this point, you are probably exhausted and thinking of how you will be able to manage all of these aspects of your leadership voice. And so, this is the time to review everything you’ve written by this point and ask yourself whether you really need everything.

Obviously, pretending to be someone you are not is complete nonsense and will only make you unhappy. However, you can be a better version of yourself rather than someone else completely. By improving your good qualities, you will be able to become the best version of yourself you could ever be.

Try to find that inner natural strength. Think of what you have in common with those traits you wrote down. Then, set a goal for yourself on what sides you’d like to improve.

5. Test Your Leadership Voice

Now that you know who you want to be, it is time to train yourself and become this someone. Practice and get better at all of the traits you want to possess. Try out these 5 Weekly Self-Assessment Tips to Improve Your Leadership Skills.

Once you feel like you’ve improved, test your leadership voice in low-risk situations. For example, you can organize something with your friends or family. Don’t go right in and try out your abilities on important business meetings or conferences until you are sure that you are ready to settle with the voice you’ve chosen.

Conclusion

All in all, finding your leadership voice is not as difficult as it seems. Once you know what you who you want to be like and understand your abilities, you will be able to conquer the world with only your charisma and leadership skills (and maybe a little bit of effort and dedication to your work). In any case, don’t be afraid to experiment until you find something for yourself and settle down with it. The more confident you are about what you are doing, the more successful you will be.

Question Everything: Accept and Manage Uncertainty

Written by George Pitagorsky on . Posted in Articles. 11 Comments on Question Everything: Accept and Manage Uncertainty

“If you think you are certain, rub your eyes.” Rumi

I am reminded that it is easy to be deluded into certainty. Powerful clients and executives may insist upon guarantees. Laws may be passed that mandate deadlines and budget caps.

Aside from change and impermanence what can we be certain of?

Is it certain that a product being developed at a high cost will be profitable or that an expensive vacation will be enjoyable? Can you be certain that a vendor will deliver a quality product that you need to meet your project objectives on time? Can you be certain that your goals are worthy of the effort to be made to achieve them? Can you be certain that you are doing a good job without feedback from others and objective measures of success? Can you be certain that you will still have your job tomorrow or, even, that you will be alive tomorrow? 

Yet, we need to set and achieve goals and have a good, solid sense of self-worth and our capacity to play our roles. This is particularly important while playing the role of a project manager who must manage expectations to achieve success.

We can manage the reality of uncertainty by acknowledging that there are degrees of probability and by getting candid feedback from others. We need to become comfortable with uncertainty.

Self Confidence and Being Certain

Not long ago my eight-year-old granddaughter was given the honor of reading her response to a quote from Michelle Obama to the entire school.

Obama wrote “Always stay true to yourself and never let what somebody else says distract you from your goals.”

Granddaughter said, “This quote is important to me because it reminds me to not listen to what other people say about me and believe that I am whatever I want to be and just be myself and what other people say about me are not true.”

The part about not listening to what other people say, struck me as being all too prevalent as an attitude that pervades projects, politics, business and personal life. People fixate on beliefs and are unwilling to test them in the light of objectivity. Their certainty in their belief powers their actions and may help them succeed, but it creates a barrier to going beyond blind belief to test the value of their belief.

There is something to say about listening to what others have to say and seeing if it may be true. Not everyone is always able to objectively see themselves or their work without feedback from others. Robert Burns wrote
“Oh, would some power give us the gift
To see ourselves as others see us!
It would from many a blunder free us.”

Managing Uncertainty is an Art

Uncertainty is a factor that increases as complexity increases and as there is ambiguity about goals, objectives, roles, responsibilities and the availability of adequate resources. Managing uncertainty is an art that is fundamental to optimal performance.

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Managing Project Plan Uncertainty

Over confidence in project plans and lack of confidence in one’s ability to push back are success factors. Back in June 2017 I wrote that
“As I point out in my book, Managing Expectations: A Mindful Approach to Achieving Success, it is irrational to think that a plan will truly reflect the outcome with 100% accuracy. This is particularly true for complex projects and for plans that are made well in advance of actual performance.

“Managing and performing under uncertain conditions is a challenge. … Some people act as if they think that there is 100% assurance that the planned end date will be met within budget, while producing a quality outcome. Often, they deny the implications of current conditions and stick to the plan, no matter what.”

Is Planning Futile?

There is another paradox. Plans are subject to change, and they are also critical to success. Planning is not futile just because plans are not 100% accurate.

Plans seem to communicate certainty, but they do not determine outcomes. Skillful managers highlight and continue to remind stakeholders that while the plan and the constraints it sets do influence performance, there is uncertainty.

Take the time and effort to open the planning process to input from performers and other stakeholders. Be open to criticism, making sure that the criticism is founded on more than opinion and belief. Regularly assess current conditions and adjust. Mange risk.

Risk and Contingency Plans

Risk management is the principle factor in getting the uncertainty message across. You risk failure if the people who raise questions about potential negative outcomes are eliminated from the planning process and risks are ignored.

Success is measured by the degree to which expectations are satisfied. Acknowledging uncertainty enables the planners to be ready with contingency plans and to effectively manage expectations.

For example, in one project the ability to meet a mandated deadline to change an IT application to reflect newly agreed upon contractual terms was questioned. This questioning was greeted with the realization that a Plan B to address the required change with a manual procedure was required. The work to create the manual work around solution was planned in parallel with the IT development work so it could be ready just in case it was needed. A false sense of certainty based on the belief that IT development deadlines would be met because they were mandated from on-high can lead to great disappointment.

In another example, exterior work on a large building was planned to end in the Spring so that common outdoor space would be available for use during the good weather. The contractor signaled early in February that completion was likely to be in September. Building management had the time to reset residents’ expectations and to negotiate with the contractor to see how the work could be expedited. Had the contractor failed to notify management of the expected delay, perhaps because he was afraid to disturb a false sense of certainty, lateness would not have been averted and there would have been no time to address the issue.

Question Everything

Question your beliefs. As Rumi says, “If you think you are certain, rub your eyes.” Think again, get feedback, test your beliefs. Can they stand up in the face of criticism and questioning? If so, then hold to them. But if they do not hold up to scrutiny, change them.

OUTSIDE THE BOX Forum: A Hyper-Performance End State

Written by Robert Wysocki on . Posted in Articles. 13 Comments on OUTSIDE THE BOX Forum: A Hyper-Performance End State

A hyper-performance end state is an end state that can be visualized but probably never attained.

It is an ideal state. But it can be worked towards. It has four components:

  • A Hybrid Project Management Framework. This is a three-phase framework including Ideation, Set-Up and Execution Phases. It includes a feedback loop from the Client Checkpoint Step at the end of each cycle during Execution that goes back to the Set-Up Phase to review progress against plan and decide if the HPM Framework needs to be reinstituted for further revision. The Framework present unique PMLC Models for every project. That suggests that a continuous process improvement program should be implemented along with every project.
  • An Enterprise-wide Project Support Office (PSO). The PSO is the bedrock of a hyper-performance project management environment. The PSO is supportive whereas the PMO will have been more focused on compliance enforcement. The PMO is the first attempt at an office to establish standards and an enforcement process to assure standards compliance. Support to meeting these and other project needs was added later. The PSO is a new office. Its focus is support as requested by project teams and their managers. It aligns to the standards for support but not compliance.
  • A Complex Project Management Position Family. The project management position family defines the staffing resource for projects. A Project Management Position Family is needed across all positions involved with projects. The range is from task member to project director level. It includes non-professional position, professional positions, managerial positions, consultant positions, and executive level positions.
  • A Career & Professional Development Program. Achieving a hyper-performance project management environment requires not only an appropriately skilled cadre of project managers but also one that aligns with the long-term demand for such skilled personnel. These personnel are developed in-house rather than hired from the outside. Long term projections of inventories of staffing numbers can be calculated for planning projects, programs, and portfolios staffing requirements.

We will discuss each of these in detail in the following four articles. This article introduces the end state. A hyper-performance end state is an ideal environment but a goal worth working towards. It may never be realized but that doesn’t change its desirability as a valid goal. This article is a five-part article which describes the hyper-performance end state and the four components that define it. It is well worth the effort to read what it looks like and to consider implementing one.

Introduction to a Hyper-Performance End State

Implementing a hyper-performance environment and culture in an organization is not a plug-and-play exercise. The conditions can be implemented but the result is not guaranteed. It is not only subjective but is also a characteristic of an individual project rather than an environmental feature. Implementing an HPM Framework with a hyper-performance configuration can range from a non-event to a major cultural upheaval often burdened by several obstacles and resistances. It all depends on the current state of project management processes and practices in your organization, how risk-averse and change-averse a culture is in place, and what vision is held of the end state of project management. Before you jump into the fray with a textbook version of a plan you need to understand and appreciate these complicating factors.
In this article we will help you explore the realities of implementing an HPM Framework and offer a practical implementation plan for your use. In this article we build a model and a portfolio of tools, templates and processes for the successful management of complex projects and the delivery of business value. In effect we will build a plan for transforming your organization into this reality.
The HPM Framework is the operating project management process for a hyper-performance end state. It is a robust framework that can be adapted to any project. That adaptation occurs in three stages. The First Stage is an Ideation Phase to define the end state. The Second Stage is a Set-Up Phase to design a PMLC specific to the unique needs of the project. The Third Stage is an Execution Phase. It is quite similar to the execution phase of a TPM with one exception. That is the inclusion of a Client Checkpoint that occurs as the final task in a cycle. It may refer you back to the Set-Up Phase for adjustment of the PMLC Model for the future cycles.

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OVERVIEW

Recognize that hyper-performance is more attitudinal and behavioral than a condition that exists or state of being that has been put in place.

Understand that the organization can only set the conditions that support hyper-performance and then let what happens happen.

This article presents a deliberate process for migrating from whatever is the current project management framework in your organization to a desired end state for managing complex projects. The transition process is not a fixed recipe but rather is unique to every organization but always includes the following steps:

  1. Understanding the current state of project management processes and practices
  2. Envisioning the desired end state for project management processes and practices
  3. Formulating the transition plan to move the organization from its current state to its desired end state
    1. Define the organization’s ECPM Framework
    2. Establish a continuous process improvement program
    3. Plan the transition
    4. Implement the transition

The first two steps are data collection and definition steps. These steps define the “as is” and “to be” states. The hinge pin is the third step – the “how to step” which is an outline of a comprehensive plan for establishing a hyper-performance environment for project management. Every organization will have to complete these steps specific to their organization and make this transition sooner or later. Some have already done so, but many are mired in the confusion and need outside help. For those with a long history of practicing traditional TPM, evolving to an APM and xPM environment will probably seem chaotic and uncontrolled. The complex project mindset is very different than the traditional mindset and some project management practices will have to be relearned. Other practices will have to be learned for the first time. For those who are new to project management, they have an opportunity to form robust practices right from the get go. Whichever situation you find yourself in, the transition will be a daunting one, and its impact on the organization will be significant.

Every ECPM instantiation and implementation is a unique journey.

The desired end state project management environment must be a robust environment. It must include a vetted portfolio of tools, templates, and processes to support every type of project the organization can expect to encounter. That includes the TPM processes that might be in current use. Your TPM processes and practices will probably remain intact. So the transition adds or refines project management methodologies rather than replacing them. The transition also includes new processes that integrate all of the project management methodologies that result from the transition. The robustness of the final project management environment comes from the fact that the specific project management approach you use for a given project is derived from the project characteristics itself rather than any preordained “management recipe.” Project management is reduced to “organized common sense” rather than to pre-specified recipes. In other words, just as projects are unique, so is the best-fit management process for each of those projects. While all of this may sound like a lofty goal, such an environment can exist and must exist. It is the gateway to a hyper-performance environment. We have had the opportunity to work with several clients to help them create their robust environments. On balance ECPM works and it has proven that it works.
Given that projects are rapidly evolving to a state characterized by increasing complexity and uncertainty, project management processes and practices must also evolve to remain effective in that evolved state. If this is obvious to your organization and it has decided to make the transition, I congratulate you for that decision. You have made a courageous step in the right direction. But also understand that, even if done correctly, the transition will be anything but easy. It will require a new mindset about project planning and management, the nature of projects, and how to achieve the expected business value that justified doing the project in the first place. This chapter explores the best strategy I can offer for making that transition. The strategy is a cautious strategy one that is based on deliberate planning and execution. Above all else, this strategy minimizes the risk and disruptive nature of the pending organizational changes as much as possible. The velocity and extent of change is driven by the organization’s culture rather than by any timed schedule of events. That is important to every transition to an ECPM Framework. In the end, the transition must be an evolutionary transition and a good fit culturally.

WHAT IS A HYPER-PERFORMANCE END STATE?

A hyper-performance end state is one whose performance exceeds all levels one would expect of an end state. It rarely has occurred. In fact, it is a performance goal that can only be worked towards but never reached. There is only one enabler of hyper-performance – a continuous process improvement program. And the metrics that measure that progress are performance and business value based. We have anchored that performance in the Declaration of Interdependence (DOI) and the IRACIS.

The execution of that continuous process improvement program falls entirely within the scope of responsibility of the Project Support Office (PSO). Its goal is that hyper-performance and should be the sole measure of its effectiveness.