Posts Tagged ‘PMI’

Add to the C-Level

June 22, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – the extracts follow a series of 5 Challenges that I think every organisation should consider, and consider very carefully:

Challenge 3 – Invest in a Chief Projects Officer

Well it starts with strategy formulation which is no longer the annual exercise it used to be – nowadays it is an ongoing iterative activity.

And since each strategy gives birth to one or more projects this adds to the portfolio constantly. Often, it should be honestly admitted, in some form of infinite capacity model – just keep adding projects and we will sort out the resources later.

The idea of a chief project officer is not new but it can be described as ‘emerging, with more organisations investing at this level in one person to represent the change programs at the highest level. If you think about CEO’s being most often fired for mismanaging change then it is a ‘no-brainer’ you would have thought if your portfolio is a significant one and – based on Challenge 1 – Invest in the right portfolio management – it is often more significant than you might think (see previous blog).

When project management, projects and change are elevated to the ‘C’ level of importance, one of the distinct advantages is it can no longer be viewed as optional, distracting, annoying, special or unimportant by all the other business functions. A Chief Projects Officer, or whatever title you may wish to bestow on this position, should make it easier to manage change initiatives across an organisation, should reduce that organisation’s exposure to the impact and potential; realisation of major risk, and can drive lower costs through economies of scale. All of which should deliver better results across the board, with higher engagement of all stakeholders and impacted employees.

A Chief Projects Officer (CPO) is typically responsible for providing governance over an organisation’s internal projects – external, or customer facing projects can be also covered but that is entering a slightly different world – with a focus on:

  • Ensuring all projects support the current strategic objectives
  • Managing the overall portfolio risk to the organisation
  • Driving efficiencies in delivery and economies of scale
  • Managing resource requirements across the project portfolio
  • Ensuring that all change is led by a skilled professional project management community
  • Leads, and is aided by, the PMO
  • Reports to the executive team

And how can you get a ‘CPO’?

Well why not fast track one through the project world?

I have seen in the companies that I have worked for, and I am sure that you have all seen it as well, the special ones amongst us that are on a fast track up through the organisation destined for the hallowed ground of ‘C’ level appointment. We all watch in awe and wonder at the skill and ability in acquiring new skills and mastering new responsibilities and generally doing a whole better than us.

And there is nothing wrong with that at all. They experience the company as broadly as possible with experiences in finance and in sales and in marketing and in manufacturing and even sometimes in services perhaps. They get first-hand experience of the component parts of the businesses that they will one day lead and this is a valuable preparation. These are the ones identified as having future leadership potential and any company will invest in such people for their joint futures.

Sadly, I have yet to see a future ‘C’ work their way through the project arena, the PMO, the project management practise. It seems as if, when it comes down to it, that the project side of the business (as opposed to the operational side of the business) is maybe a little less important, a little less attractive?

There is a danger of course in putting a non-project person in charge of projects.

A comment from my recent PMO Survey summed it up with ‘the management in charge of the PMO are highly experienced operational managers, each with a significant and solid track record. Unfortunately, that expertise does not translate into projects where the deadlines, delivery management and interaction between different role-players are significantly more acute than in operational management’.

So perhaps the ‘C’ is not immediately destined for the PMO leadership role but surely there is a critical need for such future leaders to understand the nature of their ever increasingly project based activities.

Take an action all of you executives – talk to the ‘powers that be’ and to the fast track talent development agencies in your companies, and open up your PMO with an invitation to ‘come on in and enjoy the experience’.

In the long run it will only benefit the PMO, your projects, you yourself and, of course, the organisation. Projects are here to stay and with the increase in project activity inside organisations then really the next generation ‘C’ level should understand as much as they can about our world.

 

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. Owned by Director & CEO Alex Marson, the organisation works with large FTSE 250 clients including some of the biggest companies in the world in the Asset Management, Professional Services, Software, Automotive, Finance and Pharmaceutical industry.  The company has a team of world-class experts who provide a bespoke approach to the challenges that our clients have, and the company was formed because of a gap in the market for expertise which truly gets to the heart of the issues clients are facing – providing a robust, expert solution to change the way that companies run their projects.

At the time, the market was becoming flooded with training companies, providing a ‘sheep dip’ approach to project management, and the consensus was that This didn’t solve the real challenges that businesses and individuals are experiencing in this ever-increasing complex world of project management. The vision was to hand-pick and work with the very best consultants, trainers and coaches worldwide so that Tailwind could make a difference to their clients, to sit down with them, understand their pain points, what makes them tick, and what is driving their need for support.

These challenges being raised time and time again are in the project leadership space, from communication issues, not understanding stakeholder requirements or having the confidence to “push back”, lack of sponsorship support, working across different cultures, languages, levels of capability and complexity. We expect more from our project managers – we expect them to inspire, lead teams and be more confident.

Tailwind’s experience is vast, from providing interim resources in the project and programme management space, supporting the recruitment process, experiential workshops, coaching – from project managers through to executives, providing keynote speakers, implementing PPM Academies, PM Healthchecks and Leadership development. The approach is created often uniquely – to solve the real challenges of each of their individual clients.

http://tailwindps.com/

How project management can improve your business

June 20, 2017

 

We all know that effective project management is a key contributor to a project’s success. Still, we often forget to think about the bigger consequences that project management can have on the rest of business. Working on your project management skills does a whole lot more than boost your resume, it has serious impact on your business’ bottom line. Now that’s a definite selling point for any potential employer.

Share knowledge across your company

No-one understands who works where and who knows what more than a project manager. With experience managing human resources across your projects, you’re well equipped to help a business build a culture of knowledge sharing. By using project management skills to identify where specific skill and knowledge sets are, you’re well equipped to strategically share your talents’ expertise across the organisation.

Make the most of the resources you have

By being held accountable for resources at every project phase, you become aware of where in your company resources are abundant, and where they are scarce. Project management teaches you to keep track of where human resources are and what they have to offer. You also learn the limitations and possibilities that come with managing a budget – all of which is integral to running a business. You can manage customer expectations when resources are scarce, find ways of improving productivity and reduce business costs by putting the right people in the right places.

Manage time and budget like a pro(ject manager)

Knowing how to manage a budget and keep projects tracking to deadline is one of a project manager’s most valuable skills. Managing the budget and timing for an entire business, however, is something only a project manager at the top of their game can handle. By bringing your expertise to the table, you can use your valuable skills to deliver business insights that other professionals might miss. Project managers run a tight ship, and that’s often the approach businesses need.

Strive for continuous improvement

Project managers learn to continuously improve their processes and find new, more efficient ways of completing tasks. In today’s age of disruption, businesses need this approach on a company-wide level. By implementing new processes on a company-wide level, you can instigate the change that sees profits rise and productivity skyrocket.

However, you can’t just expect everyone to jump on board straight away – and project managers know that. Great stakeholder management skills are crucial when it comes to rolling out any change or improvement in a company. Having experience managing stakeholders across teams and departments is a great card to have in your back pocket when managing a business.

Having a project management approach to managing business is more than just a nice philosophy – it’s common sense. Great project managers are well equipped to shine in the world of business. Improving your skills and applying them at an enterprise level is a sure-fire way to start your path to success.

If you’d like to improve your project manager skills, without having to leave the workforce, consider studying a Master of Project Management online at Southern Cross University Online. Flexible study loads mean that you can strengthen your experience with postgraduate study without putting life on hold.

Project Sponsors are from Venus

June 14, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – the extracts follow a series of 5 Challenges that I think every organisation should consider, and consider very carefully:

Challenge 2 – invest in non-accidental project sponsors

‘We are unique individuals with unique experiences’ John Gray, Men Are from Mars, Women Are from Venus

Men Are from Mars, Women Are from Venus is a book written by relationship counsellor John Gray. It has sold more than 50 million copies (a handful more than my own best-selling book The Lazy Project Manager) and spent 121 weeks on the US bestseller list.

The book and its central metaphor have become a part of popular culture and so I found myself, as I thought about my ongoing (since 2011) Campaign for Real Project Sponsors, that maybe we could think of project managers and project sponsors in similar terms.

The book states that most common relationship problems between men and women result from fundamental psychological differences between the sexes. The author exemplifies this through the book’s eponymous metaphor: that men and women are from distinct planets – Mars and Venus respectively – and that each sex is in tune with its own planet’s society and customs, but those of the other are alien to it.

Now it is possible that this comes into play if, say the project manager is a man and the project sponsor is a woman. (I explored this in the book Strategies for Project Sponsorship (Management Concepts Press) with my co-authors Vicki James and Ron Rosenhead, where – at Vicki’s suggestion – we agreed to separate the roles by gender.) But for now, let’s simplify the situation by assuming that gender plays no part in this.

For project success many sources of authority boldly declare good project sponsorship is critical but sadly the reality of the situation is less than perfect sponsoring. Often – very often – project sponsors will have received no training or support for their critical role. In Strategies for Project Sponsorship we confirmed that, with 85% of organisations surveyed declaring that they had ‘sponsorship in place’ but 83% confirming the worrying truth that they did nothing to support, train or guide these project sponsors.

Many speak of the ‘accidental project manager’ but the reality is that the current generation of project sponsors can also be considered the ‘accidental project sponsors’. Although they may not have any background in project management or project-based activity, having reached a senior level within their organisation based on other achievements, they have assumed or have been given that role. Remember that there is not currently any official body of knowledge for project sponsors to help them understand best project sponsorship practices.

And yet project sponsors don’t just need to support projects; good project sponsors also support the project manager and project team. It is said that a project is one small step for a project sponsor and a giant leap for the project manager. Wouldn’t we all feel so much better if we knew that the project sponsor’s one small step would ensure that the complementary giant leap would lead to a safe and secure final landing?

The project sponsor/project manager partnership is one that needs to be built on a relationship of trust and mutual objectives.

As John Gray says, ‘If I seek to fulfil my own needs at the expense of my partner, we are sure to experience unhappiness, resentment, and conflict. The secret of forming a successful relationship is for both partners to win.’

Project sponsorship is not about an either/or situation but a win/ win, with both the project sponsor and the project manager benefiting.

It is, after all, about the project and therefore about the business benefit.

In Strategies for Project Sponsorship we found that the best of project sponsors operated in a very balanced way, being involved in the project, being objective about the project, being supportive of the project and project manager, and being reactive to project needs.

The project manager clearly needs to be equally balanced.

We also found that the best project managers understood what a good project sponsor should do and how they, as project managers, needed to behave within the reality of the partnership, and with the project sponsor that they were ‘given’. As the saying goes, ‘you can pick your friends but you can’t pick your relatives,’ and it must be appreciated that the same is true of project sponsors.

Each project sponsor (and each project manager) will be different, will be imperfect, and will have strengths and weaknesses but if the two individuals understand each other’s responsibilities and capabilities then a balanced, effective and positive relationship can be achieved (and subsequent project success). To once again quote John Gray, ‘Relationships thrive when communication reflects a ready acceptance and respect of people’s innate differences.’

This needs to be taken seriously and if the relationship is not working changes need to happen, fast.

There is some fantastic work going on with and for project managers.

We have landed on Mars and we are setting up home and making it look damn good (in most cases) but the weight of effort is all on that side of the scale. Venus, on the other hand is comparatively undeveloped and in need of a real make-over.

In ‘Project Management Institute, Inc. Pulse of the Profession™ March 2013’ it was assessed that the value impact on poor project sponsorship from the executive level had real significance. The report suggested that with regard to meeting project goals there was a +29% variance with good sponsorship in place but when there wasn’t good project sponsorship in place there was a -13% variance of project failure, that is there was a 13% greater chance of the project not delivering what was expected.

Investment in project sponsorship is evidence that the executives are taking strategy investment seriously, whereas not doing so can be seen as an example of the C-suite failing its own business and if we think about this in terms of the portfolio we valued in the previous article (we started with £20m and ended up with £105.6m remember?) doing nothing to develop good project sponsorship would mean that 13% of the value of the portfolio (£13.7m) could practically be written off from day one. Even if you only take the portfolio starting value – £20m – you are losing £2.6m.

How would your CFO feel if you asked him to take £2.6m in banknotes and stuff it in the shredder right now? If anything, not investing proper C-level support in strategy is worse than this, since besides the huge financial loss you should consider time and effort: all those people wondering what they have been working on all this time only to see negative returns.

I hope that the point is now well made – investment in professional project sponsors who see this as an integral part of their role is critical to your organisation protecting and benefiting from your portfolio of investment.

 

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. Owned by Director & CEO Alex Marson, the organisation works with large FTSE 250 clients including some of the biggest companies in the world in the Asset Management, Professional Services, Software, Automotive, Finance and Pharmaceutical industry.  The company has a team of world-class experts who provide a bespoke approach to the challenges that our clients have, and the company was formed because of a gap in the market for expertise which truly gets to the heart of the issues clients are facing – providing a robust, expert solution to change the way that companies run their projects.

At the time, the market was becoming flooded with training companies, providing a ‘sheep dip’ approach to project management, and the consensus was that This didn’t solve the real challenges that businesses and individuals are experiencing in this ever-increasing complex world of project management. The vision was to hand-pick and work with the very best consultants, trainers and coaches worldwide so that Tailwind could make a difference to their clients, to sit down with them, understand their pain points, what makes them tick, and what is driving their need for support.

These challenges being raised time and time again are in the project leadership space, from communication issues, not understanding stakeholder requirements or having the confidence to “push back”, lack of sponsorship support, working across different cultures, languages, levels of capability and complexity. We expect more from our project managers – we expect them to inspire, lead teams and be more confident.

Tailwind’s experience is vast, from providing interim resources in the project and programme management space, supporting the recruitment process, experiential workshops, coaching – from project managers through to executives, providing keynote speakers, implementing PPM Academies, PM Healthchecks and Leadership development. The approach is created often uniquely – to solve the real challenges of each of their individual clients.

http://tailwindps.com/ 

A View from the Top

June 7, 2017

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – the extracts follow a series of 5 Challenges that I think every organisation should consider, and consider very carefully:

‘Change is the law of life. And those who look only to the past or present are certain to miss the future’ John F. Kennedy

Challenge 1 – invest in the right Portfolio Management

Knowing the value of your investment in change, and the consequential cost of failure to deliver this change, is critical.

So how can you get across the message that executives need to stop failing their projects without looking like a project manager with a chip on their shoulder?

Fear is one way, so why not try this simple exercise when you get the opportunity. Putting a price on something works well, I find.

Start with your company project portfolio value (this should be a reasonable reflection of the strategic investment). For the sake of this example I am going to use pounds’ sterling but of course it works with any currency. I am also going to use a small portfolio value of say £20m; again, please insert your own figure here.

The next step will depend on the type of industry you are in but if we choose a typical regulated commercial model for a business it can be said that out of that total portfolio some projects are compliance driven and some business driven. In this example, we will use 40% as compliance and 60% as business growth projects. Therefore, in this example we have £8m invested in compliance projects and £12m in business development projects, again insert the appropriate figures for your organisation. A regulatory light organisation may devote only 20% of portfolio to compliance, with 80% devoted to growth.

You know your business so I will leave it up to you to decide.

But we don’t stop there. For each project to be sanctioned there must be a ‘value added’ benefit. For compliance projects this might be expressed better as cost impact. So, failure to deliver ‘X’ will result in a potential fine of ‘Y’, and/or a potential loss in self-certification of ‘Z’ and so on. All such failures have cost impacts. This may be a 2:1 ratio calculated as the potential penalties for non-compliance plus the actual project-investment costs. In our example this would be £8m multiplied by 2 plus the original £8m, which equals £24m.

Now for the rest of the portfolio, the business growth or development projects. There would be no point in investing £1 to gain £1, there must be a return on investment. In terms of a ratio that typically might be at around 4:1 (apply your own business factor here you should be able to find relevant figures in your business case approval process). Therefore, investing £1 would gain a return in investment of £4. Using the same maths as the compliance projects we now have in our example a total of £12m multiplied by 4 plus the original £12m, which equals £60m.

We now have a ‘true’ project portfolio value of £24m plus £60m which gets us to a chunky £84m.

And guess what? We haven’t even considered disruption of business costs during the projects. What shall we say here, maybe another 20% of the total portfolio investment, so about £16m or so? But the two types of project don’t behave in the same way. I suspect that the 40% we allocated as compliance project investment has a greater success ratio than the other projects. It is not that these projects are any more ‘healthy’ but the fear of non-compliance ensures that the company throws resources at these projects in a way that it doesn’t with the 60% that are business development projects, ensuring ‘success’ the hard (and costly) way.

Now if the compliance projects are ‘successful’ (he says smiling knowingly), then the other 60%, the growth projects, must carry even higher levels of potential failure.

Work out these figures now. In our example, we will use 10% across the whole portfolio for simplicity.

Can you work them out?

Do you have the data (the accurate and real data) to do this? If not, does that worry you? (It should.)

Looking back at our portfolio we said 40% was compliance activity and 60% was business growth but think about it, on balance how many of these growth projects represent real clear blue strategic change?

I bet that most are just to keep pace with your market and perhaps only 10% of projects represent real change. So again, if failure is the ‘norm’ and the focus on success tends towards the compliance end of the project scale, how successful is this 10% – the true change projects you have underway in the organisation?

I realise that these figures are open to interpretation and maybe my maths is a bit rough but you can see the general idea. It is a little like fantasy finances but the underlying points are that a) your portfolio is bigger than you think it is and b) unless you are in the special minority you probably don’t have a good insight into how this portfolio investment is being managed and how the organisation’s money (and future) is being protected.

In our example this takes a £20m base portfolio right the way up to £105.6m.

Extensive investment in strategy through projects needs to be backed up by real commitment to successful delivery and, whilst the development of good project managers backed up with appropriate processes and methods is critical, it is the clear responsibility of the executive leaders to connect such strategy to project activity and to sponsor these projects in a competent way.

Hopefully putting a value on the portfolio will have woken up the executives (or even you).

 

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. Owned by Director & CEO Alex Marson, the organisation works with large FTSE 250 clients including some of the biggest companies in the world in the Asset Management, Professional Services, Software, Automotive, Finance and Pharmaceutical industry.  The company has a team of world-class experts who provide a bespoke approach to the challenges that our clients have, and the company was formed because of a gap in the market for expertise which truly gets to the heart of the issues clients are facing – providing a robust, expert solution to change the way that companies run their projects.

At the time, the market was becoming flooded with training companies, providing a ‘sheep dip’ approach to project management, and the consensus was that This didn’t solve the real challenges that businesses and individuals are experiencing in this ever-increasing complex world of project management. The vision was to hand-pick and work with the very best consultants, trainers and coaches worldwide so that Tailwind could make a difference to their clients, to sit down with them, understand their pain points, what makes them tick, and what is driving their need for support.

These challenges being raised time and time again are in the project leadership space, from communication issues, not understanding stakeholder requirements or having the confidence to “push back”, lack of sponsorship support, working across different cultures, languages, levels of capability and complexity. We expect more from our project managers – we expect them to inspire, lead teams and be more confident.

Tailwind’s experience is vast, from providing interim resources in the project and programme management space, supporting the recruitment process, experiential workshops, coaching – from project managers through to executives, providing keynote speakers, implementing PPM Academies, PM Healthchecks and Leadership development. The approach is created often uniquely – to solve the real challenges of each of their individual clients.

http://tailwindps.com/

Challenging Change

April 25, 2017

The following is a guest article from my friends at Tailwind Project Solutions:

In his new book – How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all – Peter Taylor challenges the foundations of organisational change, asking if the c-level executives out there are truly ready for change to be successful in their own businesses?

You can read more about this at SME www.smeweb.com/sme/how-mismanaging-change-is-the-biggest-risk-of-all – where Peter describes the four-year study by LeadershipIQ.com which found that the number one reason CEO’s got fired was …. wait for it …. mismanaging change.

He talks of business growth, even business existence, being built increasingly from such change; strategic change – new markets, new products, change driven through regulatory demand, change driven to maintain market share, change driven by mergers and acquisitions, changes driven by new executives, and so on.

And he argues that by putting those two parts together, a world where executives get fired on a regular basis for mismanaging change and a business world of increasing change, then you have a high-risk scenario it seems in many board rooms across the world.

Worrying!

But Peter, ever the pragmatist, offers some practical advice through his 5-5-5-5 model for assessing change foundations and making improvements to such foundations in his book.

 

And at the project level Peter offers some advice on the 10 Things People Often Get Wrong When Managing A Project (or change) as you can see here in Female First http://www.femalefirst.co.uk/books/peter-taylor-how-to-get-fired-at-the-c-level-1045268.html

He explores the most common things that people do wrong when trying to manage that tricky temporary endeavour that is designed to bring about a positive change i.e. a project.

Perhaps there is a solution to the worry after all. Why not talk to us at Tailwind Project Solutions to see if we can help http://tailwindps.com/

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. Owned by Director & CEO Alex Marson, the organisation works with large FTSE 250 clients including some of the biggest companies in the world in the Asset Management, Professional Services, Software, Automotive, Finance and Pharmaceutical industry.  The company has a team of world-class experts who provide a bespoke approach to the challenges that our clients have, and the company was formed as a result of a gap in the market for expertise which truly gets to the heart of the issues clients are facing – providing a robust, expert solution to change the way that companies run their projects.

At the time, the market was becoming flooded with training companies, providing a ‘sheep dip’ approach to project management, and the consensus was that This didn’t solve the real challenges that businesses and individuals are experiencing in this ever increasing complex world of project management. The vision was to hand-pick and work with the very best consultants, trainers and coaches worldwide so that Tailwind could really make a difference to their clients, to sit down with them, understand their pain points, what makes them tick, and what is driving their need for support.

These challenges being raised time and time again are in the project leadership space, from communication issues, not understanding stakeholder requirements or having the confidence to “push back”, lack of sponsorship support, working across different cultures, languages, levels of capability and complexity. We expect more from our project managers – we expect them to inspire, lead teams and be more confident.

Tailwind’s experience is vast, from providing interim resources in the project and programme management space, supporting the recruitment process, experiential workshops, coaching – from project managers through to executives, providing keynote speakers, implementing PPM Academies, PM Healthchecks and Leadership development. The approach is created often uniquely – to solve the real challenges of each of their individual clients.

http://tailwindps.com/

How to Get Fired at the C-Level

March 3, 2017

I am delighted to announce the release of my new book – How to Get Fired at the C-Level: Why Mismanaging Change is the Biggest Risk of All

how_to_get_fired

Getting fired at the C-level is easy – and this book will tell you exactly how to go about it with ruthless efficiency.

But perhaps not getting fired is your preferred outcome and, if that is the case, then you might have a challenge or two in the arena of strategy execution since the number one reason CEOs get fired is mismanaging change!

Leading executives, it seems, do too little about strategy implementation, do not apply the appropriate level of attention to such critical organisational change, and often relegate sponsorship and leadership to lower management, whilst the c-suite get on with their ‘day jobs’.

‘How to get fired at the C-level’ will explore this challenge, and since all challenges are really opportunities, will show ways to not only significantly reduce change failures but also how to dramatically raise the capability, speed, and success rates of delivering strategic change in your organisation.

It also offers a simple means to evaluate executive engagement, and to offer a series of very practical steps to let you be the person who puts the ‘C’ for change into the ‘C’ level.

Author: Peter Taylor is the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 4 years he has delivered over 200 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

www.thelazyprojectmanager.com – free podcasts also in iTunes

Big challenge: Getting your project team to work as a team!

February 17, 2017

A guest post by my friends at Genius Project

teams-picture

A project team is a group of people who work together on a project with a common goal. They have different skills and specializations but their work all culminates in the delivery of the project.

Numerous studies have shown that a project progresses effectively when the team is working on activities that are clearly defined and planned. While it is important to set a timetable and targets, some companies are confronted with cultural differences, dispersed geographical locations and different working methods. Teamwork is not always so simple!

Here are some tips to increase collaboration in your project team.

  • Roles and responsibilities must be set from the get go. It’s necessary for everyone to know their objectives and mission to be able to work in their role effectively. In addition, it’s important to define the project leader and who to contact in the event of a problem or change.
  • Encourage employees to share their opinion. It’s important to provide input during meetings and discussions. The team is more dynamic and responsive when the players propose solutions and share any difficulties. A team always benefits from the discussion and the different opinions are enriching.
  • Organize useful meetings. We cannot say enough that transparency is essential in project management. This transparency makes it possible to have a positive dynamic within the group. Collaborators are informed, instructions are clear and information is distributed. A meeting should only be held if there is a need. The meeting should have a simple and precise objective. It may also be recalled that the project kick-off meeting is also important for a project team. It allows team members to get acquainted.
  • Spend time as a team. Team members need to spend time together informally. Activities outside the office are essential for strengthening group dynamics. Whenever possible, this reinforces the feeling of being part of a team. Team lunches are easy to organize and equally effective.
  • Communicate. Communication is an essential criteria for successful projects. Meetings, emails, online discussion groups … there are many possibilities to ensure optimal communication when delivering a project. Email is not always an indicator of the quality of communication, and that’s where project collaboration tools come in. Genius Project offers a “wall”, akin to most social media platforms which is integrated into the project management software to facilitate communication within the team.

A connected project team is essential to successful project delivery. Organization, communication and planning enable employees to gain a global vision of the project, to understand the issues and to be more effective in their respective roles.For more information about Genius Live!

You can visit the Genius Project website.

Farewell to Black Sabbath

February 1, 2017

On the 4th February 2017 I will attend, with my daughter, the very last ever (well they promise it will be the last ever, ever, ever) Black Sabbath gig, nearly 50 years after it all started.

black-sabbath-the-end-tour

For those who are not of my era or who aren’t aficionados of heavy metal, here is the short history:

Black Sabbath are a heavy metal band from Birmingham, England, consisting originally of frontman Ozzy Osbourne, guitarist Tony Iommi, bassist Geezer Butler and Bill Ward on drums. Like many bands over time they have gone through many personnel changes but three of the original members are back for this, The End. Simply put, they invented ‘heavy metal’ and produced four genre defining albums in 2 short years.

The response to these first two albums was instantaneous. ‘Black Sabbath’ reached Number Eight in Britain and exhibited staying power in America, staying in the charts for 65 weeks. ‘Paranoid’ repeated the feat, peaking at Number 12 in the U.S. and charting for 70 weeks; while reaching Number One in the U.K. in a 27 week run. Both albums were certified gold within a year of release.

http://www.blacksabbath.com/

Last year Black Sabbath, now with 75 million album sales behind them, announced international dates for their last ever tour, entitled ‘The End’. The band have said ‘when this tour concludes, it will truly be the end. The end of one of most legendary bands in Rock ’n Roll history’.

And I will be there, at the end, 43 years since I first saw them play – London, Hammersmith, May 21st 1974 – (and yes that is a very sobering thought, and yes, I am getting old thank you kindly for noticing that). In fact, I was ten years younger when I first saw them on stage than my daughter will be when we see will both see them climb on to the stage this month, play no doubt all of their greatest hits and take a final bow and head off stage to … immortality, in a musical sense at least.

If you don’t agree with the ‘immortality’ thought, then you must at least give them the legacy of being both the first and also one of the best heavy metal bands that we have ever seen or heard from. You may not like the music, but no one can deny what they have achieved or how many other musicians they have influenced over the many years that they have been around.

After nearly 30 years in project management it is only natural, from time to time, to consider what legacy will I, and my fellow project managers, leave behind for the next generation of project managers? After all it has been the major part of my working life and a period of intense development of the ‘profession’.

Perhaps personally I can consider that my writings, including ‘The Lazy Project Manager’, can be one form of legacy, but in general how have the ‘Accidental Project Managers’ done?

Well I would argue ‘not bad’ should come back on the report; the growth in awareness of all things ‘project’ and the maturing of all of the professional communities, along with the focus on project skills and methods in most organisations is a pretty good place to be today. Plus, there is a vibrant wealth of knowledge out there (books, websites, blogs, podcasts, communities of practice, magazines such as ‘Project’ and so on) that project managers today can tap in to.

Yes, of course, 100% of projects are still not successful (and probably never will be) but project health is so much better these days in general and much of this is to do with the investment in project managers (training, support, certification etc) – the days of the ‘Non-Accidental Project Manager’ are definitely with us. The respect that organisations give project management is hugely increased from my early days, when it was barely even noticed or spoken about.

But there is much left to be done naturally; raising the standard of executive sponsorship, connecting business strategy to project based activity, making project management a default step on the path to the top, the ‘C level’, of an organisation etc.

But all in all I think we should be proud of our achievements and be confident that the generation of ‘Intentional Project Managers’ entering the project management world today have a great legacy to build from.

And personally? Well I’m no Ozzy Osborne (actually there are some photos somewhere that have me trying very much to look like him back in the 1970s) and I’m no Black Sabbath either, and I have sold nowhere near 75 million copies of The Lazy Project Manager, but I’m pretty happy with the success that I have achieved and love each and every connection I receive on LinkedIn or follower on Twitter. I respect and enjoy each of the 60,000 podcast subscribers out there in project management land, and I thrill with each presentation or keynote I get to deliver around the world.

And so, I have no plans as yet to start my own ‘The End’ tour but I salute one of my heroes, Black Sabbath, thanks guys for all of the music and all of the emotion over the years, I look forward to being a small part of the last ever, ever, ever Black Sabbath gig in Birmingham in a few days.

And when that time comes that I deliver my final presentation I can only hope that the audience feel a miniscule part of the appreciation that I, and my daughter, and all of the other members of the audience will feel when the final note is played and the cheers rise for the perhaps greatest heavy metal band ever.

Thank you.

Peter (still Paranoid after all these years)

New Year’s Eve

December 30, 2016

A New Year’s resolution is a tradition in which a person makes a promise to do an act of self-improvement, such as losing weight, doing exercise, giving up smoking etc

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Babylonians made promises to their gods at the start of each year that they would return borrowed objects and pay their debts apparently, and the Romans began each year by making promises to the god Janus, for whom the month of January is named. In the Medieval era, the knights took what is known as the ‘Peacock vow’ at the end of the Christmas season each year to re-affirm their commitment to chivalrous behaviour in the coming year.

But despite all of the good intentions at Midnight on the last day of the year many, if not most, do not stick to their resolutions it seems, success appears to be somewhat illusive. The most common reason for participants failing their New Years’ Resolutions, according to one piece of research, was people setting themselves unrealistic goals, while 33% didn’t keep track of their progress and a further 23% forgot about it. About one in 10 respondents claimed they made too many resolutions.[1]

A study by Richard Wiseman from the University of Bristol involving 3,000 people showed that 88% of those who set New Year resolutions fail, despite the fact that 52% of the study’s participants were confident of success at the beginning. Men achieved their goal 22% more often when they engaged in goal setting (where small measurable goals are being set; such as, a pound a week, instead of saying ‘lose weight’), while women succeeded 10% more when they made their goals public and got support from their friends.

This last year I was fortunate enough to travel to 11 countries, on a total of 51 flights (I visited some countries more than once, the US many times in fact), and covered 124,000 miles in total. I presented on many subjects including ‘The Lazy Project Manager’ (still popular after all this time), PMO leadership, Sponsorship and many more, but in 2017 I have a new resolution, one that has been nearly 12 months in the making.

My new book will be released on 13th March 2017 and it is called ‘How to get fired at the C-level’ with the sub-title of ‘Why Mismanaging Change is the Biggest Risk of All’.

The idea of the book is that it offers a simple means to evaluate executive engagement in strategic change, and to offer a series of very practical steps to let the person (or people) who puts the ‘C’ for change into the C-level.

Of course, it is all about projects but it is targeting at the highest level in organisations.

Therefore, my New Year’s Resolution is to engage at least 10 organisations at this C-level and have robust conversations with them about such matters as professional project sponsorship, investment in project management and true portfolio management, amongst other matters – check out Mars and Venus as one example of what I am talking about.

I will though, require your help to do this.

The book will be out, as I said, in March, there is a presentation developed and there are two short sharp (1-2 hours) workshop developed to engage and drive the C-level to clear understanding of challenges in this area and offer simple practical advice for improvement.

A sort of ‘How not to get fired at the C-level’ plan of action if you like.

The help I need from you, if you feel this is a challenge in your own organisation, is to get me an invitation to talk to your executives, to help them see the reality, and to help them make the necessary changes to become truly successful at strategic change delivery.

Thank you in helping me with my New Year’s Resolution.

How can I help you?

Well think of this, in the very early hours of 2017 by all means set yourself a target for personal improvement in the coming year but remember the key lessons:

  • Don’t overload yourself: Be realistic with what you can achieve perhaps set only one goal
  • Share your goals: If people know about your goal they can a) help you along the way and b) perhaps act as an incentive to keep going
  • Keep track: Think about how you will monitor your progress, remember that those small measurable goals work better than a big end year target
  • Make it happen: Don’t just set some goals then forget about them, too many people do that and achieve nothing, instead take action

 

Happy New Year to all and make it a ‘Productively Lazy’ one!

 

Peter

 

 

 

Peter Taylor is a PMO expert currently leading a Global PMO, with 200 project managers acting as custodians for nearly 5,000 projects around the world, for Kronos Inc. – a billion-dollar software organisation delivering Workforce Management Solutions.

Peter Taylor is also the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 4 years he has delivered over 200 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at www.thelazyprojectmanager.com – and through his free podcasts in iTunes.

[1] https://www.finder.com.au/press-release-new-year-resolutions-2014

When Projects turn to a Tower of Babel

November 7, 2016

Different countries, multiple languages, global organizations…The challenge of international projects

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In this day and age, international teams and projects affect most companies; and they can often be a source of headaches for project managers. They must be managed from different countries and in multiple languages.

Needless to say, international projects prove to be strategic for companies that wish to remain competitive. So, how can you manage international projects when it’s already difficult enough to carry them out locally?

By following a few basic rules, an international project is no more complicated than any other. Like all projects, two things are essential: planning and organizing.

A Tower of Babel

The biggest challenge for international projects is communication. It’s much easier to exchange with colleagues face-to-face. But since this isn’t always possible, a communication strategy needs to be put into place.

Poor communication can result in distortion, delays, or worse, a complete loss of information. This miscommunication can be fatal to a project and its trajectory.

Errors can often be attributed to a lack of communication or insufficient documentation tools. Some tools are simply not suitable for geographically disparate teams. The unorganized distribution and sharing of information via emails and document attachments, makes collaboration very difficult for the various stakeholders. And monitoring project progress, issues and processes without interruption, becomes almost impossible. To address these problems, international project teams use a communication and project management platform. This platform enables them to gather information and to work in close enough proximity to “normal” conditions, ie. managing a project team that’s in the same office.

During the establishment of a communication strategy, we recommend considering the following:

Distance:

Multinational projects involve teams and stakeholders who are geographically separated and the personal relationship with employees is almost non-existent. From a strategic point of view, regular meetings tend to enable better collaboration and therefore, the ability to react more quickly to changes and issues. Nothing is more real for managers, stakeholders or team members than the personal exchanges they have with one another. This is why it’s important to plan meetings in person when it is possible.

Language:

Usually, global teams work in a multilingual environment. And the language barriers often lead to delayed, false or imprecise information. It’s therefore essential to define a general language for communication.

Corporate Culture:

Teams located around the globe can have different management styles and ways of working. It’s important to communicate these cultural differences. This will improve team productivity for leaders and stakeholders, in order to have the right expectations when problems occur.

Time Zones:

Working with an international team requires coordinating activities across multiple time zones. Project managers must develop a strategy for providing regular meetings to communicate with certain team members of that time-zone. This way, objectives will be reported in every region. In addition, team embers can serve as informants and provide feedback to global leaders.

Access to information:

Ensuring access to relevant information for an international team is more complex for global projects. Especially since going into the office to ask a colleague a question isn’t an option! That’s why it’s important to establish specific processes, such as, documenting the details of the project and ensuring that important information is accessible to all. Quick access to information is essential for the effective management and success of a project.

As we’ve seen, international projects are subject to unique challenges in terms of communication and decision-making. It’s necessary for organizations to consider solutions to deliver projects on time and ensure customer satisfaction, despite the geographical distance of the team. Documentation and communication are essential factors. Genius Project provides a tool for document sharing, archiving, annotation and commenting on documents. The software takes the role of the connector and centralizes information. There’s no need to request the latest version of a document from colleagues who won’t be responding until the following day. The information is in good hands and the project can move forward at any time!

 

For more information on Genius Project you can visit Genius Project ‘s website.