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8/11/2019 Attask Project Leadership Lessons From 40 Ppm Experts
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PROJECT LEADERSHIP
Lessons from 40 PPM Experts on Making the Transitionfrom Project Management to Project Leadership
Sponsored by:
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Foreword............................................................................................3
Introduction......................................................................................4Our Project Leadership Experts...................................................5
Learning to Share................................................................................9Nurturing Effectie Communication............................................10Leading from the Front................................................................12Project Leadership, Not Project Management.............................13Building Trust One Project at a Time...............................................14The Keys to Success: Ownership, Transparency, andAccountability.....................................................................................15Nailing the Vision: Ensuring Project Success ThroughClarity....................................................................................................17Business-focused Leadership........................................................18Wild Dogs and PMs: Team Building for Successful Projects.............19Preparation, Visibility, Empowerment..........................................20Communicating wit Empaty........................................................21Going from Boss to Teammate..................................................22The Deal is in the Details.................................................................24Virtual Leadership.............................................................................25How WIFM Rescued a Failing Project.........................................26Winning Staeolder Support....................................................27Lightening the Weight of the World Through Trust.................28Moing Proects Beyond Analysis Paralysis.............................29Getting Down to Genuine Leadeship..........................................31
TABLE OF CONTENTS
No More Winging It: Deising a Plan to Sae a Proect........32
Trust and Respect: The Keys to Successful Projects...............33Risking Your Popularity to Be a Strong Leader.........................34Connecting Sustainability to te Enterprise..............................36Committing to an Agile Transformation.....................................38Encourage Autonomy, Collaboration, Eploration...............39Rescuing Failing Projects............................................................40Trust: The Key to Successful Leadership...................................42Becoming the Linchpin for Your Project.......................................43Implementing Situational Adapted Leadership.......................44
Canging an Organizations DNA.................................................46Ensuring Success Through Face-to-FaceCommunication................................................................................47
Leading Those Who Follow...........................................................48Starting Proects wit Loe and Integrity..................................49Cultural Competence: Effectie Leadersip inMulticultural Enironments...........................................................50
Project Leadership: The Main Ingredient in GettingTroubled Projects Back on Track.................................................52
Delegating Your Way to Project Leadership.............................53Consistent Proect Management Witout Ecuses ...............54Clear Communication Leads to Commitment.........................56Principles of Performance-Based Proect Management.......57Loe Your Proect, and Your Team Will, Too.............................59
Meet AtTask...................................................................................60
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FOREWORD
Strong proect leadersip can mae te dierence between success and failure but is surprisingly elusie to manybusinesses.Wen it comes to proect management, we tend to tal about te tacticalte assignments, te tass, te approals, andso on. But business is eoling, and many proect teams are now being ased to lead cange, instead of ust timelinesand milestones. Tis eolution is accelerating and is drien by fres tining and business necessity supported byadanced tecnologies tat are igly accessible to a muc broader range of contributors. Eectiely managing wor isno longer just the role of a few specialists.
At AtTas, wee been bot witnessing and enabling tis trend for many years. Its te reason our strategic focus goesbeyond elping clients better manage proects. Our Enterprise Wor Management solution allows tem to iew wor in aolistic wayproiding complete isibility across not ust proects, but te entire lifecycle of wor.
Wit isibility comes transparency, confidence, and ultimately, te power to lead. Decisions no longer need to be madewit out-of-date and incomplete information, resources can be truly optimized, and productiity materially improed.
We ope youll nd te collectie wisdom captured in tis eBoo to be a source of insigt and best practice as youcontinue your own journey to be a project leader.
ERIC MORGAN
AtTas CEO
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Gartner predicted a massie sea cange in te world of proect managementa cange tat is forcing proect managers intoa greater leadersip role and requiring tem to wor closely wit senior eecuties. Wit te generous support of AtTas, we
reached out to 40 top Project and Portfolio Management (PPM) professionals and asked them the following question:
Please share a remarkable leadership secret that had a major impact on an enterpriseproject you have managed. Please tell the story and the results that you achieved.
We receied a range of insigtful answers tat paint a picture of an industry in transition. Te essays in tis boo rouglybrea down into tree categories. Seeral of te practitioners focused on te new relationsip tat proect leaders needto forge with senior management, how to understand their concerns and communicate with them in any
way that
works. Many PPM experts wrote about leading change and getting teams to work together in new ways. Finally, many ofour eperts wrote about specific leadersip tecniques tat ae elped tem clear urdles and remoe obstacles.
Making the shift from project managementto project leadershipisnt easy, but te rewards can be signicant. We opete collectie wisdom and ard-learned lessons contained in tese pages will inspire you and elp you tae your ownteams to a iger leel.
All the best,
DAVID ROGELBERG
Editor
2014 Studio B Productions, Inc. I 62 Nassau Drie I Great Nec, NY 11021 I 516 360 2622 I www.studiob.com
INTRODUCTION
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Cesar AbeidPROjECT MANAGER
Glen B. AllemanPRINCIPLE
Paul CableCONSULTANT PROjECTMANAGER
Naomi CaiettiPROjECT MANAGER /CONSULTANT
Geo CraneDOCTORAL STUDENT,PROFESSOR & COACh
Michiko DibyCEO
Michel DionPROjECT MANAGER
Deanne EarleCOMPANY DIRECTOR &PROjECT CONSULTANT
Cris FieldGLOBAL PMO MANAGER
je FurmanPROjECT MANAGEMENTINSTRUCTOR / PM BOOk AUThOR
OUR PROjECT LEADERShIP ExPERTS
Frank GrippoDIRECTOR OF WEB SERvICES
Bob HartmanCERTIFIED SCRUM TRAINER
Barry HodgePROjECT MANAGER
Jon HydePROGRAMME MANAGER
Michael KaplanFOUNDER AND CEO
Robert KellyMANAGING PARTNER
Torsten KoertingMANAGING PARTNER
Susanne MadsenPROjECT LEADERShIP COACh
Ric Maltzman &Dae SirleyCO-FOUNDERS
Margaret MeloniPRESIDENT
Jose MoroCEO
Carlos j. PampliegaARChITECT & PROjECTMANAGER
Rob PrinzoPRESIDENT
Patrick RichardSENIOR PROjECT /PROGRAM MANAGER
Gregg D. RichieINSTRUCTOR
In Carlos RieraGonzlezSR. PROjECT MANAGER
Tres RoederPRESIDENT
Johanna RothmanPRESIDENT
Peter SaddingtonPRINCIPAL
Susan de SousaDIRECTOR
Pam StantonAUTHOR, SPEAKER &CONSULTANT
Stephanie StewartDIRECTOR OF AGILE LEADERShIP
Jo Ann SweeneyFOUNDER
Peter TaylorOWNER / DIRECTOR
Tony TogliaDIRECTOR, PROjECTMANAGEMENT OFFICE
Ricardo Viana Vargas
DIRECTOR - PROjECTMANAGEMENT
Cinda voegtliCEO
Ed WallingtonPROjECT MANAGEMENTADvOCATE
Neil WalkerPROGRAM & PROjECTPRACTITIONER
Todd C. WilliamsPRESIDENT
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Share aremarkableleadership
secret that hada major impact
on an enterprise
proect you aemanaged.
Many enterprises may have good data,but because they are working in silos . . .these data are not available to end userswhen they require it.
Ed Wallington
When it comes to organizational projectmanagement, communications is a criticalcomponent that, when executed properly,links all project stakeholders to a commonset of goals and actions.
Michael Kaplan
Project leadership relates to people,relationships, and behaviors. Neil Walker
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Leadershipis setting a new direction or vision for a group to follow, whilemanagementis controlling resources in a group according to dened standards.
Peter Taylor
Swift trust occurs when a diverse group is brought together in a temporaryorganization, such as a project oce or virtual team created for an urgent project.
Naomi Caietti
I included stakeholders from all areas of the organization, not just IT and not just
the team members, which helped elevate stakeholder interest, bring transparency,and break down silos, subsequently driving success. Tony Toglia
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I dont begin a project until I fully understand it. This means that I will sit withproject sponsors and not proceed until I have nailed down their vision.
Michiko Diby
What turned the project around was business-focused leadership by the sponsorand PM as well as business-focused collaboration by the team to dene and pursuewhat mattered most.
Cinda Voegtli
The role of the PM is rst and foremost to create an environment in which the PMs
team can be successfulnothing more, nothing less. Chris Field
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W
en it comes to organizational proect management,
communications is a critical component that, when executed
properly, links all project stakeholders to a common set of goals and
actions. If proect managers (PMs) do not eectiely sare tese basic
components or team members dont understand them, expected outcomes are
eopardized and proect budgets become subect to unwanted ris.
A basic prerequisite for a smootly functioning proect team is eectie
communications within the team and between the team and other project
stakeholders. One of the dangers of project management is the belief that all
communication lins are operating eectiely ust because people are taling to one
another. One of the most common pitfalls of communication is the assumption that
because a message was sent, a message must ae been receied.
According to Project Management Institute, all aspects of project communications
can be challenging to projects, but the major areas of concern are:
Te gap in compreending te business benets; and
Te language used to communicate proect information being frequently
ambiguous and aored wit proect management slang.
Te responsibility for deeloping and nurturing real communication lins belongs
to te PM. Understanding tat te communication requirements of proects ary
greatly, te PM can focus on seeral areas to increase proect communications:
Remain an eectie communicator. Be a communications epediter.
Encourage good communications across boundaries.
Leerage tecnology eectiely.
Use a proect website.
Run eectie meetings.
KEY LESSONS
1
2
3
ENSURE COMMUNICATIONAMONG TEAM MEMBERS ANDBETWEEN THE TEAM ANDPROJECT STAKEHOLDERS.
CREATE AND USE ACOMMUNICATIONSMANAGEMENT PLAN.
PLAN COMMUNICATIONINTERNAL AND EXTERNALTO THE PROJECT.
When it comes toorganizational projectmanagement,communications is
a critical componentthat, when executedproperly, links allproject stakeholders toa common set of goalsand actions.
MICHAEL KAPLAN
Michael Kaplan is the founder
of SoftPMO, a New Yorkbased
consulting rm tat specializes
in improing eecution and
resource management. He is a
recognized leader in program
management and seres as an
adisor and mentor to senioreecuties. In more tan 20
years of practice, Michael
as wored wit seeral of
the worlds most successful
organizations, including
Fortune 500 companies and
goernment agencies, elping
tem to aciee te full intent
of their most urgent and
critically important initiaties.
NURTURING EFFECTIVE COMMUNICATION
Founder and CEO ofSoftPMO
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T
he perception of project managers (PMs) has changed
signicantly oer te past decade. I ae witnessed a fundamental
sift in te sectors I operate inone tat as seen a diergence from
the traditional PM role to encompass leadership qualities typically
resered for eecuties.
Preiously, PMs sat witin an organizations command-and-control
management structure. Tis autoritarian approac was perasie trougout
most sectors and typically limited eibility, stied innoation, and reduced
te ability to respond rapidly to issues. Maretplace canges oer te past
decade ae compelled senior eecuties to demand more from teir people,
compelling their people to adapt swiftly to the onslaught of change through
etensie transformational cange. PMs ae been carged wit unraeling te
pletora of business requirements to delier proects successfully.
Senior eecuties set te strategic obecties of te organization, but tey are
not eperts on ow te business runs at te operational leel. Te people
engaged at tat leel are. Tis disconnect is replicated at te proect leel, as
well. After all, no one person (or team) can do it all or know it all, and PMs are no
eception. A decade ago, I discoered tat successful transformation proects
need eectie actions by all of te people inoled at eery leel. Tis certainly
requires greater leels of collaboration and inuence tan iterto seen, not only
witin te deliery team implementing te cange but across te organization
and een eternally.
PMs face the challenge of gaining contributions and buy-in from people who dont
report directly to them. Therefore, project success often depends on ones ability
to inuence and persuade people at eery leel. Tis, in turn, requires leadersip.
Proect leadersip relates to people, relationsips, and beaiors. So, by leading
from te front, steering eeryone toward a common obectie, and engaging tem
eectiely en route, youll soon see enanced proect performance.
KEY LESSONS
1
2
3
COLLABORATION ISESSENTIAL TO SUCCESSFULTRANSFORMATION PROJECTS.
PROJECT SUCCESS OFTENDEPENDS ON YOUR ABILITY TOINFLUENCE AND PERSUADEPEOPLE AT EVERY LEVEL.
LEAD FROM THE FRONT.
Project leadershiprelates to people,relationships, andbehaviors.
NEIL WALKER
Neil Walker is a project
management professional,
consultant, and author. He has
more than 20 years of experience
leading and deliering tecnology-
enablement projects and business
transformation programs that
ae aligned people, process,and technology with business
strategy for blue-cip nancial
serices, professional serices,
and Uk goernment organizations.
Neil has consulted across United
kingdom, Europe, Canada, and te
United States in specializations
suc as program deliery
assurance, project turnaround,
strategic relationships, and
collaboratie woring.
LEADING FROM THE FRONT
Program & ProjectPractitioner at Synatus
Twitter I Website I Blogb
http://www.twitter.com/ppmpractitionerhttp://www.neilwalker.net/http://www.ppmpractitioner.com/http://www.ppmpractitioner.com/http://www.ppmpractitioner.com/http://www.neilwalker.net/http://www.twitter.com/ppmpractitionerhttp://www.attask.com/8/11/2019 Attask Project Leadership Lessons From 40 Ppm Experts
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Leadershiphas been described as the art of leading others todeliberately create a result tat wouldnt ae appened oterwise.Tis is someting tat appens eery day in proect management, yetwe call it just thatproject management rather than project leadership.
A confusing situation, but te dierence can be tougt of in te following
way: Leadershipis setting a new direction or ision for a group to follow, wile
managementis controlling resources in a group according to dened standards.
Using tis denition, ten, ere is a great eample of ow suc leadersip brougt
about a signicant cange. We ad a proect in wic, despite good plans and great
people, we experienced issues resulting from the fact that neither we as the supplier
organization nor te customer ad addressed te issue of organizational cange
management (OCM) in any serious way. Yet, tis was a big program of cange runningoer a planned period of two and a alf years and aecting undreds of people.
Recognizing tis gap and te ris to te oerall proect, te customer proect
manager and I agreed that we needed to do something, and that something was
to lead the team in acquiring new skills while at the same time supporting the
proect. We did loo at te use of eternal OCM resources, but te price tag was
astonishingly high and hadnt been budgeted for, and so this idea was rejected.
Instead, we embared on researcing good OCM material, initing eternal eperts
who were willing to speak to the team in return for a good meal and some expenses
and running worsops wit te team to eplore te OCM callenge and deelop a
plan for change management.
Te result, altoug peraps not te perfect OCM engagement, was twofold: Te
team learned a new sillor at least ad teir awareness raised oer te need
to tae OCM seriouslyand te business cange impact was relatiely smoot
(certainly better tan ad we done noting). had we ust managed te situation, Im
not sure wat te outcome would ae been. Te fact tat we led te situation was
a positie ting.
KEY LESSONS
1 BE A PROJECTLEADER, NOT APROJECT MANAGER.
Leadershipis settinga new direction orvision for a groupto follow, while
managementiscontrolling resourcesin a group accordingto dened standards.
PETER TAYLOR
Peter Taylor is the author of two
best-selling boos on productie
laziness: The Lazy Winnerand
The Lazy Project Manager.In
the past four years, he has
focused on writing and lecturing,
chalking up more than 200
presentations around the worldin more than 20 countries, and
as been described as peraps
the most entertaining and
inspiring speaker in the project
management world today. Peter
also acts as an independent
consultant, working with some
of te maor organizations in
te world, coacing eecutie
sponsors, project management
oce leaders, and proectmanagers.
PROJECT LEADERSHIP, NOT PROJECT MANAGEMENT
Owner / Director at TeLazy Proect Manager Ltd
Twitter I Website I Blogb
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Acurrent trend is to highlight increased engagement of projectmanagers (PMs) to elp drie strategic initiaties. Organizationsneed to be more agile, customer focused, and innoatie to staycompetitie in te global maretplace. A few years ago, I ad te
opportunity to work as a PM and systems engineer on one of the
largest Medicaid data warehouse projects in the United States. The project was
comple; igly isible; and ad multiple staeolders, irtual teams, and remote
data centers of ecellence. Te U.S. Department of healt Care Serices (DhCS)
ad an urgent need to implement and delier a 21st century business intelligence
(BI) system. Staeolder engagement was te ey to producing results and positie
outcomes for this project.
Wat ey leadersip tenet did I use? Swift trust. PMs and program managers lie
tis eery day: Agility is important for deeloping swift trust wit teams, sponsors,C-leel eecuties, and staeolders. Swift trust occurs wen a dierse group is
brougt togeter in a temporary organization, suc as a proect oce or irtual
team created for an urgent project.
As a leader, you must earn trust quicly to inuence ey staeolders. Eeryone
will start with little or some knowledge to gauge trust among the team. You must
demonstrate that you can be trusted and trustworthy. Team members must also
demonstrate their integrity and ability to be accountable, thus earning trust within
the group and from the leader. Why is this skill set important? According to recent
Project Management Institute research, building trust is a key trait that successful
PMs and program managers share.Results and OutcomesTe BI solution went lie on Marc 29, 2008, and tat solution for DhCS is still
in production today. Te proect was designed to elp more eciently manage
Californias $38 billion Medicaid program (nown as Medi-Cal), sae money for
California tapayers, and improe ealtcare serices for millions of California
residents. It is the largest Medicaid data warehouse in the nation.
KEY LESSONS
1
2
AGILITY IS IMPORTANT FORDEVELOPING SWIFT TRUST WITHTEAMS, SPONSORS, C-LEVELEXECUTIVES, AND STAKEHOLDERS.
YOU MUST EARN TRUSTQUICKLY TO INFLUENCE KEYSTAKEHOLDERS.
Swift trust occurswhen a diverse groupis brought together ina temporary organiza-tion, such as a projectoce or virtual teamcreated for an urgent
project.
NAOMI CAIETTI
Naomi Caietti is founder and
CEO of TeGlassBreaers
and has been a consultant,
a published author, and a
recognized epert on personal
growth and leadership
deelopment for proect
managers for more than10 years. She is a global
speaker and a featured
subject matter expert for the
ProjectManagement.com
community and was recently
interiewed by Samad Aidance
of NeuroFrontier on Leadership
for Women PMs. Naomi blogs for
LiquidPlanner and is the author
of a chapter in Peter Taylors
book,The Project Manager Who
Smiled.
BUILDING TRUST ONE PROJECT AT A TIME
Proect Manager /Consultant at te Stateof California
Twitter I Website I Blogb
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Finally, we focused on accountability. We used project scorecards
and dasboards to leerage te transparency into accountability. Our
biggest win was creating a custom issue category called decisions,
referring to decisions tat were olding up design and build eorts.
The dashboard was grouped by senior leaders and displayed before all of them in
te boardroom. Tat transparency droe many eecutie decisions forward tat
had been lagging to that point.
We saw a signicant improement in performance by leeraging a preeisting
tool in a way that facilitated stakeholder ownership, brought transparency to the
project, and displayed accountability. We brought focus and resolution to our
problem areas and got back on track.
KEY LESSONS
1
2
3
FACILITATE OWNERSHIP OFPROJECT ELEMENTS.
BUILD TRANSPARENCY INTOTHE PROCESS.
ENSURE ACCOUNTABILITY.
I included stakeholdersfrom all areas of theorganization, not justIT and not just theteam members, whichhelped elevatestakeholder interest,bring transparency,and break down silos,subsequently drivingsuccess.
TONY TOGLIA
Tony Toglia has been
inoled in ealtcare
technology, administration,
project management, and
leadersip since 1987.
He currently manages a
proect portfolio inolingcomputerized pysician order
entry clinical, ancillary, and
business oces at a growing
regional ealtcare deliery
organization.
THE KEYS TO SUCCESS: OWNERSHIP, TRANSPARENCY, AND ACCOUNTABILITY
Director, ProjectManagement Oce atRideout Health
Website
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T
e news was grim. Te nine-mont IT proect, designed to delier
a wealth of new cost data to a group of critical business users,
was six months into the scheduleand still gathering requirements.Although some technical work was underway, the team was
oundering in ow to settle te scope and proceed. Meantime, millions of
dollars in additional prot per wee from better product pricing decisions te
new data would enable were being lost. And nising te tecnical wor on time
was looking like an impossible dream.
But wit less tan tree monts to go, tis proect recoered. It was actually
recoered on one specic day, wen te sponsor, proect manager (PM), and
team gathered with two key business users and laid out the state of the project.
Te PM and sponsor called te meeting, because tey ad realized tat teteam meant welltey were trying to mae sure tey identied all te customer
requirements so tat tey could delier a full tool for te pricing analysts. But
therein lay the problem: They were gathering all the requirements as abstract,
equally weigted items to satisfy rater tan focusing on te driing business
goals and wat mattered most for acieing tem.
That day, the group explored what mattered most to the analysts ability to make
better pricing decisions and reap te maimum amount of etra prot. By te
afternoon, te group ad identied te e most important metrics te pricing
analysts needed from the sales and customer support data. The technical team
ad started reworing te remaining scedule to delier ust tose e metrics.In te end, te proect was deliered witin two wees of its original deadline.
Tis proect was not saed by eroics or more resources or tigter scedule
management. What turned the project around was business-focused leadership
by the sponsor and PM as well as business-focused collaboration by the team to
dene and pursue wat mattered most.
KEY LESSONS
1
2
3
THE SPONSOR, PM, AND TEAMSHOULD GATHER WITH TWOKEY BUSINESS USERS TO LAYOUT THE STATE OF THE PROJECT.
DETERMINE WHAT MATTERSMOST TO THE PROJECT AND ITSUSERS.
BUSINESS-FOCUSED LEADERSHIPBY THE SPONSOR AND PM CANSAVE A PROJECT.
What turned theproject around wasbusiness-focusedleadership by the
sponsor and PM aswell as business-focused collaborationby the team to deneand pursue whatmattered most.
CINDA VOEGTLI
Cinda voegtli is founder and
CEO of ProectConnections.
com, an online resources and
support serice for more tan
350,000 managers and team
members worldwide. She
has more than 20 years of
deelopment and managementeperience and adises
companies of all sizes on
practical project processes. Her
passions are acieing ust
enoug proect management
that makes sense and gets
used; building business-say
cross-functional teams; and
helping project managers bring
together the skills and attitudes
that make them truly greatproject leaders.
BUSINESS-FOCUSED LEADERSHIP
CEO ofProectConnections.com
Twitter I Website I Blogb
http://www.twitter.com/ProjConnectionshttp://www.projectconnections.com/http://blog.projectconnections.com/project_practitioners/cinda-voegtli.htmlhttp://blog.projectconnections.com/project_practitioners/cinda-voegtli.htmlhttp://www.projectconnections.com/http://www.twitter.com/ProjConnectionshttp://www.attask.com/8/11/2019 Attask Project Leadership Lessons From 40 Ppm Experts
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Wee all eard prases lie common sense aint tat
common, te sum of te parts, and its people tatdelier proects, and few would disagree wit te sentiment
beind tem. Yet, it neer ceases to amaze me ow few people
take these wise words to heart when managing projects, no matter how large
or small.
Ie been fortunate enoug to be inoled wit some really successful
projects as well as some remarkable failures, and the common denominator
among tose considered successful is typically te people inoled. My not
so secret secret reects tis.
Te role of te proect manager (PM) is rst and foremost to create anenironment in wic te PMs team can be successfulnoting more,
noting less. Tae, for eample, team building. Eeryone recognizes te
importance of an eectie team, yet ow many of us mae proision for tis
in our plans and take the time to understand and play to the key strengths of
the team?
I was inoled wit a truly remarable proect in wic te upfront inestment
in team building paid diidends. Te Wild Dogs (a name tat te team
cose for temseles to reect teir determination to wor eectiely as a
team) were able to delier truly remarable results in te most callenging
of circumstances. Altoug te teams success can be attributed to seeral
factors, including collocation, a willingness to inest in te teams deelopment,
and a real sense of passion, it was without a doubt the unconditional support
for fellow team members that allowed magic to happena lesson we can all
learn from the teams namesakes in the wilds of Africa.
KEY LESSONS
1
2
THE TEAM IS THE KEY TOPROJECT SUCCESS.
THE PMS PRINCIPLE ROLE IS TOCREATE AN ENVIRONMENT INWHICH THE TEAM CAN SUCCEED.
The role of the
PM is rst andforemost to createan environment inwhich the PMs teamcan be successfulnothing more,nothing less.
CHRIS FIELD
Cris Field oined Pisel Inc.
in March 2014 to establish its
Global Project Management
Oce (PMO). he is passionate
about project management
and is an actie member of
the UK Board of the Project
Management Institute,aing sered as president
from 2009 to 2011. Cris
founded and is responsible for
organizing Synergy, one of te
largest project management
conferences in the United
Kingdom. He is also a Fellow of
te Britis Computer Society
and Member of the Association
for Project Management.
WILD DOGS AND PMS: TEAM BUILDING FOR SUCCESSFUL PROJECTS
Global PMO Manager atPiksel Inc.
Twitter I Website
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W
e were hosting more than 2,000 websites on an antiquated
platform when the decision was made to migrate them to a
new enironment. Te websites ad been built oer seeral yearsusing dierent standards. We did not ae te sta for suc a
callenging tas, so we ired a new team, including an osore group. Te leads
were silled but did not ae large-scale proect eperience. Te traditional
approach to project management was not going to succeed. So, how did we
accomplis tis in nine monts? Preparation, isibility, empowerment.
What was the process? We wrote a program that created each new website
and entered it into our tracking software. A project coordinator was assigned to
ealuate te new website, and updates to copy and design were implemented
as needed. Te quality assurance (QA) team ten receied te website fortesting. Any issues found were logged and assigned to a deelopment team.
Wit te onsite and osore teams woring togeter, most websites were
tested and ed in a day. Wen teams came across situations tey didnt now
how to handle, the issues were logged and assigned to management. We had
weekly training sessions with the teams, teaching them how to handle issues
on their own. After a few months, the teams were functioning without upper
management.
To accomplish this much work in such a short time takes preparation. We
ad supporting software, worows, reports, and queues in place before
we ired any sta. A large-scale initiatie also requires isibility. Our reportstracked progress in real time and sent us alerts if a project were stalled. Most
importantly, a busy team needs to be empowered. Instead of micromanaging
routine issues, we gae our people te sills to mae decisions.
So, ow do you migrate 2,000 websites in nine monts? Preparation, isibility,
empowerment.
KEY LESSONS
1
2
3
PREPARE FOR YOUR PROJECT INADVANCE AS MUCH AS POSSIBLE.
TRACK PROGRESS IN REAL TIMETO ENSURE VISIBILITY.
GIVE PEOPLE THE SKILLS THEYNEED TO MAKE DECISIONS.
A busy team needsto be empowered.Instead ofmicromanagingroutine issues, wegave our people the
skills to makedecisions.
FRANK GRIPPO
Frank Grippo graduated
from Purdue Uniersity
wit a degree in Computer
Science. Starting his career
as a database and web
deeloper for Dialogic and
Healthstreet, he has since
been at LexisNexis for 13 yearsand is currently the director
of Web Serices. In LeisNeis
Web Visibility group, Frank is
creating websites to help law
rms maret teir businesses.
He is responsible for project
managers, deelopers, quality
assurance, and support stas.
PREPARATION, VISIBILITY, EMPOWERMENT
Director of Web Sericesat LexisNexis
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Let me start by admitting that I am not currently a project
manager; rater, Im writing from te perspectie of an Agilecoac and trainer. Tis essay reects wat I ae seen wile
woring wit clients oer te past year.
Te one remarable leadersip secret I ae seen proect managers
and Scrum Masters alike employ is the ability to communicate with senior
eecuties eectiely. Tis sounds simple, but communicating wit an
eecutie requires special sills tat arent normally taugt. It is not a type of
communication that happens naturally. It certainly requires impeccable logic,
condence, and an ability to spea clearly, but it also requires more tan te
obious: It requires empaty and an understanding of te issues eecuties
face. Tis rarely considered idea is often te dierence between te successand failure of a conersation or idea.
The formula for communicating with empathy begins by framing the context
at te start of te conersation (In our organization . . . or On tis proect .
. .) and asing eecuties for teir opinion (Wat do you see as our biggest
callenges? or Wat tings do you see as riss?). haing a conersation
about wat worries te eecutie sows your empaty and respect for is or
er position. Trying to sole your problems witout regard for te eecuties
problems will generally not produce positie results.
Tis leadersip secret can moe eecuties wo were iolently opposed to
an idea to support it after tey understand ow it would teir problem,
too. If you ae empaty for your eecuties and te tings tey are
concerned about, your ability to tie their problems to yours will allow you to
come up wit solutions tat sole bot. Transform your conersations today
using this leadership technique.
KEY LESSONS
1
2
3
LEARN TO COMMUNICATEEFFECTIVELY WITH EXECUTIVES.
FRAME THE CONTEXT AT THESTART OF THE CONVERSATIONAND ASK EXECUTIVES FOR THEIROPINION.
TIE YOUR PROBLEM TO THE
EXECUTIVES PROBLEM.
If you have empathyfor your executivesand the things theyare concerned about,your ability to tie their
problems to yours willallow you to come upwith solutions thatsolve both.
BOB HARTMAN
Bob Hartman, known as
Agile Bob, as been inoled
in the software industry
for more than 30 years.
He uses his experience to
elp organizations, teams,
and indiiduals all aroundthe world. Bob is a popular
conference speaer, a certied
scrum trainer and certied
scrum coach, and is assistant
chairman of the Scrum Alliance
Board of Directors.
COMMUNICATING WITH EMPATHY
Certied Scrum Trainerand Coac at Agile ForAll, LLC
Twitter I Website I Blogb
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Ionce had to manage a team of electricians on a job site in the
Peruian desert. I ad neer met tose guys before, and teyonly spoke Spanish (my Spanish is passable at best). In addition,
we ad a tigt deadline, leaing us only tree days to complete
all the work. In those three days, I learned a lot about leadership, and the
secrets I uncoered stay wit me to tis day.
During our rst meeting, I ad to eplain wat needed to be donete
requirementsand wy we only ad tree days to accomplis it all. At rst,
I started talking to them in English with the help of a translator. Because
I understand Spanis way better tan I spea it, I quicly realized tat my
translator was not coneying eactly wat I needed to epress. So, I decided
to switch to my frail Spanish.
As soon as I did, I noticed that the attitude of the team completely changed.
In teir eyes, I went from being a Canadian wo ad arried to tell tem wat
to do to a isitor wo was speaing teir language. Almost immediately, tey
moed to a position of osts and also realized tat, toug I was an engineer
project manager, there was something essential to this project (the Spanish
language) that they knew way better than I.
I went from boss, to someone who was in a position to learn from them.
Next, I explained how absolutely important their work was going to be to
mae tis proect successful. We went oer te requirements and started
working.
KEY LESSONS
1
2
3
TRY TO SPEAK YOUR TEAMSLANGUAGE, EVEN IF YOU DONTKNOW IT WELL.
DEMONSTRATE THAT YOU NEEDPEOPLE.
SHOW THAT YOURE READY TO
PITCH IN AND GET DIRTY.
Demonstrate thatyou need people.Doing so empowersyour team, humanizesyou as a manager, and
helps all stakeholdersown the project andits success.
CESAR ABEID
Cesar Abeid is a certied
project management
professional and has a B.E.Sc.
in Electrical Engineering from
te Uniersity of Western
Ontario. Cesar oined
Remontech in 2004, and
since then has successfullyimplemented and managed
proects trougout Canada,
te United States, Brazil, and
Peru. He has a passion for
bringing project management
ideas to all. Cesar is also te
host of the weekly Project
Management for the Masses
podcast and the Construction
Industrypodcast.
GOING FROM BOSS TO TEAMMATE
Project Manager atRemontech, Inc.
Twitter I Website I Blogb
http://www.twitter.com/pm4tmhttp://remontech.com/http://pmforthemasses.com/http://pmforthemasses.com/http://pmforthemasses.com/http://remontech.com/http://www.twitter.com/pm4tmhttp://www.attask.com/8/11/2019 Attask Project Leadership Lessons From 40 Ppm Experts
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Because our deadline was quickly approaching, I made another
decision that turned out to be important: I decided to join themin teir wor. I suited up in personal protectie equipment and
accompanied tem into te eld, got dirty, and did some of te
work myself. The tasks were all completed within our timeframe, and I made
friends I am still in touch with to this day.
So, what were the leadership lessons here?
The answer is surprisingly simple. To lead, you need to try to speak your
teams language, een if you dont now it well enoug. Demonstrate tat you
need people. Doing so empowers your team, umanizes you as a manager,
and helps all stakeholders own the project and its success.
Finally, show that you are ready to do the work yourself, if needed. Show
tat you are not afraid to roll up your sleees and get dirty. Tis will earn
you respect and help you position yourself to compel all to do what needs
to be done.
KEY LESSONS
1
2
3
TRY TO SPEAK YOUR TEAMSLANGUAGE, EVEN IF YOU DONTKNOW IT WELL.
DEMONSTRATE THAT YOU NEEDPEOPLE.
SHOW THAT YOURE READY TO
PITCH IN AND GET DIRTY.
Demonstrate thatyou need people.Doing so empowersyour team, humanizesyou as a manager, and
helps all stakeholdersown the project andits success.
CESAR ABEID
Cesar Abeid is a certied
project management
professional and has a B.E.Sc.
in Electrical Engineering from
te Uniersity of Western
Ontario. Cesar oined
Remontech in 2004, and
since then has successfullyimplemented and managed
proects trougout Canada,
te United States, Brazil, and
Peru. He has a passion for
bringing project management
ideas to all. Cesar is also te
host of the weekly Project
Management for the Masses
podcast and the Construction
Industrypodcast.
GOING FROM BOSS TO TEAMMATE
Project Manager atRemontech, Inc.
bTwitter I Website I Blog
http://www.twitter.com/pm4tmhttp://remontech.com/http://pmforthemasses.com/http://pmforthemasses.com/http://pmforthemasses.com/http://remontech.com/http://www.twitter.com/pm4tmhttp://www.attask.com/8/11/2019 Attask Project Leadership Lessons From 40 Ppm Experts
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S
eeral years ago, I moed into a senior program management role
at an Asian bank, managing a struggling steady-state enterprise
resource planning (ERP) installation. Luckily, I was friends with themanaging director of operations, wo was able to gie me te eads
up: Wee ad oter senior people in your position wo focused on tecnical
competency and business acumen. The business tore them to shreds. Find
anoter approac.
Somewat unnered, I cautiously stepped into te role. Tere were all inds of
functional problems on te ground. From my perspectie, toug, te single
biggest problem was a silo-based wor culture. Eeryone around me was smart
and talented, but those things clearly werent enough. To be able to make this
ERP system wor, te organization as a wole needed to wor as a single team.
Tats toug in a large, traditionally minded ban, and een touger wen
countless ngers are already pointing wit ostile intent in eery direction!
I started by cleaning up my own house. Using techniques Id learned from my
father (a schoolteacher), I set weekly customer-focused challenges for my people
tat tey ad to sole in groups. For eample, te ris management department
was regularly missing its morning ris reports. So: Find a solution tat (1) lets us
notify them in person if the report will be late (before they go looking for it) and
(2) sole te late report problem. Tis ad two eects: (1) We were nally able
to get out in front of my customers issues across the enterprise and stop the
grumbling; and (2) my front-line customers went to teir management (on teirown) to let them know they were seeing some interesting changes in my unit.
At tis point, I ad an opening to inite representaties from all of my customer
groups to the table to begin working on short-term capacity plans. The result?
hig praise from my most demanding customer: Geo did in si monts wat
tree vPs before im could not. he got tose people to wor togeter.
KEY LESSONS
1
2
3
AVOID A SILO-BASED WORKCULTURE.
BEFORE IMPLEMENTING ANYOTHER CHANGES, CLEAN UPYOUR OWN HOUSE.
SET WEEKLY CUSTOMER-
FOCUSED CHALLENGES THATYOUR PEOPLE HAVE TO SOLVEIN GROUPS.
Weve had othersenior people in yourposition who focusedon technical competencyand business acumen.The business torethem to shreds. Findanother approach.
GEOFF CRANE
Geo Crane is a former senior
project portfolio manager
who has ties to some of the
worlds largest banks and
professional serices rms. A
staunc belieer in te alueof soft sills oer ard sills, e
as returned to uniersity to
pursue a doctorate in clinical
psychology. Unable to stay
away from the action, though,
Geo continues to elp
aspiring eecuties organize
their project work and is an
adjunct professor of Project
Management at Durham
College in Ontario, Canada.
THE DEAL IS IN THE DETAILS
Doctoral Student,Professor and Coac atThe Papercut ProjectManager
bTwitter I Blog
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The most successful project managers (PMs) possess leadershipabilities and employ them. As a military PM, it was a skill I learnedfrom watching the good leaders, and it was taught to us from thebeginning of our military journey. We were often required to brief
muc iger-raning ocers about our proects.
Once, I managed te deliery, installation, data collection, and analysis of a
proect to test solar potooltaic panels as a bac-up power source at remote
construction sites around te western Pacic. Tis region included 14 sites,
stretching north and south from McMurdo Sound, Antarctica, to Adak, Alaska, as
well as east and west from California to japan and Subic Bay, Pilippines. Te U.S.
Department of Energy proided te solar systems, but te U.S. Nay SEABEES
installed, tested, and collected te data. Because tis was a ig-leel goernment
proect, it was ig-isibility, watced by all leels of te cain of command.
Te biggest callenge? Not only ad no one on te proect eer wored togeter
before, but we couldnt see eac oter. We conducted all communications oer
ham radio gear. Today, we call this a virtual team, but in te early 1980s, tat term
did not eist. So, ow do you get a team of people wo ad neer met face to face,
to get to know each other and work together? How do you conduct team-building
actiities? Two words: virtual leadersip.
I ased eac team member to ae a ead-and-soulders picture taen, ten
send that picture to the 13 other sites. I implemented the policy that when they
were speaking to another member of the team, they bring their picture up so that
the speakers could see each others face. I also conducted sessions in which weasked questions and discussed the issues and challenges we faced. Finally, I had
an open-door policy, were any person from te team could come to me wit
any issue, and we would openly and freely discuss it. The outcome was that when
we all came togeter at a base near Los Angeles, California, te team met as if tey
had been working side by side the entire time. They discussed family, hobbies, and
common interests, because they already knew so much about each other.
KEY LESSONS
1
2
WHEN TEAM MEMBERS WORKVIRTUALLY, HAVING A PICTUREOF EACH TEAM MEMBER FOSTERSBETTER COMMUNICATION.
MAINTAIN AN OPEN-DOORPOLICY TO ENCOURAGECOMMUNICATION.
The most successfulproject managerspossess leadershipabilities and employthem.
GREGG D. RICHIE
Gregg D. Ricie, PMP, CNP,
MCTS, is a full-time instructor
for Project Management
Academy. He also teaches for
te Uniersity of Wasington
in the Project Management
Certicate Program, as written
two books on Microsoft Project,and is a 20 year eteran of
te U.S. Nay SEABEES. his
copyrighted signature saying
is, Goals are lie underwear:
You ae to cange tem once
in a while to feel better about
yourself.
VIRTUAL LEADERSHIP
Instructor at ProjectManagement Academy
Twitter I Website I Blogb
http://www.twitter.com/PM_Academyhttp://www.projectmanagementacademy.net/http://www.projectmanagementacademy.net/http://projectmanagementacademy.net/blog/http://projectmanagementacademy.net/blog/http://projectmanagementacademy.net/blog/http://www.projectmanagementacademy.net/http://www.twitter.com/PM_Academyhttp://www.attask.com/8/11/2019 Attask Project Leadership Lessons From 40 Ppm Experts
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For many years, I wored in a fast-paced broerage rm inManattan tat ad more tan 1,000 deelopers woring onconcurrent proects. Sometimes, tey ad to moe in code cangeson te y midday, wile stocs were trading. And sometimes, tese
canges ad bugs tat ad to be eliminated immediately to preent trading wit
the wrong calculations. Sound chaotic?
To bring order to tis cowboy enironment, our cief information ocer (CIO)
issued an edict tat te deelopers must start using a new cange management
system for all future software canges. Tis CIO was igly respected and
enoyed all te forms of power one migt nd on te Proect Management
Professional test: formal, punisment, referent, but te deelopers put up
strong resistance, and te cut-oer failed for more tan a year.
I was put in carge of conerting te deelopers to te system, and I created
a hands-on class that I made all about the WIFM factor (Whats in It for Me?).
I sowed te deelopers tat tey would benet greatly from te system,
especially because of its autobac-out option. Tis feature meant tat te
net time a deeloper would get a 3:00 a.m. call to bac-out one of is or er
canges, tat deeloper would no longer need to scramble around looing
for te old ersion of te code. If e or se ad entered te cange troug
our system, it could be backed out automatically. All the person had to do was
ae management ey in B for back-out. Te deelopers found tis to be an
appealing argument, because it would sae tem ours of maor stress on eery
back-out.
Te benet?
The result was the IT department went from almost 0% to 100% compliance,
bringing a huge drop in the number of defects in our production-trading
enironment.
KEY LESSONS
1
2
SHOW PEOPLE HOW THEY CANBENEFIT FROM YOUR PROJECT.
PEOPLE ARE MORE LIKELY TOCOMPLY WITH CHANGE WHENTHEY UNDERSTAND THEBENEFIT TO THEM PERSONALLY.
I was put in chargeof converting thedevelopers to thesystem, and I createda hands-on class thatI made all about theWIFM factor (Whatsin It for Me?).
JEFF FURMAN
je Furman, PMP, is a igly
experienced IT project
manager and project
management instructor. He
managed software projects
for Fortune 100 rms in te
New Yor City area for morethan 15 years and currently
teaches project management
for New Yor Uniersity and
for the U.S. Army at Fort Hood
and other bases around the
United States. The second
edition of his book, The Project
Management Answer Book
(Management Concepts Press),
will be out in August 2014.
HOW WIFM RESCUED A FAILING PROJECT
Project ManagementInstructor / PM BooAuthor at NYU
Twitter I Website I Blogb
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Communicating proects is more tan information ows amongteam members: Its winning the trust and support of keystakeholders outside the team.
For any project to succeed, we need to take our stakeholders on a journey. This
journey starts where those stakeholders are in terms of how much they know and
how they feel about our project. It ends when they are where we want them to be.
Before people act in te way we want, tey ae to feel positie about wat we
are asing tem to do. Before tey feel positie, tey need to now te essentials
tat will cange teir attitudes from negatie or neutral. Tus, communications
becomes an escalator that we take our stakeholders up. First, we make them
aware of our proect; ten, we build teir understanding. Net, we win teir
support, ten inolement. Finally, we as tem to commit to our proect.
just focusing on information ows gies people an intellectual concept of our
proect. Teyre familiar but ae no emotional inestment to support us and
ensure that our project succeeds. Thats assuming they pay attention to the
information we circulate.
A few years ago, I supported four projects, together transforming a multitude
of in-country systems and processes to a single European-wide system. One
project manager (PM) got the concept of stakeholder journey, and together we
deeloped a simple communications plan wit staeolder route maps at its
eart. Te oters didnt. One said, No need for communications; well ust telltem and teyll do it. Anoter PM pulled out a door-stop document and said,
I already ae a comms plan. It was ust for sow. Te fourt proect team ad
great fun creating entertaining ideos and posters but no plan.
Only te rst proect won wide staeolder support and deliered new systems
that people willingly used from day one.
KEY LESSONS
1
2
3
ENSURE THAT STAKEHOLDERSBUY IN TO YOUR PROJECT.
WIN STAKEHOLDER SUPPORT,THEN THEIR INVOLVEMENT.
ASK STAKEHOLDERS TO COMMITTO THE PROJECT.
Communicatingprojects is morethan informationows among teammembers: Its winningthe trust and supportof key stakeholders
outside the team.
JO ANN SWEENEY
Jo Ann Sweeney is acommunications consultantknown for her results-focused approach, rapportand consensus building,and clarifying complexinformation. An FCIM and FIIC,se specializes in woring
with complex project teamstat ae focused on tetechnology solution rathertan its deliery. jo Annhelps them get key peoplecommitted so that the projectdeliers te epected businessgoals and wins recognitionfor a great job. In addition,she runs communicationstraining for project teams andmentors leaders wo ae
communication responsibilities.
View more at: CommunicatingProjects System
WINNING STAKEHOLDER SUPPORT
Founder of SweeneyCommunications Ltd
Twitter I Website I Blogb
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Tere is someting wrong; te conersion does not balance. Wemigt ae to call it o. Tese were te words my team memberblurted out as I approached. Unfortunately, not far behind me wasmy boss, te cief information ocer. My boss was trailing me from
des to des, because tis was a large conersion inoling most of our maor
applications. If one failed, they all failed. We had been rehearsing this for months.
I calmly asked my team member to tell me what had happened. He showed me
te conersion report and te out-of-balance totals. On is face, I saw fatigue; at
that moment, I could see that he thought the weight of the entire project was on
his shoulders. I knew that he was smart and committed. He did not need me or
my boss to ump in and start reiewing reports and issuing orders. he needed
time to step bac, tae anoter loo, tell me te nature of te situation, and oer
a potential solution.
I looed at im and said, Oay, go tae a quic brea. Wal away from your
computer and your des. After your brea, come bac and reisit te report. I will
cec bac wit you in one our. Ten, I waled away.
My boss trailed me; in not-so-used tones, e bared, Tae a brea? Tats
ow you sole a problem tat could bring us to our nees? Tae a brea? I
looed at im and said, just trust us and gie us an our. In less tan an our,
my team member called me oer to adise me tat eeryting was in fact ne
and tat in is nerousness and fatigue, e ad transposed two numbers.
In tis scenario, trust made all te dierence. My boss grudgingly trusted me. I
ad to trust myself and stand rm in my approac, I ad to trust tat my team
member could resole te problem, and my team member ad to trust in te
fact tat I belieed in im.
KEY LESSONS
1
2
DURING PROJECTS, TRUSTMAKES ALL THE DIFFERENCE.
TRUST YOURSELF, AND STANDFIRM IN YOUR APPROACH.
On his face, I saw
fatigue; at thatmoment, I could seethat he thought theweight of the entireproject was on hisshoulders.
MARGARET MELONI
Margaret Meloni, MBA, PMP, is
president of Meloni Coacing
Solutions, Inc., a company
deoted to elping clients
successfully naigate te
human side of the project
world. Her background in
IT project management and
proect management oce
leadership enables Margaret
to understand the challenges
clients face when managing
projects. A recipient of the
Uniersity of California,
Los Angeles, Extension
Distinguished Instructors
Award, her wish is to see
her students take on tough
projects and emerge strongand sought-after project
managers.
LIGHTENING THE WEIGHT OF THE WORLD THROUGH TRUST
President of MeloniCoacing Solutions, Inc.
Twitter I Website I Blogb
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My boss called me into er oce to assign te latest mandatefrom corporate IT. The scope, she said, was for our businessunit to delier a maor upgrade of Windows to our 10,000 end users,wo were spread across seeral countries and dozens of sites. Te
deadline was 12 months.
Now, lets talk about scope. The project had many unknowns. Before we could
deploy the upgrade, we would need to test all of our business applications for
compatibility. Because tere was no autoritatie inentory of applications, we
would need to gater tat rst.
Tere was some buzz about a new tool tat would deploy te upgrade auto-
magically oer te networ, but it was still in deelopment at Microsoft. Tis
meant tat we migt ae to congure eac of tose 10,000 computers
manually, one at a time.
Budget, you as? No one new, yet, wat would be funded by corporate IT ersus
the local business units. Still, we would need to prepare a funding proposal
and get it approed in time to submit our deployment scedule to te cief
information ocer witin 30 days. Te optics and politics of tis situation were
massie tat failure, as tey say, was not an option.
I summoned an emergency worsop of representaties from our functions and
sites to build a plan for application inentory, testing, remediation, and end-userdeployment. I stood at the whiteboard with an eager smile, marker in hand.
Thats where it got ugly.
KEY LESSONS
1
2
DEVELOP A WHAT-IFSCENARIO TO BEGIN THEPLANNING PROCESS.
USE THE SCENARIO TO BUILDA PROPOSAL AND DRIVECONSENSUS.
Technical people
make fact-baseddecisions and committo plans grounded indata. What I wasasking of themviolated their verycore.
PAM STANTON
Born and raised in New
Jersey and a graduate of Yale
Uniersity, Pam Stanton is an
author, speaker, coach, and
consultant who has 25 years of
experience in transformational
leadersip. Se specializes inthe impact of group dynamics
on project outcomesor,
as se puts it, Te human
Part of te Gantt Cart. her
book, The Project Whisperer,
chronicles two decades
of insight into the human
element of successful projects.
MOVING PROJECTS BEYOND ANALYSIS PARALYSIS
Author, Speaker, andConsultant at Te ProectWhisperer
Twitter I Website I Blogb
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Te pusbac was immediate and erce. Too many ariables to
build a plan! how can we build a plan before we now weter te
deployment will be automated or manual? Our plan depends onwat ersion of Windows tey will use. Sorry, but we cant possibly
build a plan until we ae all tese questions answered rst!
I was stumped. I mean, couldnt we just throw ideas onto the whiteboard and
work out some reasonable guesstimates? Thats when it hit me: Plan, plan, plan.
The people around the table were hung up on the word plan! To tis room full
of highly analytical people, plan equaled commitment.Technical people make
fact-based decisions and commit to plans grounded in data. What I was asking of
tem iolated teir ery core.
Immediately, I dropped the word plan. Drawing a large timeline on the
witeboard, I wrote, Wat if . . . ? Wen te eercise canged from building a
plan to deeloping a wat-if scenario, te oodgates opened and ideas poured
out. We captured te wat-ifs as assumptions tat would need to be met for
tis scenario to wor. Fantastic! Tats all I eer wanted in te rst place.
By the end of the workshop, we had a great plan for how this project could work,
assuming that we could get certain commitments on resources, technology,
funding, etc. It wasnt a huge Gantt chart but rather a simple one-pager that
included grapical boes and stars sowing maor actiities and decision points.
I called it our Assumption-based Scenarioand used it to build a proposal thatdroe consensus wit leadersip and articulated wat decisions ad to be made
for us to proceed.
Ie reused tis approac dozens of times since to moe proect teams out of
analysis paralysis. It wors lie a carm as long as I neer utter tat four-letter word.
KEY LESSONS
1
2
DEVELOP A WHAT-IFSCENARIO TO BEGIN THEPLANNING PROCESS.
USE THE SCENARIO TO BUILDA PROPOSAL AND DRIVECONSENSUS.
Technical people
make fact-baseddecisions and committo plans grounded indata. What I wasasking of themviolated their verycore.
PAM STANTON
Born and raised in New
Jersey and a graduate of Yale
Uniersity, Pam Stanton is an
author, speaker, coach, and
consultant who has 25 years of
experience in transformational
leadersip. Se specializes in
the impact of group dynamics
on project outcomesor,
as se puts it, Te human
Part of te Gantt Cart. her
book, The Project Whisperer,
chronicles two decades
of insight into the human
element of successful projects.
MOVING PROJECTS BEYOND ANALYSIS PARALYSIS
Author, Speaker, andConsultant at Te ProectWhisperer
bTwitter I Website I Blog
http://www.twitter.com/pamstantonhttp://www.pamstanton.com/http://pamstanton.wordpress.com/http://pamstanton.wordpress.com/http://pamstanton.wordpress.com/http://www.pamstanton.com/http://www.twitter.com/pamstantonhttp://www.attask.com/8/11/2019 Attask Project Leadership Lessons From 40 Ppm Experts
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When I hear that Gartner is predicting a major shift in theleadersip role tat proect managers (PM) will tae on oer tenext few months, I get excited. Although I am a fan of technology andsystems, I ae been tremendously frustrated by te productization
of proect management. Cloud-based portfolio management, turney program
management oce models, and magic metodologies ae all been lauded as
the key to success. When it comes down to it, though, for this shift to become a
reality, PMs must get down to raw, genuine leadership, especially when working
wit eecuties.
I ad tis reelation seeral years ago wile woring on two enterprise proects
wose teams consisted of multiple eecuties. On bot engagements, I felt
condent about te proects. I ad eecutie support, rm budgets, and so on.
Te problem was tat progress was ard fougt eery step of te way. Decisions
werent being made, and te team was polluted wit organizational politics. Tis
is when I learned that project leadership often required being uncomfortable.
When projects are running smooth, you are managing them, and the other
aspects of leadersip (coacing, ision casting, etc.) are enoyable, but calling
out eecuties in front of teir peers and subordinates is not a comfortable
place to be. No methodology or tool was going to help me. I needed to dot my
is and cross my ts, ten ae a fran conersation wit eac of tem about
epectations and issues aecting te proect. Altoug it was not an accusatory
positionrater, collaboration on woring togeterit was unnering. In te
end, I was able to illustrate te issues and deelop solutions to get te proectsmoing forward. Most gratifying was te increased condence in my leadersip
abilities.
KEY LESSONS
1
2
STRIVE TO BE A LEADER, NOTJUST A MANAGER.
PROJECT LEADERSHIPOFTEN REQUIRES BEINGUNCOMFORTABLE.
When it comes down
to itPMs must getdown to raw, genuineleadership, especiallywhen working withexecutives.
ROBERT KELLY
Prior to starting KPS,
Robert Kelly successfully
led enterprise projects for
15 years, with a portfolio
that spans IT, marketing,
procurement, and sales
initiaties and proect results
in more than 40 countries.
Robert is a sought-afterexpert, with speaking and
print contributions to the
Project Management Institutes
PMNetwor, Fast Companys
30 Second MBA, and
Triangle Technical Recruiters
Association. In addition, Robert
is te co-founder of #PMCat,
a global community of project
managers sharing best
practices.
GETTING DOWN TO GENUINE LEADERSHIP
Managing Partner atkelly Proect Solutions, LLC
Twitter I Website I Blogb
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Te program is going really well, probably because we ae aneceptional team woring on it, said te cief eecutie ocer (CEO).I was more tan a little confused to ear tis. So, wy do you need
me? I ased. Well, I ust get tis feeling I could be missing someting important,
said te CEO. he wasnt wrong.
The Global Program was in fact in total disarray. There was no plan, no budget,
no requirementsin fact, no documentation at all. Te tree milestones were
all more than four months late, and no one had any idea what if any work had
been done on them. In fact, the only concrete documentation was the contracts
te business ad signed wit arious clients promising deliery of a new
infrastructure wit stringent penalty clauses for non-deliery.
Sadly, tis situation is not unusual in my world. As a troublesooter, I am inariably
brought in to turn around failing programs or to ensure that the impossible is
deliered. In suc cases, leadersip sills are paramount. But leadersip doesnt
mean shouting and banging heads together. Well, not initially anyway.
In tese proects, aing te condence to tae a step bac, calmly assess te
situation, and deise a plan of action demonstrates true leadersip. After all,
te old adage of If you can eep you ead wile all oters are losing teirs still
holds true, especially in such chaotic political situations.
And that is exactly what I did. The result? I was able to determine where the real
problems lay and get tem ed. I also renegotiated te client contracts wit
zero penalties and ensured tat te new deliery dates were met. Meanwile,
te CEO and board learned a aluable lessonnamely, to bring in a proect
management professional from te outset rater tan trying to wing it.
KEY LESSONS
1
2
LEADERSHIP SKILLS AREPARAMOUNT WHEN TRYINGTO SAVE A FAILING PROJECT.
HAVE THE CONFIDENCE TO STEPBACK, ASSESS THE SITUATION,AND DEVISE A PLAN.
Meanwhile, the CEO
and board learneda valuable lessonnamely, to bring in aproject managementprofessional from theoutset rather thantrying to wing it.
SUSAN DE SOUSA
Susan de Sousa is MyPMExpert
and runs the industry-leading
website of the same name. She
is internationally a recognized
expert in project management
teory, practice, and deliery,
aing successfully managed
some of Europes highest-
prole programs. Many oftese delieries were rsts
and had been deemed
impossible to delier in te
designated timeframes and
budgets. Susan is also a
frequent media contributor
and sought-after conference
speaker as well as a published
author. She is in the process
of writing a book entitled How
to Deliver Impossible ProjectsSuccessfully.
NO MORE WINGING IT: DEVISING A PLAN TO SAVE A PROJECT
Director at InterzoneSerices Ltd
Twitter I Website I Blogb
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Trust and recognition. These two actions transform a rag-tag groupof indiiduals into a team. Trust and recognition implicitly buildpride, boost morale, and increase performance. Ealuating yourproject team by their capabilities, not their titles or tenure, breaks
down te articial walls establised in organizations and creates energy tat
cannot be surpassed.
About six years ago, when called into a client to rescue a project that was months
behind schedule and projected to exceed its budget by more than 100%, I was
challenged with a senior accounting manager who was the lead for one of the
three tracks on the projecta track responsible for integrating online payment
functionality from a nancial institution. he was arrogant, cocy, and not a team
player. One member of is team was a unior analyst new to te organization.
During te proect assessment interiews, te unior analystlets call er
Micellesowed an amazing ability to organize information and understand
the complexities of third-party integration, and she had a calming demeanor that
is so critical in te ig-stress enironment of a proect turnaround. After tree
wees of woring wit te senior manager to no aail, I turned to Micelle and
asked her to be the lead of that track. Her immediate response was that she was
unqualied. After 20 minutes of er ustifying er position and me eplaining
wy se was fully capable, I simply told er, Micelle, I ae more condence in
your capabilities than you do. I will check in on you daily to answer any questions,
but you do not need to cange anyting you are doing. You ae te sills. Tis
concluded our meeting, and se appreensiely left my cubicle.
I did as I promised, checking in with her daily. After a week or so she agreed this
was unnecessary, and she came to me when she needed help. Needless to say,
se succeeded. Te benets, oweer, went far beyond er.
KEY LESSONS
1
2
3
TRUST AND RECOGNITIONTRANSFORM A GROUP OFINDIVIDUALS INTO A TEAM.
CHOOSE THE PROPER PERSONFOR THE JOB RATHER THAN THEONE WHO HAS SENIORITY.
TRUSTING THE RIGHT PEOPLEGAINS YOU THE RESPECT OF
YOUR EXTENDED TEAM.
Evaluating yourproject team by theircapabilities, not theirtitles or tenure, breaksdown the articialwalls established in
organizations andcreates energy thatcannot be surpassed.
TODD C. WILLIAMS
Todd C. Williams is an epert
witness, eecutie consultant,
published author, blogger for
four sites, and president of
eCameron Inc. he as spent
the past 25 years rescuing
failed projects and teaching
companies how to turn theirision into prot by creating
initiatie-ready organizations. In
his book, Rescue the Problem
Project, A Complete Guide to
Identifying, Preventing, and
Recovering from Project Failure,
e denes a people approac
to rescuing and preenting
project failure.
TRUST AND RESPECT: THE KEYS TO SUCCESSFUL PROJECTS
President ofeCameron, Inc.
Twitter I Website I Blogb
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Most people on a team know who is capable. It was no exception
with this crew. The other members watched Michelle with
ecitement, because tey new se would ecel. Eecutiessaw a new face in meetings and heard how she was reining in
the problems on the payment-processing track. The result was contagious
enthusiasm spreading within and beyond the team. The proper person was
doing the job rather than the one who had seniority.
Furthermore, it was transformational for the accounting manager, who became
more umble; contributed to te team; and, after four wees of aing Micelle
woring as te lead, apologized for is arrogance and complemented te
decision to place Michelle at the helm. She had a better demeanor for working
wit te serice proider, and e was appier proiding te systems nowledge
for the integration.
Trusting te rigt people, recognizing teir sills, callenging tem to question
their abilities, and placing them in successful situations gains the respect of your
extended teamyour superiors, subordinates, and your customer.
KEY LESSONS
1
2
3
TRUST AND RECOGNITIONTRANSFORM A GROUP OFINDIVIDUALS INTO A TEAM.
CHOOSE THE PROPER PERSONFOR THE JOB RATHER THAN THEONE WHO HAS SENIORITY.
TRUSTING THE RIGHT PEOPLEGAINS YOU THE RESPECT OF
YOUR EXTENDED TEAM.
Evaluating yourproject team by theircapabilities, not theirtitles or tenure, breaksdown the articialwalls established in
organizations andcreates energy thatcannot be surpassed.
TODD C. WILLIAMS
Todd C. Williams is an epert
witness, eecutie consultant,
published author, blogger for
four sites, and president of
eCameron Inc. he as spent
the past 25 years rescuing
failed projects and teaching
companies how to turn theirision into prot by creating
initiatie-ready organizations. In
his book, Rescue the Problem
Proect, A Complete Guide to
Identifying, Preenting, and
Recoering from Proect Failure,
e denes a people approac
to rescuing and preenting
project failure.
TRUST AND RESPECT: THE KEYS TO SUCCESSFUL PROJECTS
President ofeCameron, Inc.
bTwitter I Website I Blog
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Iwas told te cief eecutie ocer (CEO) would be dicult toget along wit. he was old scool. he pused too ard, adunreasonable expectations, and was relentless. He smoked and hegrowled. All of this I was told. A picture began to form in my head, and
it was not a pretty one. My proect ad to get troug tis CEO. he ad is ands
on eeryting. Despite being at te top of a successful organization wit more
tan $1 billion in reenue, e still approed epense reports, training room layouts,
and other details. Without his explicit support, our project would die. As I prepared
for te meeting, I realized I ad not paced my business cards. he always ased for
business cards, and it could make or break a meeting, I had been informed earlier
in te day. I quicly called my oce and ad a few cards oernigted to te otel.
Te net day, I waled into te CEOs oce. I was wearing my best suit and
holding a fresh business card. We sat down, and I braced myself. What followed
surprised me. Te CEO was cordial, ased questions, and was introspectie. he
eplained is callenges and is desire to be more ands o. he wanted te
team to do more and wanted our proect, wic was to improe organizational
project management maturity, to liberate him to focus more on the big picture.
Could it be tat tis dicult CEO was actually ust a real person wit opes and
fears like the rest of us? Was it possible that he was doing what he felt was best
to lead te organization to te net leel? I waled out of is oce, well past our
sceduled nis time, wit a pat on te bac and is strong support. Te proect
would lie to see anoter day. I waled down te allway and smiled to myself as I
was reminded that strong leadership sometimes means being unpopular. Othersmay see it negatiely as pusing and prodding, ust as we dont lie our personal
trainers when they ask for one more push-up, but those seemingly stubborn
demands from leaders encourage us to be our best.
KEY LESSONS
1
2
RISK UNPOPULARITY TO BE AGOOD LEADER.
SEEMINGLY STUBBORNDEMANDS FROM LEADERSENCOURAGE US TO BE OURBEST.
Strong leadershipsometimes meansbeing unpopular.
TRES ROEDER
Tres Roeder, PMP, is a
recognized global epert on
project management and
organizational cange. he is
te autor of two Amazon best
sellers, A Sixth Sense for Project
Management and Managing
Project Stakeholders.Tres has
been quoted byThe New YorkTimes, The Wall Street Journal,
MSN Money, and others. He
holds a B.A. in Economics from
te Uniersity of Illinois and an
MBA from the Kellogg Graduate
School of Management at
Nortwestern Uniersity.
RISKING YOUR POPULARITY TO BE A STRONG LEADER
President of RoederConsulting
Twitter I Website
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Wit te increasing empasis on sustainability in te C-Suite,it becomes more and more necessary to be able to connectthat emphasis to the fundamental workings of the enterprise. Thequestion becomes, where is the best place to make that connection?
Proects are te lifeblood of any enterprise. Proects are were
te rubber meets te road, were ideas are made real. Te proect carter
terefore sould be were te connection between te C-Suite and te
fundamental workings of the enterprise is made apparent and strong. But who is
responsible for insuring that the project charter includes an accurate portrayal of
te message being communicated from te C-Suite and wat is tat message?
Answering te second question is muc easier tan answering te rst. Te
answer to te second question is tat te message is part of te enterprises
mission/ision statement. As a PM, would you want to undertae a proect tat
was not specically aligned wit one of your organizations
stated missions, say for example, sustainability? Maybe. But your answer may
also be: Sorry, I dont really tin about tat. Im too busy managing my proect.
That answer is perfectly legitimate if the sustainability message has not been
broughtwith emphasisto the project managers. So where does the project
manager get his or her marching orders? Sometimes it comes from a project
sponsor. Other times it may come from program management.
KEY LESSONS
1
2
3
WITH AN INCREASINGEMPHASIS ON SUSTAINABILITY,IT IS NECESSARY TO BE ABLE TOCONNECT THAT EMPHASIS TOTHE FUNDAMENTAL WORKINGSOF THE ENTERPRISE.
THE PROJECT CHARTER IS WHERETHE CONNECTION BETWEEN THEC-SUITE AND THE WORKINGS
OF THE ENTERPRISE IS MADEAPPARENT AND STRONG.
THE MESSAGE COMINGFROM ABOVE SHOULD BECONSISTENT AND DIRECTLYCONNECTED FROM THEENTERPRISE MISSION/VISIONTO THE PROJECT CHARTER.
It takes true project leadership
(i.e. more than projectmanagement) to communicatea consistent message to theproject charters so that all ofthem reect the enterprisesmission, vision, and values.
RICH MALTZMAN
AND DAVE SHIRLEY
Ric Maltzman, PMP, as been an
engineer since 1978 and a proect
management superisor since
1988. As a second, but intertwined
career, Rich has also focused on
consulting and teacing. Currently
Rich is a Director, Learning and
Professional Adancement, at teGlobal Program Management
Oce of a maor telecom concern.
Dae Sirley, PMP, as been an
instructor and consultant, with
more than 30 years experience
in management and project
management, in the corporate,
public, and small business arenas.
EartPM, LLC is te collaborationof Ric Maltzman, PMP and Dae
Shirley, PMP.
CONNECTING SUSTAINABILITY TO THE ENTERPRISE
Co-Founders ofEartPM, LLC
Twitter I Website
CONNECTING SUSTAINABILITY TO THE ENTERPRISE
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Where does the project sponsor or program manager get their
marching orders? Hopefully, there is portfolio management. That
could be eiter a formal function in larger organizations tat mayae a portfolio management organization, to a smaller company
where one person makes the decision about which projects to
pursue. Wateer te structure, te message coming from aboe
sould be consistent and directly connected from te enterprise mission/ision
to the project charter.
It takes true project leadership (i.e. more than project management) to
communicate a consistent message to the project charters so that all of them
reect te enterprises mission, ision, and alues. And tis leadersip will pay o
in the short, medium, and long term.
KEY LESSONS
1
2
3
WITH AN INCREASINGEMPHASIS ON SUSTAINABILITY,IT IS NECESSARY TO BE ABLE TOCONNECT THAT EMPHASIS TOTHE FUNDAMENTAL WORKINGSOF THE ENTERPRISE.
THE PROJECT CHARTER IS WHERETHE CONNECTION BETWEEN THEC-SUITE AND THE WORKINGS
OF THE ENTERPRISE IS MADEAPPARENT AND STRONG.
RICH MALTZMAN
AND DAVE SHIRLEY
Ric Maltzman, PMP, as been an
engineer since 1978 and a proect
management superisor since
1988. As a second, but intertwined
career, Rich has also focused on
consulting and teacing. Currently
Rich is a Director, Learning and
Professional Adancement, at teGlobal Program Management
Oce of a maor telecom concern.
Dae Sirley, PMP, as been an
instructor and consultant, with
more than 30 years experience
in management and project
management, in the corporate,
public, and small business arenas.
EartPM, LLC is te collaborationof Ric Maltzman, PMP and Dae
Shirley, PMP.
CONNECTING SUSTAINABILITY TO THE ENTERPRISE
Co-Founders ofEartPM, LLC
THE MESSAGE COMINGFROM ABOVE SHOULD BECONSISTENT AND DIRECTLYCONNECTED FROM THEENTERPRISE MISSION/VISIONTO THE PROJECT CHARTER.
It takes true project leadership
(i.e. more than projectmanagement) to communicatea consistent message to theproject charters so that all ofthem reect the enterprisesmission, vision, and values.Twitter I Website
COMMITTING TO AN AGILE TRANSFORMATION
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Its no secret that Agile is the most remarkable of all leadershipsecrets. Yes, thats right: Agile