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What They Forgot to Tell You About Project Management

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This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to …

This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0

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  • 1. What They Forgot to Tell You About Project Management Tresia Eaves, MHR, PMP ©2013 International Institute for Learning, Inc., All rights reserved.
  • 2. Outline The New Project Management Essential: Situational Awareness Modern Leadership 101 Highly Optimized Teams Successful Virtual Team Management Change Made Successful PMO Strategies Lasso the Clouds! Tying It All Together…
  • 3. Situational Awareness “Before everything else, getting ready is the secret of success.” -Henry Ford
  • 4. Situational Awareness A case study in the importance of having situational awareness… “Once upon a time…”
  • 5. Situational Awareness Becoming a 360-degree thinker means: Understand the vision Know the business trends Active learning Build the team and communicate the vision Proactively analyze the processes
  • 6. Modern Leadership 101 “To accomplish great things we must first dream, then visualize, then plan…believe…act!” - Alfred Montapert “If I am stripped of my title, my power to punish and reward my team is withdrawn, if I still get results out of my team and if my team still follows me; then and only then I am a great leader” - David Taylor, on Naked Leader.com
  • 7. Modern Leadership 101 Start with a journey of personal improvement Sun-tzu records in ―The Art of War‖: ―Thus it is said, one who knows his enemy and knows himself, will not be endangered in a hundred engagements.‖ Situational Awareness to the next level: Understand the competition as well as yourself and trends in the field—you MUST be better than most in all you do! Learn and understand the goals of co-workers as well as yourself; the platinum rule, ―Do unto others as they want done!‖ Use a mind-mapping exercise to start your own thoughts flowing and start asking questions about your personal plan…
  • 8. Modern Leadership 101 Use ingenuity and innovation to anticipate and plan. If the team is geographically and time zone separated, create a Google site to collaborate—they’re free and easy to use; tons of ―cloud‖ tools to help bring you together! Keep a spreadsheet with the current week’s tasks, assignments, and goals visible to everyone; if you are virtual, find a way to do that ―in the cloud‖ so everyone knows where you are and where you are going. Talk by phone, chat via IM, or interact in some way with the team daily; the dialogue will encourage problems to be highlighted early, while you still have time to act and correct.
  • 9. Modern Leadership 101 Be a leader – whatever your position in the organization ―There are no small parts, just small actors…‖ Every role is important, especially in the current economy, so lead up, lead your peers, lead your team Ethics, integrity, morals…all will make you stand out from the crowd—it’s a mind-set ―Lead, follow, or get out of the way…‖—since you are in this course [or reading this book] odds are, you are a leader on a journey of continuous improvement You can always seek out ways to affect your company no matter where you are in the organizational chart
  • 10. Modern Leadership 101 ―Lead, follow, or get out of the way…‖—since you are in this course [or reading this book] odds are, you are a leader on a journey of continuous improvement You can always seek out ways to affect your company no matter where you are in the organizational chart
  • 11. Modern Leadership 101 Trust is essential to effective modern leadership. Do what you say and say what you do; walk the walk and talk the talk: leadership by example. Transparency is the new motto. Whether folks are half-way across the room or across the world, you have to figure out how to connect with them at a human level. Understanding the communications model of your team is necessary to build trust.
  • 12. Modern Leadership 101 Embrace the diversity of the new global working environment: Get educated on the different groups involved in your work and understand their time zones, culture (high context/low context, etc.), language, seasons, holidays Understand the value of different perspectives about a situation and welcome new ideas that may not come from your mind-set Keep various lines of communication open so they understand you have an ―open door‖ policy even separated by continents and 13 hours of time zone
  • 13. Modern Leadership 101 Acknowledge and praise successes: Make sure to celebrate successes and give praise for specific achievements on your team People need to feel they’re valued, especially when working remotely from the physical locale of the company Again, speaking, IM’ing, video teleconferencing at least once a week or better, daily, will help you lead in these situations more effectively Make it popular to achieve; be creative about how you give praise: Appirio’s Demo Jams, Collaboration Contest
  • 14. Highly Optimized Teams “The goal of the project manager will be to achieve the most highly optimized team in order to increase the team’s effectiveness and level of productivity.”
  • 15. Highly Optimized Teams A team must first be able to work together efficiently. Extensive research at Harvard Business School has found that there are five enabling conditions for efficient teams: Team has to feel like a team—Tuckman’s stages Team has a clear purpose—project charter Be organized in a way that can achieve the overarching purpose and/or goals that have been set—project charter Operate within a supportive context Have access to coaching
  • 16. Highly Optimized Teams Obstacles to succeeding at HOT: Rigid role hierarchy—Coach in self-organization Be tactical and not strategic—‖big picture‖ Not enough communication—timely and effective Individual coaching of team members—keep real development plans in mind for members
  • 17. Highly Optimized Teams Bringing it all together for HOT: Project team needs to be at the ―performing stage‖ of Bruce Tuckman’s stage of group development. Project manager needs to communicate the team’s purpose clearly and concisely. Team needs to focus on self-organization capitalizing on each other’s competencies to achieve the overarching purpose and goals that have been set. Project manager should make sure that the environment provided for the team whether virtual or in person is supportive. Coaching is an important factor of the ―highly optimized team‖ and the project manager needs to make sure that each individual team member has access to coaching and the tools they need to make it happen.
  • 18. Successful Virtual Team Management “I do not need to see what I know in my heart to be true…” -Unknown
  • 19. Successful Virtual Team Management Best Practices: Five Strategies for Leading Diverse, Distributed Teams to Success, by Mary Gerush with Margo Visitacion, David D’Silva, and Adam Knoll. The success of the project will depend on how effectively and cohesively the team is led and managed, regardless of their location, time zone, or language. Let us explore a style that lies between the open leadership style of management and the self-organizing team concept.
  • 20. Successful Virtual Team Management Open Leadership, How Social Technology Can Transform the Way You Lead, by Charlene Li Changes in how we work and communicate require giving up control completely, communicating openly with transparency and authenticity. New rules that we are bound by in today’s workplace, created by a new culture, which thrives in a world where openness is the new standard.
  • 21. Successful Virtual Team Management The Leader’s Guide to Radical Management, Reinventing the Workplace for the 21st Century, by Stephen Denning
  • 22. Change Made Successful “The only constant is the variable of change…” -Unknown
  • 23. Change Made Successful Involuntary—change is forced upon us Market share lost and you must react fast! Lost employees within the first 2 years of service and the need to retain ―Corporate Knowledge‖
  • 24. Change Made Successful Voluntary—changes we choose Take on the marketing and sales of a new product line Shut down a project as complete or because it is losing money (EVMS data might be telling you this…) Outsource a portion of the business (software development, e-mail server hosting, security, or document shredding services) to save money
  • 25. Change Made Successful Put change in a new perspective: Change creates challenges and opportunities for us! Recognize change to help us grow. Look at data, metrics, and lessons learned to anticipate the need for change. Anticipate changes to help us plan. Know how to deal with change to give us more credibility with teams. Know how to manage change – it can ease the journey. Know how to lead others through change – means that you’ve done your homework which lends to credibility.
  • 26. Change Made Successful Success comes from influencing the team to embrace change and enable you to lead the organization through change Practical experiences about managing teams and being a positive leader in any organization Strategies examined and key elements identified for assured success when faced with change
  • 27. Change Made Successful Overcoming resistance to change: Develop trust with others Ask yourself, ―What is my relationship with others?‖ (you can get information from surveys, feedback, etc.) What is my ―Leadership Maturity Level‖ or type? 360 Reviews Make personal changes before asking others to change
  • 28. Change Made Successful Know what happened in the past before making changes for the future Show others how change will benefit them Give others ownership of the change Create small pockets of people who really understand and embrace the change and create evangelists!
  • 29. PMO Strategies “The Project Management Office (PMO) in a business or professional enterprise is the department or group that defines and maintains the standards of process, generally related to project management, within the organization.”
  • 30. PMO Strategies Ingredients for a successful PMO: Long-term commitment Business case with ―opt out‖ plan defined Understand the ROI; be able to measure, track, report Plan to Plan the PMO; really decide on the structure Pick the PMO team, if you can, or let them pick you Market the strategies and get buy-in for early adoption
  • 31. PMO Strategies Steps to “standing up” a PMO: Plan and strategize about the role of the PMO in the organization Structure the team (whether the PMs will be direct reports or a dotted line via matrix management model to the PMO) Foster a ―Center of Excellence‖ attitude about your PMO’s role in your company, regardless of your PMO type Understand how to scale existing resource tracking, reporting, risk management, and metrics (project, quality, cost, and delivery) processes via the PMO Establish a ―Success‖ database with case history information that will be useful to the ―collective‖ moving forward
  • 32. PMO Strategies There are different types of PMO structures: Center of Administration—Matrix model Center of Excellence –All PM housed here, common set of tools, best practices Center of Governance—Methodology is housed here but PMs report to various business units Combinations of these—where an organization might choose to have a CoE for PM, but the PMs actually report to BU managers
  • 33. Lasso the Clouds “Cloud computing refers to the logical computational resources (data, software) accessible via a computer network (through WAN or Internet, etc.), rather than from a local computer. The online service can be offered from a cloud provider or it could be the private organization's own.” - www.wikipedia.com
  • 34. Lasso the Clouds Need more than the PMBOK® Guide, more than just what you’ve relied on in the past—you have to stretch yourself and your knowledge. Doing work consecutively is not an option anymore—you must figure out how to do concurrent work streams—understanding economies of scale. Still need to plan, design, implement, and test as always but you need very close interaction with your client as it is inevitable that neither party will consider every issue. Your toolbox still applies: PMBOK® Guide, ISO, LSS, Agile, SCRUM, Waterfall, Spiral—all have points that are useful in the modern era but no one method is a silver bullet.
  • 35. Lasso the Clouds Challenges with “cloud projects” don’t sound so different: Get the customer committed to provide constant feedback Understand the environment and all the systems impacted by changes Optimistic estimations by the technical team have an impact Keep running demos in front of the customer to make sure you are getting it right
  • 36. Tying It All Together The New Project Management Essential: Situational Awareness Modern Leadership 101 Highly Optimized Teams Change Made Successful PMO Strategies Lasso the Clouds! Tying It All Together…
  • 37. Questions?
  • 38. Intelligence – Integrity – Innovation We invite you to take a closer look at what we can accomplish together. Please visit iil.com or contact learning@iil.com to learn more about our training, consulting, coaching, customized courses and other pathways for professional development. Connect with Us: facebook.com/IIL.Inc @IILGlobal bit.ly/IILlinkedin ©2013 International Institute for Learning, Inc., All rights reserved. bit.ly/IILgoogle youtube.com/IILGlobal allpm.com

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