In a profession that is ever evolving, companies are continuously looking to understand the latest trends in project management. The business environment is shifting towards project based work as a result of globalization, the information Age and the speed of change.
The skills required to fill project management positions are changing, therefore the role of the project manager is evolving. This can be seen in the Project Management Institute’s new Talent Triangle that reinforces the need for a balance of skills in leadership, strategic management as well as the traditional technical expertise.
A trend I’m particularly excited about, is the move to Digital Project Management. The Infographic below, supplied by Visualistan, explains why Digital Project Management is the new project management.
You can also find more infographics at Visualistan
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Recently I had to make a very big decision that would influence my life for years to come. I realised just how hard it is to make sure that the best decision is made and that one can have peace of mind after you have made the decision.
Since effective decision making is one of the many soft skills a project manager needs on a daily basis, I think it’s worth sharing some good practices and tips.
Guidelines
According to the Project Management Book of Knowledge (PMBOK), effective decision making involves the ability to negotiate and influence the organisation and the project management team. Some guidelines for decision making include:
focus on the goals to be served
follow a decision-making process
study the environmental factors
analyse available information
stimulate team creativity
manage the risk
Styles for Decision Making
Let’s have a look at basic decision styles used by project managers.
Command – give instruction or order people to do things.
Command is a more autocratic style that may be fit in many circumstances, but not so much in the project context, unless it’s a matter of safety.
Confer with the team members
It’s a good idea to consult with the team members while following a proper decision making process that will probably lead to the best outcome.
By the end of the decision making process, you would want consensus among team members and for people to agree that the best possible decision has been made.
Consensus – to see agreement in opinion
In any situation there are four major factors that will affect the decision style you use:
Time constraints
Trust
Quality
Acceptance
Model for decision making
Next you will find a good decision making model or process to use with your project teams.
#1 Problem definition
When you are faced with having to make an important decision, it’s very important to fully explore, clarify and define the problem. Look at it from all angles, not just from your own viewpoint.
#2 Problem solution generation
Now comes the part where you brainstorm multiple solutions, not making a premature decision.
#3 Ideas to action
You need to define evaluation criteria. Then you rate the advantages and disadvantages (pros and cons) of the alternatives in order to select the best solution. There are many tools available to assist you with this.
#4 Solution action planning
After the decision has been made, it’s recommended to perform a post-implementation analysis, to evaluate the decisions made and to acknowledge the lessons that you learned.
#5 Evaluate the outcome
The last step in the process is to evaluate how well the problem was solved or project goals were achieved.
I trust the next time you need to make decisions on your projects, you will have a process to follow that will allow you time to look at alternatives, to evaluate and score them and ultimately to make the best decision under the circumstances.
It will help you grow critical project management competencies, learn how to overcome your biggest challenges on projects and increase your confidence.
Most people know that a race is half won when the athlete has a good start! For project managers, a good start is just as important to win the project ‘race’. You will be a successful project manager if you learn to define the project clearly from the outset.
Where to start
The following basic questions need to be answered when starting any project:
Why is the project being initiated?
Who is this work being done for?
Who are the project sponsor(s) and the key project stakeholders that might use the final product, service, or results?
How are we going to achieve the project’s goal and objectives?
What are we going to deliver? What work do we need to complete; what resources and funds do we need to produce these deliverables?
When will we produce the deliverables?
When will the project stakeholders review them?
When will the project sponsor approve and accept the final project outcome?
Where will the deliverables be used?
How will success be measured?
Solid foundation
A project manager needs to lay a solid foundation to start a project successfully. This would include the following:
Define and control the scope
Understand the client’s business drivers
Build strong relationships of trust
Support delivery on the project with appropriate tools, techniques and processes, but tailored to suit the size, culture and context of the organisation
Let’s take a closer look at the building blocks of a good foundation.
Project Definition
When you define the project, you need to begin with the end in mind. This means that you want to know the project vision, objective, high-level requirements, high-level risks and milestones. This is normally documented in the Project Charter.
Based on your understanding of what the project is set out to achieve, you will select the best execution approach.
Scope agreement
Define and agree what is in and out of scope. The components of a scope statement include:
Project justification
Product description
Project objectives
Project deliverables
It is a good practice to document the project scope in a document that is generically known as a Scope Statement. The document has different names depending on which methodology is used. This is to explain what is in and out of scope, a step-by-step process for managing changes in project scope, project deliverables, constraints and assumptions.
Work Breakdown Structure
Based on the agreed project scope, you can continue to create a work breakdown structure, known as the WBS. The WBS is a decomposition of the total scope of the work. A work package is work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed. For more about the WBS, read Project Planning – Work Breakdown Structure.
When you’re new to project management, you may need clarification on project deliverables and milestones. We differentiate between them as follows.
A project milestone is referring to a significant point in time when something is complete. For example, the end of the planning phase could be a milestone. If you use MS Project as a scheduling tool, a milestone will have a zero duration.
A project deliverable is a tangible output of the project, for example, a completed document, a piece of code, or a documented list of requirements or product specifications.
Understand business requirements
Next, you will follow a process of collecting and analysing requirements. It is very important to understand the requirements by answering the questions above. You need to be clear on how you will measure each benefit that is realised.
Build strong relationships of trust
You will have to identify all stakeholders to the project. You also need to plan how you will effectively engage stakeholders throughout the project life cycle.
Support delivery
By now you should have a good understanding of the size, culture and context of the organisation in which project execution will take place.
If your organisation has a Project Management Office, you will have a standard project management methodology that is customised to the needs of the organisation. That will give you access to tools and processes that can be used to support the delivery of your project.
If not, you will need to select appropriate tools, techniques and processes, which will help you to execute your project. Consider using a standardised project management templates from Method 123 that will guide you through the project processes of Initiation, Planning, Execution and Closure.
If you’re new to project management and would like to grow critical project management competencies fast, check this self-paced online training, called the Growth Program today.
An article originally published by Proofhub, an online project management and collaboration tool designed to make teams more productive at whatever they do. And, being part of an industry where everything revolves around productivity, we are always on the lookout for productivity hacks, tips, tricks and other stuff that can make people more productive than they are right now.
We got in touch with some of the brainiacs of the project management industry to get an answer to the question ‘What keeps their productivity levels high?’ We asked them about their secrets; the ones they follow to keep on being productive every single day. Do they have any magic potion that they sip-in daily or productivity is just a habit?
Project managers who shared their tips
Susanne Madsen,Project leadership coach. Author of ‘The Project Management Coaching Workbook’ and ‘The Power of Project Leadership’.
Elizabeth Harrin, Author of Social Media for Project Managers & Customer-Centric Project Management, Director of @otobosgroup.
Linky Van Der Merwe, Project Manager, Blogger, Adviser of recommended PM resources
Bert Heymans, Senior Project Manager
Peter Taylor, Project Management Speaker and Author
As successful project managers, these professionals have quite a lot on their platter to share with people who are looking to make it big by being productive at their jobs. And, this is what they had to say –
Susanne Madsen @SusanneMadsen Project leadership coach. Author of ‘The Project Management Coaching Workbook’ and ‘The Power of Project Leadership’.
Focus on your most important tasks single-minded
The best tip is to start the day with a clear intention on what you must absolutely complete and then focus on those tasks single-minded. Identify the activities that tend to disrupt your work, and find a way around them. You can for instance avoid checking emails and answering the phone when you’re in the middle of something important.
Discipline yourself to work on a task until it’s complete, as once you’ve broken your flow, it can be difficult to reestablish it.
Many of us multi-task and believe we’re effective when we do so; but evidence suggests that 96% of the population can’t effectively focus on more than one thing at a time. In order to stop multi-tasking, set specific time aside for meetings, returning calls and for doing detailed planning and analysis work at your desk. Whenever you find yourself multitasking, stop and sit quietly for a minute.
Elizabeth Harrin @girlsguidetopm Author of Social Media for Project Managers & Customer-Centric Project Management, Director of @otobosgroup.
Block meetings with yourself to do actual work. Otherwise you’ll end up in other people’s meetings all day and with no time to pick up your actions. Having time booked in your diary gives you the focus you need to sit down and complete a task, such as updating your risk log or reviewing your annual objectives.
Linky Van Der Merwe @virtualpm Project Manager, Blogger, Adviser of recommended PM resource
Being a bit of an old-school project manager, I have two productivity tools that I use on a daily basis, because they work.
I use a hard-cover A-4 book to write down my planning for the week. This helps me to keep a certain work rhythm and not to miss anything important. Urgent and Important tasks are transferred to my calendar, like an appointment with myself. I can relax once it’s written down, because I know my week is not finished unless my weekly tasks are complete.
The other tool I cannot live without, is Microsoft’s OneNote. It’s part of the Office suite of applications, free on every PC/laptop when using MS Office. It’s like an electronic filing cabinet where I keep all my notes from various meetings, whether progress meetings, ad hoc meetings, discussion or workshops. It saves and syncs automatically with your windows live account; and is easy to share via email.
These are the things that I found make a particular difference in my productivity:
Habits are everything.
Do the hardest thing first. (read the “Eat That Frog” book by Brian Tracy)
Work out! You can find numerous sources online where Richard Branson mentions this is his most significant productivity booster, and if it’s good for Richard Branson it’s good for me.
Recognize that procrastination is a symptom, not a cause.
Think positive, because thoughts become words and words become actions.
Recognize that we overestimate what we can do in one year, but underestimate what we can do in 5 years.
Talk to yourself in the present tense if you want to start doing something, say it out loud if you can (example: “I am cleaning out the garage”) Apparently this tricks your brain.
Peter Taylor @thelazypm Project Management Speaker and Author
Always ask yourself three questions before taking action:
Do I want to do it?
Don’t do something just because everyone else is or because it’s the ‘usual thing to do’. Just running with the pack is never going to allow you to take control of your own time and will only lead you into over-commitments.
Is the result worth my effort?
Only do the things with the most impact. It is all about applying the good old 80/20 rule. What are the most critical things that you need to get involved in? What is the 20% that will deliver the 80% of value?
Do I have to do this myself?
Ask yourself if you really are the best person to do whatever it is that needs to be done or is there someone else who is better qualified than you to do this thing? At every opportunity you must think your actions through to the end and aim to optimize the return on your personal investment.
Plan your day the night before
The experts say that every minute spent in planning saves you 10 minutes in execution. In order to become super productive you should know EXACTLY which tasks you should be working on at any given time. How can this be achieved? To plan in advance. I would strongly recommend you to plan one week ahead. This will save you a ton of time. In addition, instead of just responding to other people’s requests, you will have control over your schedule and week.
Use a master to do list
You should only have ONE to do list, and it should be your master to do list. Why do I call it a master to do list? Because it will contain ALL the activities that you need to do. If the activities aren’t included in your master to do list, they won’t get done.
Apply the ABCDE method and the 80/20 rule
A tasks — are tasks that you must do today, if not they will give you serious consequences
B tasks — are tasks that you should do today, if not they will give you mild consequences
C tasks — are tasks that you could do today, if not they will give no consequences
D tasks — are tasks you delegate to other people
E tasks — are tasks you eliminate, you never do them
Use the 80/20 rule to identify your most important tasks, which will be your A tasks. Pareto’s law says that 20% of your tasks will result in 80% of the total production value. This means that if you have 10 tasks on your to do list today, and you ONLY complete the 2 most important tasks, they will give you 80% of the total result.
Studies have shown that most people are the most productive the first 2 hours after they get up from bed. That is why THAT time should be spent on your most important tasks. This may of course vary from individual to individual. Some people are the most productive during the evening, while others are night owls. The key is to find out WHEN you are the most productive, and then block that time out for your most important tasks.
Originally published at blog.proofhub.com on February 8, 2016.
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“People are burned out. We have to do more work with less people, and for no more money.” All around the world, in companies, schools, non-profit organizations, and government agencies, the same message is communicated over and over – both from leaders and from employees: “Workers are becoming more negative, cynical and discouraged. We need to do something to show them appreciation but funds are tight.”
The workplace environment can change for the better. Unfortunately, many recognition efforts by managers are misguided and wind up being a waste of time and effort. Why? Because they are not built upon the core principles needed for appreciation to be communicated effectively.
Core Principles for Effectively Communicated Appreciation
#1 Make sure your praise is specific and personal
The most common mistake organizations and supervisors make is that their communication is general and impersonal. They send blast emails: “Good job. Way to go team.” But they have no specific meaning to the individual who stayed late to get the project completed. Use your colleague’s name and tell specifically what they do that makes your job easier.
#2 Realize that actions can be more impactful than words for many people
Some employees do not value verbal praise (the “words are cheap” mentality). For many people, they have grown to not believe compliments from others, expecting them primarily to be an act of manipulation. Other actions can be more impactful for these individuals, like spending time with them or helping them get a task done.
#3 Use the language of appreciation valued by the recipient
Not everyone likes public recognition or social events. One leader stated, “You can give me an award but you’ll have to shoot me first before I’ll go up and get it in front of a crowd.” And for many introverts, going to a “staff appreciation dinner” is more like torture than a reward for doing a good job. They may prefer getting a gift card for a bookstore and staying at home and reading. Find out what they value and communicate in that language.
#4 Separate affirmation from constructive criticism or instruction
If you want the positive message to be heard “loud and clear”, don’t follow your affirmation with a “Now, if you would only…” message. Don’t give them a compliment and then tell them how they could do the task better. They will only remember the “constructive” criticism, and may not even hear the positive.
#5 Absolutely be genuine
Don’t try to fake it, or overstate your appreciation (“You are the best administrative assistant in the free world!”). People want appreciation to be genuine, not contrived.
Negative and cynical workplace environments can be improved. Good things happen when individuals feel truly valued and appreciated for their contributions: employee relationships are less tense, communication becomes more positive, policies and procedures are followed more, staff turnover decreases, and managers report enjoying their work more.
Clearly, when managers and colleagues begin to communicate authentic appreciation in the ways that are important to the recipients, positive results are not far away.
About the Author: Paul White, Ph.D., is a psychologist, author, speaker and consultant who makes work relationships work. He is co-author of Rising Above a Toxic Workplace and The 5 Languages of Appreciation in the Workplace. For more information, go to www.appreciationatwork.com
Many definitions of leadershipcan be found and in essence leadership is about people, about change and about achieving goals. This article will explore leadership skills in the digital era.
In an article published on the site, Executives Online, the author, Andrew MacAskill (Feb 18, 2015) identifies “5 Essential Skills of a Future Super Leader” as:
Digital savvy
An engineering mindset
An agile risk taker
A true believe in corporate and social responsibility
Great self-leaders
Digital savvy
A digital savvy leader must have a solid understanding of current technologies that enables a social and global connectivity to be in touch with the changes demanded or needed in society, industry and the market place. These technologies provide the means to create knowledge from an explosion of information to allow for identification of a change or a trend. A leader also uses these tools to drive the change.
Engineering mindset
A leader must have an engineering mindset to apply new technology concepts and trends such as Cloud Computing, Telemetry and Big Data to enable people to innovate within an industry and thereby leading people to change through applied innovation.
Agile risk taker
Risk is inevitable. MacAskill describes that risk can be valuable when a leader practices intelligent risk taking which is sometimes necessary, to prosper. Leaders must be informed and knowledgeable to know when to take calculated risks, when to avoid it and how to manage risks in particular situations. A leader needs to be in touch and digitally connected to be a successful, agile risk taker.
Corporate and social responsibility
Capitalism in its essence cannot be socially responsible however business leaders live in a capitalist world with a growing demand for social responsibility to ensure sustainability. A true future leader within the digital era must therefore apply technology and innovation to create a mindset or psyche of social responsibility. This requires entrenchment of the concepts of sustainability in the organization, with employees and customers alike and in the community.
Self-leaders
Leadership is not instructional. A leader must be a successful business leader, an upstanding community leader and a followed people leader. In business, a leader must apply him or herself to specialize or master a subject, apply his / her expertise in the community and be in touch with emotions, passions and abilities of people to lead.
It is important to remember that leadership skills can be developed. Leaders of today must become future super leaders as MacAskill describes them where the leadership traits and styles are applied within the context of the digital era.
About the Author:
Roelof Louw is an IT professional with a passion for how people, technology and process are applied in business, community and society to improve, drive change and innovate. At present Roelof focuses on applying his career experience in IT management and strategy as well as consultation on Cloud, Managed Services and Computing Services topics. Connect with Roelof on Linkedin or mail him at roelof.louw@gmail.com
Most experienced project managers will know that effective Change Management has become essential in delivering successfulprojects. The question is what type of skills does a Change Manager need to be effective and how are those skills different from project manager skills?
The answer can be found in a report published by Afro Ant, as the outcome of a conversation attended by change managers and project managers in September 2014. You will find the summary of the change manager skills as well as a comparison of different focus areas between project and change managers.
Definition of Change Management
Change management is a combination of science and art – in the practice of change management, the “what” is often a science, but much of the “how” will always remain an art, as much a function of who you are than of what you know.
How does the role of a Change Manager typically differ from the role of a Project Manager?
The main differences lie in their focus areas. The project manager will focus on delivery on time, within budget, of specified quality and to the satisfaction of stakeholders. The change manager will focus on systematically managing the change as to minimise the impacts and to maximise the benefits. Project are ultimately about change in order to deliver benefits. See the comparison at the end.
Skills of a Good Change Manager
Operationally a change manager requires a very good understanding of change management principles and associated theory, methodology, techniques and tools, and the ability to apply these in a practical and flexible manner.
Then facilitation skills, influencing skills, strong conceptual and analytical thinking skills need to be present.
Change managers need to quickly understand what their projects are about and develop appropriate change management strategies and plans. You need to translate the real change into communication that all stakeholders will understand. You need to engage with the project team in a constructive manner.
With project management and planning skills, you also needBusiness acumen: demonstrated ability and experience in understanding business strategy, structure, processes and enabling technologies.
In addition, a change manager must have the ability to handle significant pressure and to persevere, meaning to stay focused and to maintain a positive energy level despite setbacks. You need the ability to learn from problems and to see tasks and projects through to completion.
Passion and Maturity
A change manager will have passion to deliver to standards of excellence. You need a proven ability to manage quality of own and others’ work. You need appropriate and effective prioritisation and self-management. This includes the ability to work to deadlines and a commitment to deliver on time.
A change manager will be decisive and assertive, innovative with problem solving skills, as well as administrative skills. You need to be able to manage ambiguity and to create order and structure.
People Skills
A change manager definitely requires above average ability to work with people, to have empathy and to establish trust and rapport. You need insight into individual and team dynamics and the ability to establish trust with senior leadership.
Effective conflict resolution and negotiation skills are required to build relationships, to establish rapport and relate to people in an open, friendly manner while showing sincere interest in others. You will have the ability to build and maintain mutual trust.
Communication
You need proficient language skills, the ability to recognise and use the appropriate interpersonal styles and communication methods to ensure understanding acceptance of a change, idea, plan or product.
For communication you need business writing skills, effective listening, presentation development and delivery. Effective use of tools like MS PowerPoint, Word, Excel and Outlook. Even some-time learn the basics of pogrammes like Frontpage or Access.
Other skills would include:
Self-starter, being self‐motivated
Resourceful and crea7ve
Ambitious and hard-working
Strongly disciplined
Achievement orientated
Assertiveness
Reliable
Practical and pragmatic
Flexible /adaptable
Reasonable and open-minded
Energetic and positive
Passion
Above all a change manager needs to be passionate about the work they’re doing. The ability to engage authentically will bring you far. That means to bring yourself into the work that you do. It requires honesty, openness, congruence, self-insight and that you are okay enough with whom you are to share that with the people you deal with in your work as a change manager.
Change manager vs Project manager skills
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At the beginning of the year, we are motivated for new beginnings. We want to do new things, or we want to do things that worked in the past, even better.
Sunset beach picnic, Sedgefield, South Africa
After a period of holiday fun with the family doing camping, swimming at the beach, hanging out with friends and enjoying our wonderful summer weather, it’s time to get back into gear. Sometimes you have a slow start, other times you hit the road running.
I look forward to many challenges at work and initiatives from Virtual Project Consulting this year. We will launch our very own Podcast series in 2015! I am a contributing author to a book on “Social Media and Project Management” to be compiled by Prof Silvius of the University of Applied Sciences in the Netherlands. Also look out for guest post contributions from well-known project professionals.
When you’re responsible for projects you work with people and to have great results you need to be a good leader. In a recent article I discovered these leadership lessons learned from nuns, which touched my heart. I want to make it part of my path to success in 2015:
Love the journey.
Live and work your passions.
Always be grateful.
Make mistakes.
Integrity is your most powerful asset.
Vision, no matter how right, can only be delivered through relationships.
Success is only success if everyone feels the win.
At Virtual Project Consulting we are working full swing on making new things a reality. To help with two of the most pressing questions project managers have, this is what we cater for:
Where can I find the best project management training, software, products, books etc?
How do I become a Project Manager, a PMP or maintain my certification?
Project management podcasts covering best practices, success stories – short audios for easy listening while driving, exercising or during breaks
Please let me know in the comments what specific topics you’re interested in? What would benefit you in your search for information about project management?
When a project manager starts a new project, it is important to do a check-point of both the Project ManagementMethodology and templates that will be used, but also the soft skills that will be required. This article highlights some essential soft skills to ensure that a Project Management Professional can effectively manage, collaborate, and influence as needed to drive a project to successful completion.
According to Joanna Durand, Managing Director of the Citigroup, effective leadership consists of a balance between both “hard skills” and “soft skills” that act as the conduits for success.
Hard Skills versus Soft Skills
Soft skills, also called behavioral skills, is a sociological term relating to the cluster of personality traits and behavioral competencies that characterize relationships with other people. Soft skills complement hard skills, also called technical skills, which are the occupational requirements of a job and many other activities.
Soft skills are essentially people skills – the non-technical, intangible, personality-specific skills that determine your strengths as a leader, listener, negotiator, and conflict mediator.
Hard skills, on the other hand, are more along the lines of what might appear on your resume – your education, experience and level of expertise.
Essential Soft Skills
Effective communication serves as the foundation by which all other soft skills are derived. Mastery of communication skills will ensure broader success with rounding out your soft skills.
Communication skills include Oral, written and non-verbal communication.
Oral: presentation, audience awareness, listening, body language
Written: presentation of data, critical reading, revision and editing, writing
Non-verbal: personal style, tone, body language and audience awareness
For communication to be effective remember the five “C’s”:
Clarity
Completeness
Conciseness
Concreteness
Correctness
Stakeholder Management
Project success is often determined by the ability to successfully manage stakeholder expectations. These interactions all begin with the basic communication process and an understanding of stakeholder objectives.
Some recommended best practices to communicate effectively with project stakeholders are:
To know your audience and to customize your message according to their needs
To have a professional presence
To summarise the top 3-5 key messages
To acknowledge personal communication styles
How can a Project Manager’s soft skills be developed?
Set clear expectations – the team needs to be aligned as to what is being delivered. This will help with accountability and to manage changes to the scope.
Stage your delivery by creating interim deliverables.
Think ahead of what can go wrong. Anticipate problems (risks) and work with the client to find mitigation strategies.
Speak up and escalate when help is needed. This is a sign of confidence.
Skip the jargon and speak to clients in the same language they use.
Leverage the strengths of the team. Take time to know the team and their strengths as your project will run more effectively if the right people are working on the right things.
Don’t steal the limelight when things are going well and give credit to other people’s ideas.
Be realistic when setting deadlines. Promise what you know you can do and finish on time.
It is important to understand how the basic communication process works and to appreciate the communication styles of different personality types. To grow as a project manager you need to consistently try to close the gap between “hard” and “soft” skills.
For more articles about Project Management based on best practices, please subscribe to the Blog feed.
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The skills required to fill project management positions are changing, therefore the role of the project manager is evolving. This can be seen in the Project Management Institute’s new Talent Triangle that reinforces the need for a balance of skills in leadership, strategic management as well as the traditional technical expertise.
You can also find more infographics at Visualistan
