Tag: Project Management

Improving Project and Engagement Management Performance

Improving Project and Engagement Management Performance

The relationship between project and engagement management and the improvement program that seeks to optimize their performance to satisfy stakeholder expectations. There is always an opportunity for organizations and teams to seek continuous improvement in processes and optimize performance. Both organizations and individuals understand the need to define their performance values and indicators so they can measure improvement success.

Engagement management encompasses the full range of activities from the initial contact with prospective clients, through the identification and qualification of opportunities, proposal development/quotations, portfolio-level decision making, negotiating and closing the sale, delivery and managing the ongoing relationship, including billing and the extension of services over time to serve the client’s evolving needs.

Engagement management is not limited to business-to-business organizations like consulting and engineering firms that sell services. In-house software development groups and other groups that perform projects to serve operational departments within their enterprise can gain from taking an engagement management approach.

Focused skills training is a vital part of any improvement program. Training a myriad of project managers on how to schedule and manage risk more effectively may make those managers better at performing those tasks but can lead to conflict with management, staff, salespeople, and clients. Training salespeople in contact and closing skills can bring in more sales.  But organizational performance can suffer unless the participants have learned about and are accountable for a “sale’s” profitability and that they understand delivery pipelines.

A program to improve engagement performance includes project management courses for both hard-core PMs and other stakeholders, sales training, methodology training, emotional intelligence and mindfulness training, relationship and communications training, performance assessments, regular facilitated reviews, and team and individual coaching to better enable putting skills to work collaboratively.

Learning is a bit more complex but still not so difficult. These two are measured at training time, or, in the case of projects, upon project or phase completion.  Behaviour and Results require assessment over time. Behaviour assessment is easy if leadership understands that for skills and products to be useful, they must be used.  To determine if they are used requires resources, assessments, and reporting.

Results are the bottom line. Measuring results is not so easy and is frequently not done. It requires clarity about performance indicators, a baseline, regular and ongoing review, and recognition that multiple interacting factors drive results like greater profitability and higher quality.

When focusing on projects, the desired results are outcomes that consistently meet stakeholder expectations (including benefits realization) by delivering the agreed-upon product or service, on-time and within budget.

When using the term “stakeholder”, remember that it refers to anyone who may impact or be affected by the project, including project performers. Optimally, a project results in a viable product or service that makes a positive difference in terms of cost and effort reduction, improved quality, profitability, and healthy client and staff relations.

To determine if an engagement is successful, it is necessary to look at relationships over time and across multiple projects with the same client. Recognize that the value of many, if not most, products and services are the result of sustained use and the effectiveness of maintenance, enhancement, support, and customer service. Measure the degree to which project and service staff are happy, healthy, and can sustain effective performance without burning out. Assess attitudes, turnover rates, productivity vs. effectiveness, and the degree to which conflicts are effectively resolved.

Achieving optimal performance requires an improvement program that combines assessment, coaching, consulting, and training to ensure that desired results are achieved consistently over time.  Because improvement occurs through a program its success is measured in the same way any program is measured – have desired results been achieved?

Optimal performance relies upon healthy projects within a well-oiled engagement management process in which success boils down to achieving value and stakeholder satisfaction. An improvement program is essential. Success requires a “contract” and a governance process. The contract (we use the term to include any agreement) provides the objective criteria for measuring success. The governance process makes sure that the flow of improvement and operational projects is moderated to satisfy client expectations, maximize value, and not overburden the performance staff.  It considers success from an enterprise perspective.

Let us know your thoughts, we would like to hear from you, all the very best on your project management journey

Emerging trends in Project Management

Emerging Trends in Project Management

recent times, there are a couple of emerging trends in project management which have emerged due to the current global situation. There seems to be a greater reliance on digital and remote teams. No longer is project management bound by the confines of a typical office. In fact, job boards have remote PM postings in abundance.  Due to several factors—including greater connectivity, changing corporate values, and the rise of the gig economy—digital and remote teams are more common today than ever before. 

While the prevalence of remote work was already on the climb, the onset of the Coronavirus (COVID-19) pandemic forced an unprecedented shift. In an effort to protect workers and slow the spread of the virus, organizations across the globe have adopted new work-from-home policies that favour digital communication over face-to-face interaction. This trend will likely continue even after the pandemic subsides, which will present unique challenges for project managers.

For instance, some business functions are more easily carried out when all members of a project team are co-located. Spontaneous collaboration, team building, project alignment, and other project management tasks are simply more manageable when all members of the team are in proximity to each other. However, this challenge does not mean that digital or remote teams are inherently counterproductive. Remote work offers many benefits including increased flexibility, which can help an organization attract and retain top talent from all over the world.

Since the surge in remote work is likely to continue even after the global health crisis subsides, project managers must find ways to reduce friction or inefficiencies that might arise. Clear and open communication has always been a key strategy for effective project management, but it will become even more relevant as this trend continues to evolve.

There will undoubtably be a greater connection between projects and strategy. Traditionally, project management is an organizational tool used to work toward and achieve discrete goals, which might include the launching of a single product or service or the pursuit of a particular outcome. In this sense, a project is a temporary endeavour with a finite start and end, and the role of the project manager is to shepherd the project through to successful completion.

In recent years, however, the role of project management in many organizations has begun to expand. Project management is more than just a tool for carrying out discrete goals; the framework is now also being applied to broader strategies and initiatives. Recently there has been an emphasis many organisations are placing on the Objectives and Key Results (OKR) as they integrate and track strategic objectives with project execution.

For project managers who wish to put their skills to better strategic use within their organization, it is essential to understand the relationship between project, program, and portfolio management. Doing so will allow you to see how individual projects relate to each other and to overarching strategic goals, which can help make smarter decisions for organizations moving forward. Let us know your thoughts on the evolving trends occurring in the project management world, we would like to hear your thoughts, all the very best on your project management journey.

Why Program Design is Essential

Importance of Program Design

Never underestimate the importance of design when managing major organizational change and improvement; programmes remain the most effective framework for achieving success. The level of complexity and risk involved in shifting an enterprise into a new phase of development and operation – and the associated investment – means the process has to be managed properly and improvement measured.

In respect to the demands of society changing, with people wanting things better and faster and the new normal which has been dictated by the Covid-19 pandemic. Change now happens continually and organizations need enterprise agility – the capability to pivot in response to their environment. And, in a typical programme timeframe of three to five years, a lot can happen.

This is why the design phase of a programme is so critical to get right and where a best practice approach provides the necessary level of focus and rigour.

Traditionally, programme design has been neglected. Without designing the programme properly it’s likely to fail and potentially waste a lot of money in the process. Therefore, there simply shouldn’t be any debate – design is compulsory.

This will set up the programme up for success by installing the building blocks for delivering the benefits, managing associated risks, and creating what an organization will look like in the future.

Managing Successful Programmes highlights four aspects of programme design:

  • Vision
  • Benefits
  • Target operating model (the new, future state of the organization)
  • Risk identification and prioritization

As each of these programme elements are happening simultaneously, they must be integrated. If not, the nightmare scenario is a target operating model that doesn’t align with the vision, affecting the adoption of the change and reducing the expected benefits.

Think of it like a jigsaw puzzle: the image on the box is the future state or vision being built; the individual pieces are contained inside the box and, when put together, they deliver on the original promise (in programme terms, the target operating model).

The vision reflects the future state of the organization; something that everyone needs to endorse to gain engagement and commitment for the change.

It should be encapsulated in a concise and easily understood vision statement (i.e. jargon-free), outlining why the status quo is not an option. This provides senior management with a driving force for the programme.

Whoever facilitates the vision statement (for example, via a workshop) must ensure it involves the stakeholders affected by the programme and not just the sponsoring group.

What constitutes the move from an organization’s current state to its desired, future state is contained in the target operating model.

The sponsoring group decides what it wants the organization to look like in the future, enabling engagement with the wider enterprise, accessing resources, and guiding the programme team towards delivering the target operating model.

This can cover a range of elements such as technology, knowledge and learning, processes, culture, organization, infrastructure, information, and data.

Another aspect of programme design – the benefits – drive programmes, as their delivery supports the organization’s strategic objectives.

There are two main categories for benefits:

  • Efficiency – obtaining business results with fewer resources and reducing costs
  • Effectiveness – creating better results and improved adaptability.

Creating a “benefits map” establishes the connection between benefits and strategic objectives. Benefits are realized at various points during and after the programme’s lifecycle, with the detailed timing included in the benefits realization plan.

Compared to projects, the scale of potential risk in programmes is far greater.

So, it’s necessary – at programme design stage – to introduce a risk management mindset and approach. Without it, the programme may not deliver the necessary benefits.

Starting up a programme is highly important and therefore identifying and prioritizing risks from the earliest opportunity. For example, a significant risk might be the capacity and capability of the organization to undertake the programme at all. To mitigate that risk might involve recruiting more suitably qualified people.

Managing programme risk effectively requires a plan for how to mitigate the risk and then checking and acting on what has been identified.

What should programme managers and their stakeholders expect from focusing on programme design?

It gives them a structure that creates confidence to deliver what the stakeholders require. And, for the stakeholders, they should expect to see the benefits they signed off on day one.

Also, effective programme design feeds into projects: it helps to assess which projects are business-critical, ensures they are created, scheduled properly, and will produce the outputs that lead ultimately to outcomes and benefits.

Ultimately, programme design will ensure that the future state of the organization is clear. This means understanding the gap that will be filled to achieve the future target operating model as well as how to manage the associated benefits and risks. Let us know your approach to programme design, has it helped with your delivery, we would like to hear from you. All the very best on your project management journey.

Balancing a Project Teams Workload

Project Teams Workload

It’s always important to balance a project team’s workload, and especially so during times when resources take vacations and miss work. There’s a fine balance to be had between mixing a team to do lists and ensuring that the workload is equal and fair for everyone. Managing the project workload is one of the most critical parts of a manager’s job, in particular to get that balance right. Project teams look for clarity to what they should be doing and when.

Workload management is the process of assigning tasks to keep the team working while monitoring their progress over the course of the project. It provides a framework of what tasks need to be done and who on the team is supposed to be working on those tasks.

Workload management is made easier when a plan is developed,  fortunately, there’s also a simple 5-step approach to ensuring the team stays true to the workload plan, one that makes it easy to manage the workload of the team without looking like micro-managing is occurring. 

Workload planning is a way to keep teams busy and productive. It’s a strategic way to distribute the work throughout the team. This boosts performance.  Planning workload isn’t only about getting the job done, but reducing team stress, burnout and errors.

For a workload plan, it is critical to know resources and the business priorities to map teams against needs, which is a constantly reviewed and adjustable process. Having resource management software that identifies the team’s availability and hours, then analyse the work being done is beneficial. Use this data to create a workload plan to optimize productivity and balance workload across the entire team. Using a project management software equipped with workload management tools help with this process.

The workload management plan is not etched in stone and must be reviewed and revised continuously as the project moves forward and changes. Therefore, actively manage workload during the project execution, which leads to the following five-step workload management process.

As a project manager starting to manage workload from scratch start by reviewing what’s currently going on. Perhaps this has been initiated by someone in the team saying they have too much work to do, or perhaps another team manager has called to say that the guys aren’t keeping on top of their work and are behind schedule or have missed a deadline.

Remember, managing what is known is the only way possible. In a matrix structure, there might be some people who are only available to work on tasks for a portion of their week, so be sure to get clarity on that.

Look for team members who are over allocated. That just means that they have been given more work than they can do in the time available. A good rule for work management is that employees should be allocated to specific tasks only 80% of their time. The remaining 20% will be for answering phone calls, attending team meetings, dealing with the customer who calls with an urgent problem and so on.

The 20% should be spread out across the week to maximize productivity; it’s better to fill people’s time for, say 6 hours per day, then give them every Friday with nothing to do apart from catch up on the things they weren’t able to finish earlier in the week. 

Using resource reports and work management dashboards for employees assists with resources who don’t have enough work to do. Keep the team motivated by ensuring they have meaningful tasks to fill the day.

Team members will always look busy. They will find things to work on, perhaps taking on tasks of their own accord or helping out one of their colleagues. Time management systems will help in understanding if they are working on tasks that are deemed to be priority.

Clues can be picked up about whether employees are over or under allocated from them directly. They may ask for more work or point out that they can’t take on another assignment. This is where professional judgement comes in: are they genuinely too busy or just working on the wrong tasks? Or incredibly unproductive?

A workload tracker will provide the information needed to help answer these questions. The better strengths and work patterns of the team are known, the easier it will be to figure out how to improve productivity and interpret what the timesheet system is advising.

A team’s workload can be managed better if it is known when they are going to be around. Talk to them about upcoming holidays and include those in the workload planning as not to assign them work while they are away. Equally, check in with the team to make sure knowledge of their skills is up to date. Employees may be able to work on more projects than is expected if they have developed new skills.

Finally, put those over and under allocations right, commence with the employees who have too much work assigned to them. Split up the big tasks into smaller chunks and assign someone else to help them out. Or make the task stretch over a longer period so they have fewer hours to work on it each day.

Move some of their work to another member of the team who doesn’t have enough to do. Boost someone’s workload by asking them to take on another project, develop their skills or involve them in planning for the next financial years projects.

When changing an assignment in the resource planning system, don’t forget to speak to the people involved first! That’s one of the keyways to make sure that the team is kept happy. Explain by shifting resource requirements around to balance out the work and that it is not a reflection on their performance. In fact, as a result of workload planning, they may end up with even better assignments.

Workload management should be a priority for project managers because it overlaps with other important project management processes such as capacity planning, task management and project scheduling. Managing the team’s workload can be overwhelming, especially in big projects, use the workload management software to help keep track of all the employees.

Ideally, workload management software should allow with the assignment of tasks to employees and have tools to visualize project timeline such as a calendar view, Gantt charts or Kanban boards. Additionally, using tracking, work management and resource management features.

Resource management software makes the workload management process easy, especially when it’s integrated into your project management solution. Updating workload plan automatically updates the resource reports to quickly see who has time to take on additional tasks. Let us know your approach to workload balance when managing projects, we would like to hear from you. All the very best on your project management journey.

The Effectiveness of Project Management Emails

Effective Project management emails

Never underestimate the value of a good email, this is no different in project management. There is a lot to consider when delivering a project and emails are part and parcel as a practical communication mechanism. Understanding how to get the message across is very importance especially when working with virtual teams.

With all the moving parts that ought to be handled effectively, project managers can’t afford to have poor communication skills, especially when sending emails. When project managers send poorly crafted emails, misunderstandings can occur, delaying the project for days.

Poorly crafted emails can cause disunity, needless purchases, friction between managers and employees, etc.

To avoid these needless yet frustrating hassles, we’ll share some reliable tips that will help write effective project management emails.

To command respect, act and “look” respectable. In a virtual setting, the “looking” respectable bit can come down to something as simple and minute as having a professional-looking email signature.

Give the email signatures of the people in managerial and executive positions a closer look, most executives have professional-looking email signatures. In contrast, those who don’t have managerial roles don’t bother with having one.

As a project manager, it is a good move to look as professional as possible; therefore, adding a stunning email signature is something to seriously consider.

The good news is, it’s easy to bring the entire project team on board with having a professional email signature. For example, there is Office 365 email signature management tool that provides centrally managed and sync company’s email signature. With the email signature management tool, signatures can be auto-synced through API integration instead of instructing teams to copy and paste an email signature template.

Chances are, teammates are very busy with accomplishing their list of to-dos and making sure everything about their scope of responsibilities is squeaky clean. That’s not easy to do, considering the variables involved when working on a project.

That’s why when sending emails, add the most crucial point/s at the first line of the email. This makes the email punchy, and it ensures that the most important message is read and not ignored.

Don’t add the meat of the message in the middle of the email. The team might read the first lines and decide to set the entire message aside, thinking that the message isn’t urgent.

Add a clear call-to-action (CTA) in the email; don’t leave readers guessing what they should do next. This is especially the case when pointing out several gaps or problems in the email about the parts of the project that the email recipients are handling. It leaves them confused about what gap to deal with first.

Even if the opportunities are pointed out and not the problems, readers still won’t know for sure which opportunity to take action on, unless they are told clearly what is wanted from them.

Adding a CTA removes any kind of guesswork on the readers. This adds clarity and allows the team to move forward in the same direction.

Adding bullet points improves an email’s readability, organizes information, and works as an optical break. These points can make email messages easily digestible.

Think of bullet points as a summary of sorts. It allows an opportunity to convey crucial points piece by piece in a manner that’s easy to find and understand.

Now that a professional-looking email message has been composed, one that’s well-organized, with bullet points, and has a clear CTA, add a timeline to let the recipients know how urgent the needs are. Imagine how problematic it could become for projects if one of the teammates thought they could delay a task for weeks when they should be doing it immediately.

Suppose there are permits or documents needed to be obtained to start sections of the project. An email is sent to one of the managers to get the documents, yet he/she thought the task can wait and isn’t a high priority when the entire project is put on hold because the documents aren’t obtained yet. Scenarios like these can delay projects for weeks, even months.

At the end of the day, the email is being sent to people who have their own characteristics and how they interpret messages. These people might have had a tough day. They might have experienced rejections upon rejections, or they might even be sick physically yet still opted to work to prevent needless project delays. The last thing is to sound severe or cold towards these people.

This can demotivate them and could even lead to resentment or rebel against the sender. On the other hand, speaking life to them by including encouraging words in emails can motivate them and cultivate to relationship to something more meaningful.

This breeds unity the value of which can’t be downplayed when running a project effectively.

With the assistance of online apps, emails can be improved via readability and spot grammatical mistakes (among other things) before sending it to the teams. There are several of these online tools available and are free.

Sending effective project management emails doesn’t have to be rocket science. Just by using the tips shared in the guide, can drastically improve how emails are written. This helps with better communication, which is absolutely necessary to the success of any project. Do you have any tips or tricks used when sending emails; it would be great to hear from you. All the very best on your project management journey.

Process Thinking for Project Delivery

Process Thinking

The delivery of projects successfully is made up of many factors, one is process. The ability to follow established set steps to ensure that results are achieved. The ability to understand that everything correct flow is the result of a process and is the key to performance and possibly project improvement. 

To effectively deliver projects as close to scope as possible, or at least not to have such a variance from the concept, final scope and then what is delivered, look no further than the process.  As there is a place for process thinking in operating, managing, and directing projects.

Every outcome is the result of a process, set of steps, under a set of conditions.  Analysing processes provides lessons learnt and allows for improvement for future performance.

When it comes to figuring out what went right or wrong, focus on what was done, why it was done, how it was done, and why it was done that way.  Then learn from what happened to continuously improve.

There are two broad categories of processes, internal (intrapersonal) and external (collaborative).  While the internal processes have a direct effect in the external ones, in most teams and organizations they are left to the individual.  The external ones are observable, such as speech, behaviour, and outcomes can be seen, felt, and analysed.

Processes weave together in a dynamic system.  The system, the environment being worked in, is complex.  Managing its processes is more an art or craft than a science.  Documented policies, processes and procedures are useful, though it is behaviour that counts.  And behaviour in complex situations requires flexibility and the right balance among intuition and analysis, compliance, and flexibility.

There are many ways to say the same thing and there may be more categories.  The point is to assess processes to see with which allow for satisfaction, and which can and should be improved?

The following is list of processes that are involved in project management

  • Communication
    • Demeanour, decorum, and respect for others – emotional and social intelligences, rules of order
    • Structure – purpose, position, evidence, dialog (questioning, opposing views, and rebuttal), conclusion.  Why is one saying what they are saying?  Is it the best way to address the purpose, meaningful, as brief as possible and to the point?
    • Active Listening – sensing one’s own and other people’s meaning through “vibe”, body language, tone, and content; asking questions to better understand; open to what the other person is saying as opposed to assuming what that are saying.
    • Transparency – what was decided, why it was decided that way, what is being or was done, the outcome, implications, and changes.
  • Conflict Resolution, Problem Solving, and Decision making
  • Operational performance
  • Management
    • Operational
    • Human resource
    • Quality (reviews, compliance, performance analysis and continuous improvement)
    • Procurement
    • Stakeholder (managing expectations, informing, obtaining input)
    • Financial and Accounting
    • Legal
  • Direction
    • Strategy and policy
    • Stakeholder relations and politics
    • Accountability and performance evaluation
    • Decision making
    • Values and principles

Regardless if a good track record in project delivery exists, there probably are parts of processes which can be better understood and improved, particularly in the areas of communication, decision making, stakeholder relations, and quality management. 

How best to address process?  Cultivate process thinking.  Ask what processes are behind chronic performance problems?  Are processes too rigid or too loose?  Is process documentation enough?  Is everyone aware of process thinking?

Make the time and take the effort to manage processes, let us know you approach to the use of processes in delivering projects. It would be great to have your point of view, all the very best on your project management journey.