One of the most common challenges for Project Managers and Engineering teams in new product development organizations is balancing the executive "time to market" mandate with good project estimation and risk analysis techniques. Many a project has misfired after a CEO or top management group has boldly proclaimed to corporate stakeholders that, "Product X will be to market by (insert your aggressive date here).
Coping Strategies for the Project Manager Facing an Executive Mandate on Schedule
April 13, 2008 By Leave a Comment
From Strategy-Starved to Strategy-Fueled: It’s All About Communication
April 2, 2008 By 1 Comment
"It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else," indicate David J. Colliss and Michael G. Rukstad in the opening of their article, "Can You Say What Your Strategy Is?" in the April, 2008 issue of Harvard Business Review.
In an MBA class on Project Management that I am currently teaching, this topic came up in the context of the role that project managers play in strategy execution. This class of working professionals agreed that strategy execution is conducted largely via projects, yet it is uncommon for individuals in project management roles to be plugged into the strategic management process. As such, there is little context for many of the critical decisions that arise in the form of executing major projects. In my informal poll of the class participants, there was additional consensus that most organizations do a less than stellar job communicating strategy to the broader employee population.
It’s Time to Recognize the Project Manager as a Leader
March 30, 2008 By 1 Comment
The most challenging leadership positions are the informal roles where an individual leads based on his or her credibility and capability without the backing of a formal reporting structure. These positions are often characterized by a high-level or responsibility for results with little direct authority over the people doing the work. The role of Project Manager matches this description perfectly, with organizations increasingly looking to the individuals charged with project or program management to play key roles in executing on strategic priorities.
Unfortunately, in many organizations, the role of Project Manager is inappropriately disconnected from the strategy process and is often viewed and treated by executives as a mid-level or administrative role. This is wrong. Senior executives would be wise to tap into the unique skills, insights and capabilities of the best Project Managers as they look to build out their leadership teams and to propel their organizations faster.
Would You Work for This Character?
February 19, 2008 By 1 Comment
"The only way that you will succeed on my team is if you are married to the job!"
"The reason that I am not in any family vacation pictures is because I’m on the phone. If I’m in the picture, I have a blackberry stuck to my ear."
Yeesh. What a jerk!
The quotes speak volumes about this individual’s leadership style, priorities and character. A "my way or the highway" approach, coupled with an "I will succeed on the backs of your labor and you will help me succeed or else," philosophy. It also speaks volumes about the culture in the organization that tolerates this leader’s style.
The Product Manager’s Questions for Success
February 16, 2008 By 3 Comments
Thanks to a good friend and the person I credit with the creation of the "Why is a Product Manager Like the Office Photocopier?" joke, I recently unearthed a listing of questions that we had established with the PM team to help teach and remind everyone of the True Role of a Product Manager.
Rather than develop these on high, I recall a fair number of iterations across functions and through the PM ranks to refine the questions down to a list that we believed captured the essence of the role and its priorities. Of course, we dutifully passed these out as laminated, wallet or desk-drawer size cards. I think the questions still hold value and provide much needed context for the Product Manager in pursuit of his or her very challenging role. They are reprinted here for your use, adaptation or disagreement, in their original, unaltered format:
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