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Too Many Projects Chasing Too Few Resources in the Strategy-Starved Organization

Apr 27, 2008

Saying “No” to new projects and “No More” to projects in process are difficult for the best of firms and impossible for organizations without a clear strategy and the supporting processes. The participants in strategy-starved organizations have no context for decision-making and unless that context is created, are destined to founder and likely sink while the crew focuses on constantly rearranging the deck chairs.

Armed with the context of strategy, project portfolio management is still a difficult task requiring unceasing commitment from the executives and constant vigilance at the project management level. If you are currently running around with a deckchair in your hands, it’s time for you to look at the captain and officers and start asking the strategic questions.

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When Projects Go Horribly Wrong: A Great Example

Apr 20, 2008

The folks that designed Denver International Airport’s infamous baggage handling system can breathe a bit easier now. While the much publicized start-up disasters at Denver have faded into the past, apparently the lessons learned did not transfer across the pond to the teams responsible for the new Terminal 5 at London’s Heathrow Airport.

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Coping Strategies for the Project Manager Facing an Executive Mandate on Schedule

Apr 13, 2008

A management team well attuned to rapidly emerging market forces might recognize an opportunity that can be leveraged for significant gain and competitive advantage if the organization acts quickly. It is management’s prerogative and responsibility to identify and motivate the organization to act and seize these opportunities, even at the expense of order and business as usual.

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Read Any Good Cultures Lately? Honing an Essential Career Skill.

Apr 9, 2008

Every organization has a distinct culture defined by its history, norms, values, and behaviors, and every team in an organization develops its own subculture. Learning to read a culture and adapt your style to fit (or at least complement it) is essential to success regardless of your level or role. It’s also something that can be honed as a skill through increased awareness and consistent application of a few basic approaches.

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Is It True That No One Likes The Project Manager?

Apr 7, 2008

The role of Project Manager is difficult. This is an informal leadership position—one of those with most of the responsibility and little of the authority. If a person is worried about being liked, this is a lousy choice of profession.

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From Strategy-Starved to Strategy-Fueled: It’s All About Communication

Apr 2, 2008

It’s critical for leaders to recognize that organizations that broadly understand their strategy and employees that specifically understand how their activities and decisions impact strategy execution are going to defeat less-enlightened competitors. Strategy is not an abstract concept reserved for the deep-thought thinking sessions of senior leaders. Strategy is a powerful leadership tool to engage the hearts and minds of associates and to fuel performance.

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It’s Time to Recognize the Project Manager as a Leader

Mar 30, 2008

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.

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Want to Change? Manage Strategy in Bursts!

Mar 20, 2008

Organizations that learn to work in “Strategy Bursts” are able to learn, adapt and refine their strategic activities faster than more plodding competitors, but this new style requires learning and internalizing a new approach to strategy management and execution. For many leaders and executives, succeeding with this new model requires letting go of old strategy habits and biases.

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Improving The Executive and Project Manager Relationship

Mar 16, 2008

As professional project management practices (and project managers) grow in importance to a firm’s success (see my post: Struggling With Strategy? Think Project Management), it is critical that top leaders learn how to support the process rather than beat it into submission. And because as the saying goes, “it takes two to tango,” Project Managers need to learn how to “manage” their executives to minimize unproductive involvement or outright interference.

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