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The Evolution of a Project Manager into a Project Leader

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The Evolution of a Project Manager ... Sourcing Description Move work offshore Reduction in labor cost ... Presenting information Managing Information Leveraging ... – PowerPoint PPT presentation

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Title: The Evolution of a Project Manager into a Project Leader


1
The Evolution of a Project Manager into a Project
Leader
  • Kerry R. Wills

2
Objectives
  • Describe current project landscape
  • Highlight eight trends and the challenges to
    Project Managers
  • Propose some techniques to be effective in the
    new landscape

3
The good old days of Project Management
4
Some changes
5
The business landscape is changing
  • Changing environment
  • Global competition
  • Demanding shareholders
  • Innovations in technology
  • Volatile markets
  • Resulting in IT transformation agendas
  • Reduce cost of IT
  • More productive
  • Support strategies

6
resulting in a different makeup of projects
Recent World New World
Resources reported to project manager, were dedicated and located together Less direct influence over resources Shared service/pooled organizations Offshore developers Staff augmentation with consultants
Project team owned all assets and work and was focused on their priorities Less direct control over work being done Third party vendors (buy vs build) Shared service organizations New procedures and standards
Project sponsor was owner and approved everything Governance (architecture, financial) Many sponsors
7
and the need for PM skillsets to change
Recent World New World
Plan Management Relationship management Integration management
Order giving Just do it Facilitation Negotiation
Report status to immediate management Stakeholder management Political savvy Proactive communication
Receiving direction from sponsor Facilitating several stakeholders Salesperson
8
Changing Landscape Major Trends
Focus on cost reduction Cheaper resource options Pooling resources for economies of scale
Increasing complexity of technology More layers in tech stack Enterprise focus Larger programs
Additional rigor around work Governance/Demand Management Process and tools
Changing workforce Specialized resources Mobile workforce
9
Changing Landscape Major Trends
Focus on cost reduction Cheaper resource options Pooling resources for economies of scale
Increasing complexity of technology More layers in tech stack Enterprise focus Larger programs
Additional rigor around work Governance/Demand Management Process and tools
Changing workforce Specialized resources Mobile workforce
10
Cost Sourcing
  • Description
  • Move work offshore
  • Reduction in labor cost
  • Transfer risk of cost increases
  • Additional capacity of labor
  • Quality and process rigor

11
Cost Sourcing
  • Challenges
  • Additional Attention
  • Documentation
  • Knowledge transfer
  • Procurement /contract mgt
  • Logistics (e.g. access)
  • Intangibles
  • Culture
  • Time differences
  • Turnover
  • Morale

12
Cost Shared Services
  • Description
  • Group similar skills together (economies of
    scale)
  • Working on multiple activities (productivity)
  • Standardization of work
  • Service Level Agreements
  • Greenfield locations (labor arbitrage)

Accenture, 2004
13
Cost Shared Services
  • Challenges
  • Competing Priorities
  • Resources do not report to the PM (matrixed)
  • Several activities assigned to
  • Additional Steps
  • Additional processes (e.g. ITIL)
  • Lead times
  • Intangibles
  • Resources in different location than team
  • May not get the best people
  • Availability for ad-hoc requests

14
Changing Landscape Major Trends
Focus on cost reduction Cheaper resource options Pooling resources for economies of scale
Increasing complexity of technology More layers in tech stack Enterprise focus Larger programs
Additional rigor around work Control spend on money Governance/Demand Management
Changing workforce Specialized resources Mobile workforce
15
Complexity More Layers
  • Description
  • Technology stack has become larger (n-tier)
  • Component based trends (SOA)
  • Third party software

16
Complexity More Layers
  • Challenges
  • Planning
  • More environments to manage
  • More integration
  • More complexity of design/build/test
  • Different Skills Needed
  • Specialized skills for each technology component
  • More expensive

17
Complexity Enterprise Focus
  • Description
  • Large existing inventory of technologies
  • Stewardship to the enterprise
  • Standards

18
Complexity Enterprise Focus
  • Challenges
  • Broader Considerations
  • Beyond project scope
  • More stakeholders and more consensus
  • PM becomes a salesperson
  • Standards
  • Solution may not be the best fit
  • May require more time and effort

19
Complexity Third Party Vendors
  • Description
  • Buying capabilities vs building them
  • Best of breed for each component (SOA)
  • Not have technical expertise
  • Not have to maintain code
  • Speed to delivery

20
Complexity Third Party Vendors
  • Challenges
  • Planning
  • Analysis up front
  • Hard to estimate cost
  • Difficult to integrate
  • Control
  • Reliant on their schedule and upgrade path
  • Team may not have expertise in product
  • Lack of customizability
  • Urgent bugs and prioritization

21
Changing Landscape Major Trends
Focus on cost reduction Cheaper resource options Pooling resources for economies of scale
Increasing complexity of technology More layers in tech stack Enterprise focus Larger programs
Additional rigor around work Governance/Demand Management Process and tools
Changing workforce Specialized resources Mobile workforce
22
Rigor Governance/Demand Mgt
  • Description
  • Companies spend too much time/money on ideas
  • Demand management to contain costs
  • Approval of spend and critical gates
  • Ensure proper planning and commitment is made

Demand Management
Governance
Do we do the project
Work request submit
Plan project
Execute project
Yes
No
1
2
3
4
5
Do not proceed
23
Rigor Governance
  • Challenges
  • Additional Steps
  • Time to prepare, conduct, and document
  • Idle resources while getting approval
  • Additional reporting
  • Intangibles
  • Agendas of divisions
  • Scrutiny on contingency

24
Rigor Process and Tools
  • Description
  • Standardize delivery of projects
  • New tools for team members
  • Use Cases
  • Tools for capturing requirements, test cases, etc
  • Focus on processes
  • Frameworks
  • Mandatory deliverables

25
Rigor Process and Tools
  • Challenges
  • Planning
  • Additional time and steps not usually planned for
  • Requires experience in these tools/processes
  • Applicability
  • Standards may add more work

26
Changing Landscape Major Trends
Focus on cost reduction Cheaper resource options Pooling resources for economies of scale
Increasing complexity of technology More layers in tech stack Enterprise focus Larger programs
Additional rigor around work Governance/Demand Management Process and tools
Changing workforce Specialized resources Mobile workforce
27
Workforce Specialized Resources
  • Description
  • Increasing complexity of technology
  • Specific skills
  • Business Architect
  • Performance Testing
  • Specific domains
  • Business rule technologies
  • IT security

28
Workforce Specialized Resources
  • Challenges
  • High Demand
  • Hard to get
  • More expensive
  • Risk of leaving
  • Missing Big Picture
  • Resources focused deep in their domains

29
Workforce Mobility
  • Description
  • People do not stay with companies for long time
  • Perception of lack of loyalty (e.g. sourcing)
  • Experts in skills which are in high demand
  • Work for themselves
  • Increased management turnover
  • Economic volatility move to safer roles
  • Seeking new profession
  • New generations with different characteristics

30
Workforce Mobility
  • Challenges
  • Losing Resources
  • Low morale
  • PM loses focus
  • Risk to project commitments
  • Quality impacts with new resources

31
Overall Impact
32
New Skills of Project Managers
Additional Rigor Diligent planning Using resources intelligently Diligent management
Consultative Approach Leveraging relationships More influence Self management
Managing Information Communication planning Gathering information Presenting information
Leading the Team Motivating the team Empowering the team Managing conflicts
33
New Skills of Project Managers
Additional Rigor Diligent planning Using resources intelligently Diligent management
Consultative Approach Leveraging relationships More influence Self management
Managing Information Communication planning Gathering information Presenting information
Leading the Team Motivating the team Empowering the team Managing conflicts
34
Additional Rigor
35
Additional Rigor Planning
  • Spending more time up front to understand and
    plan for the new activities
  • Lead times
  • Appropriate steps and deliverables
  • Obtain the right resources and skillsets
  • Creation of a flexible plan
  • Plan for rework
  • Involve others early
  • Gain buy in
  • Dont know what you dont know

36
Additional Rigor Planning
  • Define project management approach
  • Plan management
  • Scope management
  • Risk management
  • Considerations of a Project Management Office
  • Understand history of similar projects
  • Project plan and estimates
  • Risks and issues
  • An investment that will yield many rewards

37
Additional Rigor Use Resources
  • Engage areas early
  • Involve resources in planning
  • Ensure right skills on team
  • Role clarity and accountability
  • Leverage experts

38
Additional Rigor Management
  • Look ahead at activities
  • Diligence on operational items
  • Leverage tools such as earned value
  • Clear accountability for deliverables and results
  • Facilitate quick decisions
  • Using metrics

39
New Skills of Project Managers
Additional Rigor Diligent planning Using resources intelligently Diligent management
Consultative Approach Leveraging relationships More influence Self management
Managing Information Communication planning Gathering information Presenting information
Leading the Team Motivating the team Empowering the team Managing conflicts
40
Consultative Approach
  • Diligence is fundamental, but softer skills are
    needed
  • Types of Power (French and Raven)
  • Legitimate
  • Referent
  • Expert
  • Reward
  • Coercive
  • Today need referent power, so need a consultative
    approach

41
Consultative Approach
42
Consultative Approach
  • Self Management
  • Self awareness
  • Self regulation
  • Empathy
  • Social skills
  • Relationship focus
  • Involve people early
  • Build relationships before issues

43
Consultative Approach
  • Influencing
  • Persuasion
  • Facilitate activities
  • Negotiate issues
  • Be seen as approachable
  • Political Savvy
  • Navigate organization
  • Develop coalitions
  • Know personal style

44
New Skills of Project Managers
Additional Rigor Diligent planning Using resources intelligently Diligent management
Consultative Approach Leveraging relationships More influence Self management
Managing Information Communication planning Gathering information Presenting information
Leading the Team Motivating the team Empowering the team Managing conflicts
45
Managing Information
  • Effective communication is needed in all aspects
    of the new project landscape
  • Status
  • Escalation
  • Interactions
  • Key steps in communication

46
Managing Information
  • Communication Planning
  • Create a plan
  • Get into a rhythm
  • Gathering Information
  • Collecting information
  • MBWA
  • Environment of trust
  • Presenting Information
  • Communicate status
  • Presenting information well
  • Share information

47
New Skills of Project Managers
Additional Rigor Diligent planning Using resources intelligently Diligent management
Consultative Approach Leveraging relationships More influence Self management
Managing Information Communication planning Gathering information Presenting information
Leading the Team Motivating the team Empowering the team Managing conflicts
48
Leading the Team
Attribute Project Manager Project Leader
View of role Team works for them They work for the team
Style Manage work Leads people
Decision Makes decisions Facilitates decisions
Directs Tells how and when Sells what and why
Power Uses authority Uses influence
Energy Control Passion
Concern Being right Doing what is right
Credit Takes Gives
Blame Gives Takes
49
Leading the Team
  • Motivating the Team
  • Expect and recognize excellence
  • Inspire the team
  • Be genuine
  • Empower the Team
  • Delegate work
  • Solicit input
  • Encourage collaboration
  • Be a Champion
  • Support the team
  • Remove obstacles

50
Leading the Team
  • Managing Conflicts
  • Address conflict
  • Maintain composure
  • Pay attention to the messages
  • Focus on the facts
  • Be flexible with the approach

51
Tying it all together
Changing landscape
Trends on IT projects
Impacts on projects
New skills needed
Global competition
Reduce costs to deliver IT
Additional activities needed
Rigor and diligence
Demanding shareholders
Increased complexity of IT
More stakeholders
A consultative approach
Evolving technology
The need for additional rigor
Broader focus for projects
Effective communications
Volatile economy
A changing workforce
Other intangibles
Leadership
52
Conclusions
  • Planning is an investment
  • Need constant diligence
  • Make time for the right things
  • Recognize people make the project successful
  • Be conscious
  • Situational adaptation

53
For more detail and case studies
  • Details out trends and impacts
  • Highlights skills and ways to obtain them
  • 26 Case Studies
  • Available online (Amazon, BN, etc)
  • http//kerrywills.wordpress.com
  • KerryWills_at_aol.com
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