DEALING WITH POOR PERFORMERS

A frequent concern among project management team leaders is how best to manage strong performers. How can their potential be maximized? Where can their strengths take them? Is it possible to get their talents to rub off on others?

The flip side to this concern is managing those team members whose performance isn’t quite up to par. It’s an issue that’s less common, thankfully, but it’s much more pressing when it does occur. Poor performers have the potential to spark significant havoc within even the highest-functioning PMOs and to create a measurable drag on progress.

It’s important to understand how much damage a poor performer can inflict, and what that damage typically looks like. Being able to quickly spot and address lackluster performance is crucial to keeping the rest of the group on track.

poor project performance

The leadership team must remember that early intervention is key. At the first sign of sagging performance, the employee involved (or employees, if it appears the problem may include more than one individual) should be contacted. Immediately work to identify any downstream effects, such as impacts to timing or resource allocations, that may be caused by reduced performance. Devise a strategy to bring progress back on track as quickly as possible, either by resolving the existing performance issue or by adjusting how the rest of the team supports the current project plan. This will not only help in the short term by providing poor performers with a path back to a normal working level, it will also ensure the PMO isn’t hampered in the long run by trying to fix a problem that’s already snowballed.

Initial discussions with anyone whose efforts aren’t up to par should focus on determining the facts. Has performance really dropped? Something as innocuous as a change in how metrics are gathered or measured can give the appearance of waning performance, even if that isn’t what’s actually happening. Are the employee’s efforts being stymied by new processes within the organization? Is the team member simply dealing with the ripple effects of another person’s drooping performance? Are external factors causing internal performance to fall? Have a candid conversation so everyone is aware of the causes. This will also help to determine if there are effects that haven’t yet been spotted.

It’s vital to protect other team members from being affected by the issues. Poor performers can be toxic to the rest of the project office. They have the potential to sap morale, derail progress in other areas, even disrupt the sense of team the PMO has worked so hard to achieve. While personnel issues should remain absolutely private, it may be prudent to bring the team together to work through any effects that are impacting overall progress. This will help speed the recovery process if the problem has trickled into other areas. Another strategy to consider is an increase in team-building activities designed to reinforce the good working relationships and mutual respect the team has already built.

Sticking to conventional approaches may leave the individual without a truly effective solution, so be creative when looking for ways to fix the problem. Poor performance can have its roots in any number of factors (and often a combination of several factors), many of which have little to do with the employee’s desire to do well. Training may be one option if the individual is being asked to take on tasks outside their area of expertise. Mentoring can also be helpful if a good understanding of the organization’s culture and philosophy—and being better able to navigate its processes and political nuances—is part of what’s missing.

IS YOUR PMO TOP HEAVY?

A common problem in project offices is a lack of experienced senior-level staff, but PMOs can sometimes find themselves heavy on leadership but short on other workers. Rather than being a dream scenario, it can actually have the potential to disrupt existing workflows and hinder the team’s ability to achieve success.

One concern is that the art of leadership brings with it an array of tasks needing to be done. This can leave little time for other day-to-day project activities, from following up on the availability of needed materials to maintaining thorough reference documentation. If the PMO experiences a staffing shakeup or significant reduction that eliminates a number of frontline positions, those who have historically focused on orchestrating the activities of others must now transition into a different set of competencies.

PMOs with an overabundance of top-level staff must quickly change tactics if success is to be achieved. Several strategies can help them do that in the short term, and some can also be leveraged to round out the team’s capabilities in the long term, too.

top heavy PMO

Launch an internship program. Bringing a select group of interns into the mix can be hugely beneficial for everyone involved. Your PMO gains the advantage of high performers with baseline skills who are eager to learn all they can about project management, and the interns get the opportunity to hone their skills and pull knowledge from your team’s senior level leaders.

Adding interns to the project office is a particularly attractive solution for PMOs with lean funding, as the cost to set up and maintain internship programs is often very low. This may also be a good approach if the PMO anticipates only intermittent needs for additional support, or if staffing levels haven’t been guaranteed over the life of a long project. Internship durations can be established to coincide with these variances, giving the project team support when it’s needed and freeing it from expensive labor obligations when it doesn’t.

A strong internship program can also help the PMO maintain a reliable flow of new talent. As interns progress through their educational track, they may eventually choose to join the team on a full time basis.

Partner with a consultancy. It may seem counterintuitive to bring in even more senior level collaborators, but working with an objective outside expert can actually be a very effective way to balance out the team’s existing skills and available resources without stepping on toes or injuring egos. Experienced project management consultants can be useful in developing a new structure for leadership responsibilities and determining how to assign tasks within it. With the consultancy’s help, members of the team will also be better able to redefine their roles—even if it’s only for one specific project—and embrace a revised way of working.

Some consultancies offer staffing programs to provide ongoing support in the form of frontline professionals with good on-the-ground experience. These PMPs can then fill in when the PMO’s internal resources are stretched too thin.

Gain assistance from internal partners. It may be possible to more heavily leverage the organization’s other inside resources on a limited-time basis. Look for ways your team can take advantage of help in administrative and support areas first, as that’s often where leader-heavy project offices need the most assistance. Is the Purchasing team able to facilitate more of the team’s price comparison duties during this project? Can the Legal department take on additional contract oversight in the short term? The organization’s resource levels often prevent this from becoming a viable long-term strategy, but PMOs may be able to gain some needed near-term relief.

AVOIDING IMPROVEMENT BURNOUT

Successful project management teams are always looking for ways to streamline operations, reduce waste, increase cost savings, boost stakeholder satisfaction, and generally ensure more consistent results. Unfortunately, those PMOs that focus heavily on process improvements run the very real risk of subjecting team members to a form of “improvement burnout.”

Just as project professionals involved in long projects may experience burnout from time to time, those who are constantly asked to focus on process improvement opportunities are also susceptible to the same sort of occasional weariness. There are ways PMOs can avoid improvement-related fatigue and keep everyone engaged and excited about the team’s improvement efforts. A handful of suggestions can help your PMO maintain its enthusiasm.

improve management

Turn improvement efforts into projects. Just as time is allotted to planning and other project activities, tasks associated with improvement initiatives must also be given the necessary resources in both time and funding. PMO members will quickly become overwhelmed if their workloads aren’t able to support their project responsibilities as well as any improvement action items that have been assigned to them. Performance in both areas is almost sure to suffer as a result, driving morale lower and triggering serious burnout. Set realistic expectations for any improvement initiatives the team agrees to undertake, and be mindful of other obligations each member has on their plate.

Focus on one improvement project at a time. Unless your PMO is extremely large or the team is broken into distinct groups, it’s usually better to complete one improvement initiative before moving on to another. This allows the team sufficient time to execute each project while also giving them the much-needed opportunity to feel the rewards of their success. More importantly, staggering improvement initiatives ensures that any necessary benchmarking is able to be conducted—and the data captured and examined—before additional changes are made that could impact or inadvertently skew the results.

Partner with an improvement expert. Though PMOs are often able to execute improvement initiatives on their own, it’s sometimes helpful to bring in a project management consultant with deep expertise in managing successful improvement efforts. The benefits are two-fold: it gives your team an opportunity to learn some new techniques and hone their methodologies, and it may also be useful if your PMO seems to have one improvement project starting every time another is finishing. This type of never-ending cycle can contribute significantly to burnout issues, and an outside expert may be able to consolidate or prioritize various improvement initiatives for better results and less fatigue.

Know when improvement strategies aren’t worth the effort. Though most improvement opportunities are good in the long run, there are times when the benefits just aren’t compelling enough to make them worthwhile. Your team should be ready to identify any low-return opportunities and set them aside. Improvements to processes that are rarely utilized (because they only support a limited range of projects, for example) are one possible instance where the efforts likely outweigh the advantages.

Give everyone a break now and then. It’s crucial that every team member have the opportunity to enjoy the fruits of their labors without having to focus on which improvements they need to tackle next. It also gives the PMO a chance to step back and evaluate how the improvements are performing in the real world. In tandem with benchmarking data, team members can offer their perspectives on whether improvement efforts worked out as planned and where additional opportunities may exist to further streamline operations. This time away from actual improvement activities provides team members with the ability to more objectively see how previous practices have been improved.

The Benefits of Including Project Sponsors in Your Training Program

Corporate America invests millions of dollars each year in project management – offices, technology, project management training, and project management consulting support. Conversely, data reflects that even with project management being a relatively common process used at most companies; project success rates do not reflect the investment. Studies show that project management success rates range between 35 to 45% – far from a sensational benchmark to brag about. Bottom line, despite many companies investing in project management infrastructure most projects are not delivered successfully (on-time, within budget and to desired quality). Though the root causes for project failures are many, one glaring deficiency becoming clearer is the lack of project management training at the sponsor level. Project managers usually garner most of the attention for project management training initiatives, followed by team members and software experts. However, project sponsors – those individuals who fill the role of resource provider, key decision maker and remover of obstacles -tend to slip through the training cracks. Including project sponsors (and executive stakeholders) in project management methodology training will help three key areas project sponsors training: (1) better project direction, (2) better project data utilization, and (3) improved cultural adoption of project management.

Common Characteristics of Productive Sponsors

  • Understands the Planning Methodology
  • Provides Active Direction During Planning Sessions
  • Stays Current on the Latest Project Status Report
  • Uses the Project Information Provided to Challenge Teams
  • Commits to Instilling PM in the Corporate Culture
  • Is Present and Engaged During Control Meetings

Better direction

The project sponsor plays a key role in defining the strategic direction of the project and communicating management’s expectations for the project. This information is often times captured in the form of a project charter. If a project sponsor has not been involved in the basic building blocks of project charter development, they often times struggle to provide
clear direction to the project manager. The result is the project manager may drive the team to successfully completing the wrong project! The project sponsor is the conduit between the executive stakeholders and the project manager. Without a clear understanding of how to communicate the objectives of the project, how the objectives of the project determine the key deliverables, and how the project manager can best deliver the project with specified deadlines; the sponsor is ultimately helping to facilitate a failed project. By ensuring your project sponsors are grounded in the same project management methodology as the project manager, you are providing your project manager and team the best opportunity to launching a successful project.

Better Project Data Utilization

Project management information is not very valuable if it is not being utilized effectively. Even the most detailed report package or visually stimulating powerpoint presentation will fall on deaf ears if the recipients do not know what they are supposed to do with the information provided. To this point, the sponsor’s key role throughout the course of the project is to allocate and redirect resources as needed, remove obstacles preventing the project from moving forward, and providing strategic direction to the project manager, among others. Without the sponsor understanding the same planning methodology as the project manager, discussions on concepts of critical/controlling path, compression techniques, and resource management alternatives, will often get confused. In the end, the sponsor and project manager may either get misaligned or the sponsor gradually becomes disengaged. By including the project sponsor in the project management training, they are able to internalize the data being presented to them, understand strategic options and provide more sound direction to the project manager.

Cultural Adoption

Successful project management initiatives are not rolled out without some discomfort involved. Project management is a process that involves the team’s time, focus and commitment to success. Without these elements, everyone is simply going through the motions and not viewing project management as a value added management tool. When utilized to its fullest, project management can be an early warning system that helps reduce organizational stress and assists the project team with prioritizing their time.  A strong sponsor that is well trained in the planning methodology and bought into its success can act as a “lightening rod” in channeling project success into a cultural game changer. By driving the team to become engaged in the planning and control process and utilizing the techniques they have been trained in, they can quickly generate momentum that illustrates their investment (time and budgetary) are worthwhile.

The project sponsor fills a critical role in the success of a project and thus should be grounded in the same planning and control concepts as the project manager and team. By not including the sponsors in the training, the message received from the project manager and team is “do as I say, not as I do” – a recipe for failure. By speaking the same project management language the sponsors are able to take a more active role in setting the direction of the project, ask the right questions when the project management data is presented, help the project manager navigate potential obstacles during the project execution and ultimately motivate the overall corporate culture to adopt project management as a value added process.

project sponsors training

 

Project Management Training Courses Are Coming to a City Near You

PMAlliance‘s national open enrollment project management training schedule has been posted. The initial calendar consists of an eight city event beginning in Nashville, this April. Followed monthly by Indianapolis, Houston, Seattle, San Jose, Washington DC, San Diego, and Atlanta. For the full schedule and to register click HERE. Continue reading Project Management Training Courses Are Coming to a City Near You

BUILDING YOUR PMO’S PROJECT PORTFOLIO

 

Most project management professionals have their own project portfolios—they come in handy during job interviews, performance reviews, etc. But your PMO should also have a portfolio. It’s a great PR tool when your team hosts networking events, and it’s also helpful when introducing your team to a new executive or key stakeholder. We’ve put together a quick guide to get your PMO’s portfolio started.

 

Select a handful of projects to include. You can’t include everything, but look for a variety of projects that showcase your team’s versatility. Include at least one very large project, one high-visibility project, and one project that directly affected the company’s bottom line. Projects with particular significance (improvements to a manufacturing facility, for example) or that demonstrate your team’s expertise in niche areas (perhaps a project completed under regulatory oversight) would also be good additions.

 

Create a project summary for each project. Viewers of your PMO’s portfolio will want to quickly understand the basic objectives and parameters of the various projects your team has executed, so give them the basics at a glance: a short list of key deliverables, information on the project’s duration or timetable, cost data that includes budgeted and actual figures for expense and capital line items, a list of key project team members and their areas of responsibility, and other notable resource allocations or project details. Keep each project summary to just a single page for easy viewing.

 

Pull some photos together. Few things can help viewers understand the scope and impact of your projects like pictures. But you don’t need many—select one or two large photos that best describe the project’s challenges and final outcome, along with a few smaller pictures that highlight particularly interesting aspects of the project. Any more than that, and your viewers will likely lose interest.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting and project management training services.

 

Project Management Training Infographic by PMAlliance

Check out our latest infographic to find out why Project Management Training should matter to your team and organization.

Also check out our other Training Infographic for more great stats: DO YOU NEED PROJECT MANAGEMENT TRAINING? project management training infographic pmalliance

PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE

PMAlliance project management consulting.

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3 TIPS TO ESCAPE A LEADERLESS PROJECT

Earlier we talked about the hallmarks of leaderless projects and some of the issues they bring. It’s crucial to reignite stakeholder engagement, hold one champion accountable for supporting the project, and sidestep a leadership-by-committee structure if you see one looming on the horizon. If you suddenly find yourself knee deep in a project without a champion, what can you do?

1 – Reconnect with your champion. If you suspect your primary stakeholder has (or is planning to) jump ship, don’t hesitate to re-engage them. You may be tempted to start the courtship by e-mail, but savvy Project Managers will opt for a more direct route. Schedule a brief meeting with the stakeholder to bring them up to speed on the project and the challenges their absence may have created.

2 – Know what you need from your champion. As you bring your champion back into the loop, be prepared with timelines and budgets that highlight any problem areas. Also explain issues you anticipate to encounter should the team continue without the stakeholder’s support. Provide the champion with a list of immediate needs, if any—resource authorizations, approvals for action, etc. Even if you don’t get their full attention, you may at least receive the support the project needs to succeed.

3 – Put the leadership back on one champion. If you suspect your project is leaning toward leadership-by-committee, it’s crucial that you place one stakeholder at the top of the organizational chart, and fast. Try to identify a stakeholder with the highest approval authority as well as influence. Have a candid conversation with your champion to ensure everyone is on the same page regarding existing problems, support needs going forward, and expectations on both sides. Close the loop with your team and others impacted by the project by announcing the champion’s formal leadership position.

IDEAS INTO ACTION: WHAT HAPPENS AFTER BRAINSTORMING?

Many project management teams are good at brainstorming new ways to make their processes more efficient and to devise strategies that allow them to have repeatable successes. But sometimes moving those innovations into practice is harder than coming up with the ideas in the first place. How good is your PMO at turning all those good intentions into action? Below we’ve put together 3 steps to help you make sure the seeds sown during brainstorming sessions have the opportunity to grow into real fruit.

1 – Keep track of ideas. Your team is too busy to remember all the great suggestions that come up in brainstorming meetings, so make a record of everything—notes, screenshots, whiteboard postulating, etc. Don’t sell the process short by editing the list too early or too much. And remember that an idea may be introduced before its time, so a periodic review of the list is helpful in keeping things from slipping off the radar.

2 – Assign every good idea to one person for further review. Too many promising concepts fade into obscurity because no one shepherds them along. Rather than allowing useful ideas to fall through the cracks, give them a home by assigning each one to a member of the project team. That person can then evaluate the idea’s real-world viability and identify potential issues that could affect implementation.

3 – Follow up. Project Managers are busy, and the best way to keep good ideas on the front burner is to create a schedule for routine follow ups. These will allow the group to get together for updates on pending ideas. They can then continue vetting the ideas, offer potential solutions to any problems that have been identified, or come to a consensus that an idea isn’t feasible or doesn’t return enough benefit to continue exploring it.

Project Management professional

 

ARE YOU FACING A LEADERLESS PROJECT?

A popular tactic of stakeholders who don’t really want to commit, “leaderless” projects are those that end up being turned over to entire groups of end users to babysit, and often result in nightmares for Project Managers. Below are a handful of scenarios that could tell you you’re facing a leaderless project.

Approval authority has been delegated to more than one person. On the surface this looks like empowerment, but deep down you may discover the project’s primary champion has simply eliminated their role and effectively left a host of others in charge without giving them the true authority to keep the project moving forward. Leadership-by-committee works for a while, but if difficult decisions must be made it’s likely no one will feel they are in a position to have the final word.

No one seems to have approval authority. A number of individuals may have been tasked with acting in the primary champion’s stead, even though none has been given the power to make project-impacting decisions. Trying to pry approvals or firm direction from the chief stakeholder is likely to be difficult, and the project ends up languishing in a mess of internal red tape while purchase requests and pending contracts sit in limbo.

The primary stakeholder rarely attends high-level project meetings. Often a co-symptom of leaderless projects, along with either delegating approval authority to several others or delegating approval to no one. An absent champion isn’t a concern if they continue to be accessible in other ways (via e-mail or phone, or through regular drop-in visits to their office). The bigger issue is the champion who is absent because they’re getting pushback on the project from other sectors (budget, corporate objectives, etc.), or has lost their zeal for the project and no longer gives it the support it needs.

Project Management Tips

 

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

PROJECT MANAGEMENT TIPS : 4 SIGNS IT’S TIME TO STOP

Sometimes, in their zest to achieve a project’s objectives, Project Managers go a little too far. They push too much, talk too much, or ask too much. But there are usually flags warning you’re in danger of overplaying things. From body language to other subtle (and sometimes not-so-subtle) cues, below are 4 signs it may be time to say “when.”

1 – Crossed arms. A classic indication folks have stopped listening, a wall of crossed arms across the conference table should tell you it’s time to adjourn the meeting and take a breather. You may be facing tough opposition, so consider if your approach is too heavy handed or if you should instead try talking to folks one on one before addressing them as a group.

2 – “I don’t understand.” This is a clear warning flag your message isn’t hitting home. Occasionally used by stubborn people as a way to avoid capitulating to an idea they don’t completely embrace, but more frequently it’s an honest response to a situation that just isn’t coming together for a particular individual. Rather than repeating the same message, step back and see if there’s a different way of explaining it.

3 – Excessive doodling. Many people find it’s helpful—when listening to detailed information, brainstorming, or simply pulling their thoughts together—to scribble pictures or notes. However, if your audience seems more involved in their artwork than your presentation, they’re probably ready for a time out. Sometimes a short break is all that’s needed to bring everyone back on task.

4 – Lack of interaction. If others who should be involved in your discussion seem to be on automatic nod or simply aren’t participating, it’s likely you’ve lost their attention. Think about ways to spice up your presentation or consider developing a more interactive format for the discussion.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services

GROUP FACILITATION – SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING

Project management doesn’t happen in a vacuum. A huge portion of the discipline revolves around people and the dynamics at work when they get together—conducting needs assessments, justifying objectives and costs to leadership teams, coordinating with end users to mitigate project impacts, communicating with stakeholders, and devising practical solutions to potential problems. Unfortunately, many project management training programs skip over group facilitation skills.

The what:  Project management is one long list of opportunities for group facilitation expertise, from the creation of project charters to performing the post-project wrap up. Strong facilitation skills enable almost anyone in the PMO to lead others through the project’s complex stages without losing focus, to maximize the effectiveness of group work sessions, and to deal with difficult personalities in a group setting.

The why:  Getting groups of people to effectively work together is at the heart of successful project execution. Without a good facilitator, the various groups involved in the project become much more vulnerable to inefficiency, ineffectiveness, in-fighting, and poor communication. Any one of these factors has the potential to put the project’s success in jeopardy. Meaningful progress—especially when facing difficult time or budget limitations—often hinges on good group facilitation. If all that sounds extreme, remember that simply running productive meetings (especially when teams are particularly diverse or include a number of competing priorities) may require better-than-average facilitation skills.

The how:  By its very nature, facilitation training should be highly interactive. If your PMO already has someone in-house with top notch facilitation skills, they may be able to offer others on the team solid and very focused instruction. Otherwise, look for an experienced outside consultant so you know your organization will receive quality training. Group facilitation skills are so important that cultivating bad habits is sometimes worse than having no habits at all.

PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE

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6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

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SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

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2 COMMON MISTAKES THAT CAN SABOTAGE ANY PROJECT

Because every project inherently changes the status quo, much of project management revolves around change—planning for it, explaining it, mitigating its negative impacts, and convincing stakeholders that it will all be worth it. Even if change management isn’t part of your official job description, you will inevitably be dealing with change and its impact on not just stakeholders, but also on partners and collaborators, as well as the other members of your project team. Unfortunately, many project managers who say they’re great change agents really aren’t. In fact, there are 2 mistakes project management professionals make that can undermine their ability to achieve project success.

 

You compare a project’s progress against how things are today instead of against the deliverables set with stakeholders. Project Managers who use the current landscape as their benchmark are missing much of what goes into good project management. Projects are nearly always about improving upon what’s in use today, whether it’s a piece of software or a new office building. But viewing milestones against the backdrop of the existing environment isn’t the best way to move forward. Instead, work toward the end result picture you’ve painted with your stakeholders to achieve success.

 

You invest too much time focusing on where the project might go wrong. Of course it’s important to look for potential problem areas ahead of time, but simply worrying about challenges isn’t a constructive way to move ahead. This approach often breeds negativity, which can be such a morale killer that it can actually threaten your project’s ultimate success. PMs who have truly embraced change instead put their energy into finding solutions to those potential trouble spots. Creative problem-solving sessions with the rest of the team are the best cure—you’ll overcome the project’s challenges and have a more positive outlook to share with stakeholders.

 

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

As PMOs develop and tweak their project management training programs, there are often a handful of core areas that are overlooked. Whether it’s because many project managers have already received foundational instruction in these areas or because most project management training is focused on other competencies, these baseline skills are crucial to project management success. One of these areas is communication, a vital skill for any team but one that is frequently discounted or ignored.

The what: Too often, communication training focuses on negotiation tactics and presentation skills. For truly effective team communication, project managers must be able to develop and employ solid listening techniques. They also need to understand how their communication skills contribute to the team’s accomplishments, as well as how to use appropriate communication strategies to successfully resolve conflicts (both within the group and with external partners).

The why: A deep understanding—of user needs, of stakeholder and coworker concerns, of potential project limitations—are all necessary for repeated project success. Project managers with sagging proficiency in the communication arena will often create the same obstacles for the group—such as the prolonged needs assessments that may result from poor listening skills—over and over again. But with all the other areas project managers must master, it’s easy to overlook communication skills as being less important than they really are. By regularly nurturing and expanding this fundamental area of expertise, project teams have more tools available to them in overcoming challenges and working together to solve problems.

The how: Continuous development of good communication skills is crucial for project success. Along with targeted communication courses, consider adding components of communication training to other educational offerings. Planning and risk management modules, with their strong attention to communicating well and accurately, may be good opportunities to provide team members with additional coaching in communication best practices.

Also check out “BE A BETTER COMMUNICATOR” and “COMMUNICATION STRATEGIES AND PUMPKIN PIE

project management training

PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE

 

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6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – RISK MANAGEMENT

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

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MAKING PROJECT MANAGEMENT BEST PRACTICES A PRIORITY AGAIN

We recently talked about some reasons your PMO’s best practices might not be what they once were, (WHY YOUR BEST PROJECT MANAGEMENT PRACTICES MIGHT SUCK) but how do you overcome the roadblocks to better performance? There are several ways to attack the problem, and the right approach will depend on the problems, your project management team, and your organization.

 

If you haven’t focused on best practices in a while. It falls to the team’s leadership to reinvigorate widespread engagement with the latest industry thinking. Senior project professionals or even an experienced project management consultants should be recruited to establish a plan to get the entire team to bring its current methodologies up to date. To avoid an initial eager pushed followed by waning enthusiasm (it’s human nature, after all), these same top-level folks will need to devote themselves to setting a good long-term example.

 

If you haven’t fine tuned current best practices to fit your organization. Overcoming what may seem like a monumental (and monumentally frustrating) endeavor will require everyone’s support. Gather the team and candidly evaluate the resources available to you. Identify where you can incorporate best practices and where you may need to be satisfied with doing your best with what you have. Consider determining where the team can set some stretch goals to improve those areas that are a bit behind the times.

 

If your team is well-versed in best practices but has chosen to ignore them. A strong push by leadership will be required to either overcome the team’s apathy or to rectify what may be a top-down lack of commitment. Examine where best practices have historically fallen by the wayside and develop a strategy to modify the behavior that allowed the lapse to happen. Be sure to build in check points to ensure the plan is working and the team hasn’t slipped back into its old ways.

3 WAYS PROJECT MANAGEMENT ADVOCATES MISS THE MARK

Project Management advocacy is a crucial role within the PMO. Unfortunately, with all the other responsibilities on project managers’ plates today, sometimes their opportunities and obligations as advocates are overlooked or minimized. To help Project Manager‘s maximize their advocacy efforts, we’ve put together the 3 things that most often go wrong.

 

1 – Waiting too long to identify all stakeholder groups. Project teams aren’t always able to tackle planning and execution the way they’d like. Budget cycles and other factors often come into play, leaving PMs trying to balance stakeholder needs with organizational limits that sometimes have little to do with the project itself. But no matter how or when the planning phase takes place, it’s important that advocates focus on identifying all stakeholder groups early in the process so their needs and concerns can be properly considered and addressed.

 

2 – Lumping stakeholders together. All too often, disparate groups of stakeholders are combined—at least in the eyes of the project management team—and viewed as a single entity. Not only does this have the real potential to undermine the PMO’s relationships with each stakeholder group, it also raises the specter of overlooking important interests held by the various subsets of affected parties. Stakeholder groups should typically be drawn along narrow lines to ensure that everyone is able to fully participate.

 

3 – Eschewing the responsibilities of a true advocate. One crucial role embodied by advocates is the ability to give a voice to those who would otherwise go largely unheard. When significant weight is given to those controlling funding and those controlling executive-level approval, it can be all too easy to ignore concerns or issues raised by anyone else. Advocates must remain committed to actively engaging all stakeholder groups and reviewing needs and feedback on a wide and reasonably equitable scale.

PMAlliance project manager training

 

Check Out These Other Blog Posts on Advocacy:

3 WAYS PROJECT MANAGEMENT ADVOCATES MISS THE MARK

ARE YOU REALLY A PROJECT MANAGEMENT ADVOCATE?

GETTING OTHERS ON THE PROJECT ADVOCACY TRAIN

WHEN TO TAKE PROJECT MANAGEMENT TRAINING TO THE NEXT LEVEL

Project management training isn’t a set-it-and-forget-it type of undertaking. It’s something that should always be evolving to address changing needs, new views on best practices, and ever-advancing technology tools. With that in mind, we put together a few scenarios to look for that signal it’s time to take Project Management training—either for individuals within your group or for the PMO as a whole—to the next level.

 

When the skills you want to develop are highly specific or uncommon. Generic training typically won’t suffice when targeted disciplines are involved. Whether it’s industry-specific (such as a competency related to regulatory compliance) or a niche job skill (software platforms that require detailed knowledge, for instance), sessions that are narrowly focused will typically give your team the best bang for their training buck. For results that maximize investments of both money and time, look for a consultant who specializes in the areas or competencies you want to address, and who can tailor training to your organization’s specific needs.

 

When you want to train the trainer. Most standard training opportunities are great for the majority of project professionals, but if you want to create an in-house expert, it’s time to move things up a notch. Look for elevated training that not only includes deeper insight into project management competencies, but also has a curriculum that deals with the skills needed to successfully transfer knowledge to others. Remember—teaching is a skill of its own!

 

When an individual has trouble picking up new skills during standard training courses. Some folks just learn in different ways, so take the time to look for different, possibly unconventional types of training opportunities. Sessions that focus on increased participation, or perhaps even a short-term internship, may offer individual team members the kind of educational experience that suits their style.

PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE

 

More posts on Project Management Training:

6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – RISK MANAGEMENT

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

GROUP FACILITATION – SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING

WHEN TO TAKE PROJECT MANAGEMENT TRAINING TO THE NEXT LEVEL

DO YOU NEED PROJECT MANAGEMENT TRAINING? INFOGRAPHIC

4 BENEFITS OF PROJECT MANAGEMENT TRAINING

How Much Is Bad Project Management Costing You? Infographic

Bad Project Management can be an extremely large cost to your enterprise. We have discussed many of the pitfalls that can cause problems in past posts, but here are some scary statistics to ponder. Check out our latest infographic filled with stats on the costly expense of bad Project Management.

infographic Project Management

WHY YOUR BEST PROJECT MANAGEMENT PRACTICES MIGHT SUCK

Project management professionals often work hard to incorporate best practices into their PMOs. From creating a workable budget to conducting a useful post-project analysis, best practices stand ready to help PMs execute their projects and achieve their objectives. But sometimes, best practices become little more than words on paper (or aspirations that are discussed only when things go wrong). If your team is feeling stagnant, see if your real-world use of best practice methodologies might be less than ideal.

 

You haven’t revisited them in years. Project management best practices, like most things, can go stale after a period of time. The fundamentals are likely to stay the same, but innovations such as new technologies should be incorporated to continue moving your PMO forward. Stay plugged in to industry groups, to be sure your team has the latest information on trends. Attend conferences and seminars so you know what other thought leaders are doing.

 

You haven’t matched them to your organization. Even well-intentioned plans usually need to be tailored to fit the available resources of a company. Workflows are different in every PMO, and those best practices will likely need a bit of tweaking to be most effective. Look around and see what you have at your disposal—time, talent, and funding—and where your team is strongest. Then make the most of what you have.

 

You aren’t really following them. You probably think about them, and chances are good that you discuss them from time to time. But is your team really applying project management best practices in their everyday routines? If it seems you’re struggling to keep up, or if accomplishing the most basic of tasks feels like recreating the wheel every time, it might be time to reevaluate how well you’ve incorporated those best practices into your PMO’s workflow.

6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

We’ve talked about the benefits of Project Management Training and even covered some of the secrets of putting together a good training program. But sometimes just figuring out when to pack training into an already crowded schedule is the hardest part. Below are 6 ninja tricks for getting more training in your PMO.

1 – Use what you have. Is someone on the team a guru when it comes to a piece of legacy software? See if they’ll give a quick brown bag session that includes a cheat sheet with the platform’s coolest tricks. It’s a fast, free, no-fluff way to get targeted training.

2 – Make meetings do double duty. You can’t cram training into every project meeting, but you can assign the task of ferreting out at least one low-cost training opportunity to a member of the team on a rotating basis. Have them present their findings as an agenda item.

3 – Connect with external mentors. Industry groups regularly pair experienced mentors with new professionals. The cost is usually free, aside from any dues you pay to be part of the organization.

4 – Build education time into purchase contracts. Did you just buy a new piece of equipment? See if the manufacturer will throw in a factory tour that includes an “Installation and Maintenance 101” session.

5 – Make software training mandatory. When shopping for new software, always include a training line item in the budget. You’ll maximize your software investment when the team can use the platform to its full potential.

6 – Volunteer. Professionals who donate their time at project management conferences and local business functions not only give back to the industry, they also frequently get to attend the event’s training and informational sessions for free.

 

project management training tips PMP

PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE
More posts on Project Management Training:

6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – RISK MANAGEMENT

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

GROUP FACILITATION – SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING

WHEN TO TAKE PROJECT MANAGEMENT TRAINING TO THE NEXT LEVEL

DO YOU NEED PROJECT MANAGEMENT TRAINING? INFOGRAPHIC

4 BENEFITS OF PROJECT MANAGEMENT TRAINING