the evolution of a project manager into a project leader

The Evolution of a Project Manager into a Project Leader

Kerry R. Wills

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Objectives Describe current project landscape Highlight eight trends and the challenges to Project

Managers Propose some techniques to be effective in the new

landscape

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The “good old days” of Project Management

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Some changes…

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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

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…resulting in a different makeup of projectsRecent World New WorldResources 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

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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

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Changing Landscape: Major TrendsFocus on cost reduction

Cheaper resource options Pooling resources for

economies of scaleIncreasing complexity of technology

More layers in tech stack Enterprise focus Larger programs

Additional rigor around work

Governance/Demand Management

Process and toolsChanging workforce

Specialized resources Mobile workforce

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Cost: SourcingDescription Move work offshore Reduction in labor cost Transfer risk of cost

increases Additional capacity of

labor Quality and process rigor

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Cost: SourcingChallenges Additional Attention

Documentation Knowledge transfer Procurement /contract mgt Logistics (e.g. access)

Intangibles Culture Time differences Turnover Morale

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

Accenture, 2004

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Cost: Shared ServicesChallenges 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

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Control spend on money Governance/Demand

ManagementChanging workforce


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Complexity: More LayersDescription Technology stack has

become larger (n-tier) Component based trends

(SOA) Third party software

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Complexity: More LayersChallenges Planning

More environments to manage More integration More complexity of design/build/test

Different Skills Needed Specialized skills for each technology component More expensive

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Complexity: Enterprise FocusDescription Large existing inventory of technologies Stewardship to the enterprise Standards

http://upload.wikimedia.org/wikipedia/en/6/61/Enterprise_NX-01_2001-01-300.jpg

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Complexity: Enterprise FocusChallenges 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

http://upload.wikimedia.org/wikipedia/en/6/61/Enterprise_NX-01_2001-01-300.jpg

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

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Complexity: Third Party VendorsChallenges 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

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Rigor: Governance/Demand MgtDescription 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 ManagementWork

request submit

GovernanceDo

we do the

project

Do not proceed

No

Yes Plan project Execute project

1 2 3 4 5

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Rigor: GovernanceChallenges Additional Steps

Time to prepare, conduct, and document Idle resources while getting approval Additional reporting

Intangibles Agendas of divisions Scrutiny on contingency

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Rigor: Process and ToolsDescription Standardize delivery of projects New tools for team members

Use Cases Tools for capturing requirements,

test cases, etc Focus on processes

Frameworks Mandatory deliverables

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Rigor: Process and ToolsChallenges Planning

Additional time and steps not usually planned for Requires experience in these tools/processes

Applicability Standards may add more work

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Workforce: Specialized ResourcesDescription Increasing complexity of technology Specific skills

Business Architect Performance Testing

Specific domains Business rule technologies IT security

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Challenges High Demand

Hard to get More expensive Risk of leaving

Missing Big Picture Resources focused deep in their domains

Workforce: Specialized Resources

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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

Workforce: Mobility

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Challenges Losing Resources

Low morale PM loses focus Risk to project commitments Quality impacts with new resources

Workforce: Mobility

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Overall Impact

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New Skills of Project ManagersAdditional 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

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Leading the Team


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Additional Rigor

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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 Don’t know what you don’t know

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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

Additional Rigor: Planning

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Engage areas early Involve resources in planning Ensure right skills on team Role clarity and accountability Leverage experts

Additional Rigor: Use Resources

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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

Additional Rigor: Management

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Leading the Team


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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


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Self Management Self awareness Self regulation Empathy Social skills

Relationship focus Involve people early Build relationships before issues


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Influencing Persuasion Facilitate activities Negotiate issues Be seen as approachable

Political Savvy Navigate organization Develop coalitions Know personal style


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Leading the Team


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Effective communication is needed in all aspects of the new project landscape Status Escalation Interactions

Key steps in communication


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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


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Leading the Team


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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

Leading the Team

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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

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Leading the Team Managing Conflicts

Address conflict Maintain composure Pay attention to the messages Focus on the facts Be flexible with the approach

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Tying it all together…

Global competition

Demandingshareholders

Evolving technology

Volatileeconomy

Reduce costs to deliver IT

Increased complexity of IT

The need for additional rigor

A changing workforce

Changing landscape Trends on IT projects

Additional activities needed

More stakeholders

Broader focus for projects

Other intangibles

Impacts on projects

Rigor and diligence

A consultative approach

Effective communications

Leadership

New skills needed

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Conclusions1. Planning is an investment2. Need constant diligence3. Make time for the right things4. Recognize people make the project successful5. Be conscious6. Situational adaptation

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For more detail and case studies… Details out trends and impacts Highlights skills and ways to

obtain them 26 Case Studies Available online (Amazon,

B&N, etc)

http://kerrywills.wordpress.com [email protected]

http://kerrywills.wordpress.com/

the evolution of a project manager into a project leader

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