Collaboration is one of the driving forces behind superior project and program management. No matter what you read, you'll probably find something in it about collaboration these days. There are many views. Interestingly, in the Dictionary, "collaboration" has two definitions:
1. working together—the act of working together with one or more people in order to achieve something
2. working with enemy—the betrayal of others by working with an enemy, especially an occupying force
Most people have experienced collaboration and have also had experience where little to none was present. In the project environment, it is critical. The depth of strength of planning and development is dependant on how well you can coordinate and facilitate collaboration in the team. Having a team that is integrated, aligned and working together well will be a key driver in delivering successful projects.
As I meet other project managers like you, I'm impressed to see the progress you've made in building project teams one piece at a time. You are great PM, working to advocate the need to work together creatively, and making sure that project collaboration is recognized as a crucial piece to the team delivering a project.
Partnering with vendors, contractors, managers, team member is what collaboration is about and a foundational element to productive work. The better the collaboration between parties, the better the results will be. It is each individual who really makes it all work. Continue to pursue excellence by creatively collaborating with others, and you will elevate the project to world-class status.
How do you collaborate in difficult situations?
Friday, August 04, 2006
Sunday, July 23, 2006
Making your way - career path to program management
Hi, It has been an action packed week and spent week in Mexico and then went to Tahoe for the weekend. The views and weather were amazing. So now I want to discuss making your career. In many organizations there is no clear roadmap for a project manager. Many people fall into the role or are technical experts that get promoted. As the industry is emerging and growing in value it is important to manage your own career. Some companies will help let you know training and promotion path available but the majority don't. You can never wait for someone else, you are are the CEO of You, Inc at all times and must push forward.
Explore. A good place to start is to talk to people in your industry or organization. Ask what opportuniities they are aware, what experience is required, what can you do to prepare for that role. Also, consider your strengths, weaknesses, goals and desires for what type of work you want to be engaged in.
Categorize skills. This is much like a company does in evaluating its core competencies. Take the time to really consider the different skills you have and what level you currently are. What skills do you have to get? What skills do you need to increase ability? How should you do that? Make a plan to get those skills - communication, persuasion, computer skills, problem solving, being a go getter are all musts. Make sure you make it a high priority to get those you need.
Get a Board. Well, you might think why do I need that. A board of advisors is a huge value add. You have people to bounce ideas off of, consult with, ask advice and help as you navigate your career. The many years of collective experience you get from working with others will save you mistakes and avoid emotional decisions. Each decisions is important. When you look back, in many cases people just fall into the next positions since it was available. When you have a plan and work it, you will advance much faster than being a pawn in someone else's plan. I had the opportunity to take a promotion in current department but would not give me the added experiences beyond current so I declined. People's reaction was confusion, but I was making a personal choice. I did not have another immediate choice but was pursuing a different focus of moving into team that was in revenue generating team rather than a staff function. By taking the easily offered p osition, I would have had a promotion but not the increased experience by waiting a few months to find something different. It can be tough to wrestle with the decision but you have make tough choices sometimes.
So you want to me a Program Manager? Some think that project management and program management are interchangeable. Some skills are shared and experiences will help you, though there are different skill sets (described in earlier post). In managing project managers or planning your own career it is important to consider how you will build the skills. Programs are more strategice in nature, longer duration, can contain developments and operational projects and work more with senior management to meet strategic goals. People can often fall from one role into another and be ill equiped to be successful. There is a shift and moving someone who is a technical expert into a project management roles requires careful consideration and support while they learn project management. The same applies if you want to move from project management into program management.
Defining the skills. In the next post, I will describe what I think are critical and valuable skills for each position. These skills are the "tools" that you should continue to learn, develop and strenthen in your business "toolbox".
Explore. A good place to start is to talk to people in your industry or organization. Ask what opportuniities they are aware, what experience is required, what can you do to prepare for that role. Also, consider your strengths, weaknesses, goals and desires for what type of work you want to be engaged in.
Categorize skills. This is much like a company does in evaluating its core competencies. Take the time to really consider the different skills you have and what level you currently are. What skills do you have to get? What skills do you need to increase ability? How should you do that? Make a plan to get those skills - communication, persuasion, computer skills, problem solving, being a go getter are all musts. Make sure you make it a high priority to get those you need.
Get a Board. Well, you might think why do I need that. A board of advisors is a huge value add. You have people to bounce ideas off of, consult with, ask advice and help as you navigate your career. The many years of collective experience you get from working with others will save you mistakes and avoid emotional decisions. Each decisions is important. When you look back, in many cases people just fall into the next positions since it was available. When you have a plan and work it, you will advance much faster than being a pawn in someone else's plan. I had the opportunity to take a promotion in current department but would not give me the added experiences beyond current so I declined. People's reaction was confusion, but I was making a personal choice. I did not have another immediate choice but was pursuing a different focus of moving into team that was in revenue generating team rather than a staff function. By taking the easily offered p osition, I would have had a promotion but not the increased experience by waiting a few months to find something different. It can be tough to wrestle with the decision but you have make tough choices sometimes.
So you want to me a Program Manager? Some think that project management and program management are interchangeable. Some skills are shared and experiences will help you, though there are different skill sets (described in earlier post). In managing project managers or planning your own career it is important to consider how you will build the skills. Programs are more strategice in nature, longer duration, can contain developments and operational projects and work more with senior management to meet strategic goals. People can often fall from one role into another and be ill equiped to be successful. There is a shift and moving someone who is a technical expert into a project management roles requires careful consideration and support while they learn project management. The same applies if you want to move from project management into program management.
Defining the skills. In the next post, I will describe what I think are critical and valuable skills for each position. These skills are the "tools" that you should continue to learn, develop and strenthen in your business "toolbox".Program Management - What is it really?
Program Management is a method to manage related groups of projects.
PMI defines it as
"A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside scope of the discrete projects in the program." - PMBOK pg 368
I think it is a collections of initiatives and projects that are designed to accomplish a strategic business objective. It is important to know the business driver of "why?" the work is being done. There can be a high cost of programs due to the length and scope being quite complex, so selling the benefits and gaining support for program is imperative.
Programs include
PMI defines it as
"A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside scope of the discrete projects in the program." - PMBOK pg 368
I think it is a collections of initiatives and projects that are designed to accomplish a strategic business objective. It is important to know the business driver of "why?" the work is being done. There can be a high cost of programs due to the length and scope being quite complex, so selling the benefits and gaining support for program is imperative.
Programs include
- A single product or deliverable
- Many product deliverables
- Can be a combination of ongoing support activity in addition to deliverables
- Usually focuses on business objectives and delivering value
- Benefit management
Characteristics of Programs
- Deliverables with a strategic intent
- Business Change
- Significant change in the organization
- Success criteria including growth, productivity gains, and improvement in the market
- There are significant risks
- Environmental change as well as change in program
- Longer in duration than projects
- Benefits are achieved throughout duration of program
Program Management Skills vs Project Management Skills
Key Points
- Programs have larger scope than projects and typically run at higher levels in the organization
- Strategic initiatives are linked to programs
- Programs require more sophisticated approach to managing change and navigating politics
- The external environment is important to understand and monitor since it impacts program success
"Savvy" defined
The name Savvy P M - there is so much complexity in interwoven subjects in program management. Learning the art of it is even more important than the methodology, but both are required to have effective skills. I have seen it done poorly and seen programs delivered well. Different industries modify their methods to be used. "Savvy" defined
- Practical know how
- Shrewdness or intelligence; common sense
- Experienced and well informed
- Comprehend the conditions internal and external to the project to make smart moves
My mission is to help you become a "Savvy PM" through stories, methodology, the art of getting work done and managing priorities. I hope you find the information helpful and effective in your pursuit to be a "Savvy PM". Please send me your feedback and ideas you are interested in.
Thanks!
Tuesday, July 04, 2006
PMI Release New Standards for Program Management
New PMI Standards
The Project Management Institute has released two new standards. They are:
PMI is also working on new certification that focuse on Program Management. This will be focus on skills in program management vs the current PMP certification.
The Project Management Institute has released two new standards. They are:
- The Standard for Program Management
- The Standard for Portfolio Management
PMI is also working on new certification that focuse on Program Management. This will be focus on skills in program management vs the current PMP certification.
Sunday, June 18, 2006
The Catalyst
"The superior leader gets things done with very little motion. He imparts instruction not through many words but a few deeds. He keeps informed about everything but interferes hardly at all. He is the catalyst, and though things would not get done as well if he weren't there, when they succeed, he takes no credit. And because he takes no credit, credit never leaves him." Chinese Sage Lao-Tzu
Introduction
Hi, I am venturing into the new way of publishing with a blog. Yes, I am late to the party so hopefully this will be a great resource. My goal is to explore ideas and strategies that help you be a high performing program or project manager. Please don't hesitate to send me a mail if there are specific questions or topics of interest to you. I welcome your collaboration. I hope you find these ideas and tools helpful in being a "Savvy PM". Make it a great day!
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