Program & Project Manager Power - What are your most important traits to achieve success By Jeff Hodgkinson, PMP, Gary Hamilton, PMP and Gareth Byatt, PgMP
“Happiness is the full use of your powers along lines of excellence in a life affording scope…’ John FitzgeraldKennedy, 35th President of the United States
Years ago as kids, when we all didn’t know (or worry about) what project management was, our PMBOK’s were comic books (we acknowledge that many adults read such material today). We couldn’t wait for the next monthly or weekly issue to come out of Superman or X-Men, or the Fantastic Four, or Spiderman to name just a few. Of course, not all comic books involved superheroes, but many of them did. Each superhero in our imaginary worlds has at least one or more special skills or powers that made them champions for justice and “the greater good”. Let’s not forget the arch nemesis and villains like Lex Luthor, Magneto, or Dr. Doom that had similar powers but used them for the wrong intent.
There are Poor Project Managers (PPM), Average Project Managers (APM), and then there are World-Class Project Managers (WCPM). It is easy to identify a PPM by late or failed projects combined with dissatisfied teams members and stakeholders. The APM might do a decent job, since the project might have been completed on time, in scope and budget but they have a few dissatisfied team members along the way, they did what the project required but just fell short of becoming a world class project manager.
Project management is becoming more and more common as a profession. Organizations have realized the advantages of adopting a disciplined approach for delivering successful projects. Yet, becoming a project management practitioner is not like becoming a medical practitioner, there is not a standardized educational and professional path that leads one to project management. How many times have we heard managers saying that they fell into project management by accident? Although various career routes can lead to project management, there are common capabilities recognised in successful project managers: they put a lot of heart into managing change, delivering results, and last but not least, interacting with people.
When I started working as project manager my skills were based on suggestions and directions of the senior project managers as well as best practices I experienced directly in the field which I used to translate into lessons learned. Over time my project management knowledge improved, I felt even more the need to have support for me to re-arrange and rationalize my competences. I finally found it within the PMBOK® Guide (The Guide to the Project Management Body of Knowledge®). Achieving the PMP® Certification represented my first step towards a professional learning path and one that is still leading me to become more and more involved in the project management world allowing me to appreciate the continuous evolutions of this discipline or, as I like to say, this new science.
A new term has become popular among people when they talk about risk, including some risk specialists. The phrase “Black Swan” is taken from the title of the 2007 book by Nicholas Nassim Taleb called “The Black Swan: The impact of the highly improbable”. Unfortunately the way most people use this term is different from Taleb’s original definition. In popular conversation the Black Swan event is something with an extremely low likelihood of occurrence and an extremely high potential effect. It is seen as the thing that we think will never happen, but if it did happen then we would really be affected in a big way. By contrast, in his book Taleb says Black Swans have three characteristics: they are unexpected and unpredictable outliers, they have extreme impacts, and they appear obvious after they have happened.
Anatomy of an Effective Project Manager By Jeff Hodgkinson, PMP, Gary Hamilton, PMP and Gareth Byatt, PgMP
It’s first thing in the morning, and you are preparing to interview prospective project managers for an open position on your team. Whether it is your first candidate interview or you have conducted many before in your career, you are likely to be contemplating the line of questioning you will ask of the prospective candidates. Perhaps you are thinking of questions from a “Strengths and Weaknesses: Project Manager Profile” that you typically use, however, any line of questioning can only provide a limited insight about the candidate and their potential to be an effective project manager for your organization. Understand that a skilled candidate may well have sat through similar interviews recently, researched your organization, and prepared competent answers to what they believe are the most typical interview questions. Or maybe they haven’t, because this is the first interview they are going to – although they are a first-rate project manager that is well thought of in their existing organization. In order to assess whether a person has the potential to be an effective project manager in your organization, we contend that you need to conduct specific assessments beyond interviews and references of previous work assignments.
In the project management environment, strong leadership skills are essential for success. Regardless of project size or complexity, or the level of authority approved for a project manager, it is the leadership capability of the project manager that will make the difference between success and failure. The definition of leadership varies depending upon the influence of personal values, organizational culture, nationality, societal norms, the political environment and many other factors but there are several traits or behaviors that are commonly used to describe the characteristics of a leader.
The Black Belt Chronicles: If You Want to be a Better Project Manager or Six Sigma Green Belt, Consider This Advice By Harry Rever, PMP - Director of Six Sigma
Over lunch, an internal Six Sigma Black Belt, Will, gives a few hints and suggestions to a group of Six Sigma Green Belts and Project Managers about running successful improvement efforts. An interesting discussion ensues.
| SSGB #1: So Will, based on your experience working on projects over the years, what advice would you give those of us leading process improvement projects? |
Ask Harry: Three Charts to Avoid: Help Your Audience; don't make it Confusing for Them By Harry Rever, PMP - Director of Six Sigma
Category: Newsletter Article Published Date Written by Super User Hits: 1408
I want you to stand up. Yep, get out of your chair and stand up straight, put your right arm out to the side with your hand up at a 90 degree angle at the elbow and say aloud; “I solemnly swear that I will no longer use pie charts. I will no longer use shaded area charts, and I will no longer use stacked bar charts. Furthermore, when making charts I will not be a ‘chartoonist’, I will not make cutsie charts, nor will I make my charts difficult for my audience to understand. I promise to use the correct charts going forward, I promise to keep my charts clean, and I promise to make it easy for the reader to interpret any chart I use for now on. I do solemnly swear to uphold all of these resolutions.” Now, you may be seated. Thank you.
Minimizing Bias of Subject Matter Experts through effective Project Management By Jeff Hodgkinson, PMP, Gary Hamilton, PMP and Gareth Byatt, PgMP
Category: Newsletter Article Published Date Written by Super User Hits: 1216
“Of all the causes which conspire to blind Man's erring judgment, and misguide the mind; What the weak head with strongest bias rules, - Is pride, the never-failing vice of fools”