Practical and Tactical Techniques for Managing Remote Teams

By Frank P. Saladis, PMP, LIMCA, MCPM, PMI Fellow

Managing a remote team is new territory for many businesses. In order to help manage effective and productive virtual teams, implement these useful tips and suggestions:

Keep in mind that when one person is remote, everyone is remote to that person.
Practice a virtual version of the “Stand-up Meeting” and get the business done quickly by keeping meetings as short in duration as possible.
Virtual team leaders should connect directly with each team member at least once a week. This will demonstrate that the leader maintains an interest in the individual as well as the work assigned.
Make sure virtual meetings are “Asynchronous”. Meaning, allow for discussion and avoid one-way transmission of information.
Make sure you have an agenda for your virtual meetings along with a specific time frame.
Create a virtual culture of communication, When possible, assign work to small groups and create a need for team members to communicate with each other outside of scheduled team meetings.
Share the responsibility for organizing and facilitating meetings in order to give everyone experience managing a virtual meeting.
Clearly define the expectations for the virtual team regarding assignments, timeliness, meeting etiquette, status reporting etc.
Require routine technology checks to ensure everyone remains connected. Reinforce cyber security and protection of company owned physical and intellectual property.
Keep in mind team members across multiple time zones when balancing meeting schedules.
Remain sensitive to cultural differences and be prepared to address verbal communications issues when accents and pronunciation present difficulties in comprehension.
Remote teams and employees may not have any actual in person contact and that limits the “casual office talk” that many people enjoy. Arrange for a virtual message board or “Keeping you in the know” blog or link and allow people to post messages.
Test the technology before a virtual meeting begins and arrange for one standard platform for use by everyone.
At the organizational level, plan for regular town hall virtual meetings and keep people informed about the business.


Although this may be new territory for some, using these tips will help anyone manage a successful and productive virtual team.

Through June 30, 2020, we are offering free registration to our on-demand course on Virtual Agile Teams (regularly $850 USD). Learn more and register here >>


About the Author

Frank Saladis is an internationally renowned speaker, consultant and instructor in the project management profession with over 35 years of experience in the telecommunications and project management training environment. Frank is a past president of the PMI Assembly of Chapter Presidents and is the originator of International Project Management Day. In 2006 he received the prestigious Person of the Year Award from PMI for his contributions to the practice of project management.


Spotlight on Virtual Teams – What makes them work?

By Susan Parente, PMP, PMI-RMP, PMI-ACP, PSM I, CSM, CSPO, CISSP, CRISC, RESILIA, ITIL, GCLP, MSEM

In MBA programs, we often learn methods and techniques for efficient and effective project management. But how do we use these methods when our team is not co-located? In our current age of social networking and global businesses, knowing how to work with virtual teams is becoming a requirement.

If we think about it, we have all worked with a virtual team: professionally, through volunteering, in our communities, or on a personal project. So, how can we use the project management methodologies in our toolbox to support high performing virtual teams?

A virtual team is defined as a group of individuals who work exclusively by using communication technologies to interact with one another while in different areas, and often, different time zones.

What are some of the benefits of virtual teams?

  • Ability to work asynchronously, from anywhere
  • The team can consist of the best of the best (best personnel resources by skill, not limited by location)
  • Reduced expenses and increased productivity

Virtual Collaboration in the Office

You may have worked on a team that was defined as virtual, but have you considered that your current team may be working virtually, even if you are in an office?

What we may not realize it that some of our company office work already requires virtual collaboration. In this 24/7 global environment, which includes working with vendors or supplies from around the world, working after hours, working while on business or personal travel, we email and share documents even with the person who sits next to us – for example, on SharePoint or another document management system. Not to mention phone calls and conference calls, which are both very common forms of virtual communication. Knowledge of virtual teams has become a necessity for project management success.

Even when team members are a few cubicles away, we may find it easier to talk via phone. When team members are in sales or consulting services and frequently meeting with clients, they will primarily communicate via phone or email. How about work we do after hours, on weekends, and while traveling? As well as if we are working with our project team, we are working in a virtual team environment.

The Shift to Virtual Work

What has caused this shift to virtual work? Firstly, the focus on knowledge and information, which has resulted in the proliferation of electronic devices. The internet and social media create an environment which is multicultural, distributed, and asynchronous. Having no boundaries also allows teams and organizations to obtain the most skilled and experienced team members.

Virtual teams also support efficient progress, allowing global teams to work on a project 24 hours a day. As each area ends its day, they can pass their work on to the next set of team members, who have just started their day, in a relay race fashion. Our global economy has also brought businesses to broad locations, which helps businesses’ desire to expand from where their offices are located and include the world in their potential market. If clients or customers can be geographically displaced, why not our teams and organizations? An even better question is, if our environment has transformed so greatly, would it not make sense that we transform ourselves to continue to be effective as project managers and team members?

Benefits to Organizations and Team Members

There is no denying that virtual teams provide a cost savings for organizations. Cost benefits may include reduced travel time (daily commuting and overnight travel) and reduced office space costs (including the reduction in time to set up a new office or company headquarters, to support employees in a particular region). Teleworkers also often pay for their own utilities and office spaces.

There are added benefits to team members, as well, including improved work-life balance and flexibility which has a positive effect on team members’ morale and productivity. This is especially true for employees who have traditionally traveled to work with clients, vendors, or team members (those called “road warriors”).

Virtual meetings also increase communication. Teams don’t need to wait until they have a scheduled off-site meeting or long business trip to communicate effectively, and scheduling is simplified with shorter meetings. One thing to consider is that face-to-face techniques of working with others may no longer be effective when applied in a virtual environment.

Striking a Balance

Yes, there are a number of technologies to support virtual teams and organizations, but how can we use these tools effectively, striking a balance with the project management and people management tools we have used over the years to work collaboratively?

Trust and team leadership are important foundations for building successful virtual teams. The dynamics and tools for virtual teams are not the same as with co-located teams, so simply using these tools without considering new ways of working together will not result in the team performance we expect.

Some say that virtual team will never be as effective as co-located teams. Perhaps it is a matter of using different strategies to support virtual teams. There are certainly a number of successful virtual teams who have completed extensive work in short periods of time, which would otherwise not be possible due to resource constraints if the team members were co-located. Virtual teams can be far more dynamic than traditional teams and have fewer resource constraints than their counterparts.

Through June 30, 2020, we are offering free registration to our on-demand course on Virtual Agile Teams (regularly $850 USD). Learn more and register here >>


About the Author
Susan Parente is a project engineer, consultant, speaker, author, and mentor who leads large complex IT software implementation projects and the establishment of Enterprise PMOs. An IIL Trainer and Consultant, Mrs. Parente is also an Adjunct Professor at Post University, Montclair State University, and the University of Virginia, and a principal consultant at S3 Technologies, LLC. She has 20+ years of experience leading software and business development projects in the private and public sectors, including a decade of experience implementing IT projects for the DoD. Mrs. Parente has a BS in Mechanical Engineering from the University of Rochester and a MS in Engineering Management from George Washington University.


Tips for Working from Home During the Covid-19 Crisis

As we face the current societal and organizational struggles of a worldwide health crisis, many employees and teams are finding themselves working from home for the first time, or for the first time on a daily basis. Managing a virtual team isn’t easy, and it’s easy to become disconnected from your team members if you are used to working in an office environment. The key to organizational success in a work from home setting is communication. Keep in touch. Over communicating is far better than under-communicating. Establishing a routine and habit of being responsive and proactive with your team members and superiors is the best way to ensure success in a virtual team. Here are some other tips for working from home:


Getting Started


  • It’s easy to work a 16-hour day from home – so don’t! Schedule your day. Establish some structure by documenting when you are supposed to start and finish. It’s easy to keep working or return to work late in the evening, as you have everything you need right there. But it’s healthier to maintain set work hours, and your superiors may have specific hour requirements for you so be sure to establish this right away.

 

  • Before getting straight to work, set up your home office. It doesn’t have to be elaborate, but it needs to be separate from the home activities, especially since many kids are out of school. It should have the basic supplies so that you don’t have to go search for a pen and paper if you need to take notes and your computer suddenly freezes. Make it your own, and make it cozy but structured. Sit up straight and maintain a general office environment. This will keep your head in “office mode” and less likely to drift off-task

 

  • Install any new software or communications tools and apps being used to increase productivity and communication among teams and employees. MS Teams and Skype or Skype for Business are the primary messaging and meeting apps. Use Toggl or other handy tools to track your time. Use Project Management tools and charts for maintenance tasks. Trello and MeisterTask are the most commonly used at IIL. We can assist you in setting up and managing these boards.

 

  • Tell your family what your requirements, hours, deadlines, and rules will be. Let them know what to expect, and how important it is to not be interrupted during work hours. Working from home needs to be as similar to your office working environment as possible to stay on track. Let them know you have obligations that have to be met, and set clear boundaries for breaks and when it is okay to interrupt.
To to support all of our clients in this time of global crisis, we are offering free registration to our self-paced, online course on Virtual Agile Teams 


Day to Day Operations


  • Get dressed!! Don’t make the mistake of lounging in your pajamas. Waking up and doing a normal daily routine will keep you on track. Splash some water on your face, wear a decent blouse or button-up, particularly for face to face virtual meetings.

 

  • Avoid bringing work into the family environment. If you have deadlines, escalations, and other intense (which is code for “stressful”) situations, be aware of the impact it can have on your family members. They may see or overhear you handling difficult issues and, as a result, they might internalize that stress or worry.

 

  • Manage your home time carefully. Not having that commute can be fantastic. In fact, staying home makes it easier to engage in family time. But it’s important to manage it so you don’t get burned out by being home all day (and night).

 

  • Be respectful and patient of other team members’ home office environments. Some folks will have home offices that are well established, with a professional look and configuration. Others, who are new to working from home, may not. Some may struggle to carve out a workspace in their homes or need to share that work environment with a spouse or significant other, which can cause background noise and distractions. If you hear a dog bark or a baby cry, please be patient with them, and try to minimize noises in your home office as much as possible.

 

  • Structure your day with breaks. Walk the block, smell the roses, or do a call from the garden. If the walls start closing in, change your scenery. Rest your eyes and stretch your legs every hour for just a few minutes.

 

  • Schedule lunch and eat it away from your office. Don’t put in 12-hour days (or later) with back-to-back calls and forget to eat or eat poorly. You need both a mental and nutritional break, so take a lunch break. But do it away from your computer. Read a magazine or a book, or catch up on personal messages.
  • Don’t forget to exercise. Some folks will squeeze in a quick run, hit the Peloton, or go to the gym for 30 minutes. Follow their leads – it’s a great way to clear out the mental cobwebs and re-energize your body.

 

  • Schedule quick 10-minute calls with colleagues or friends. Under normal office circumstances, you might enjoy catching up with folks over the water cooler. While you are home, simulate that connection by scheduling WebEx calls with your buddies. Talking to them not only refreshes your brain but is great therapy.
  • Avoid taking personal calls during work hours. Extended family should know about your situation to avoid interruptions.

 

  • BE AVAILABLE. Don’t make your superiors or team members hunt you down. Respond to emails immediately, even if you are simply letting someone know you’ve received the message. In times like this, communication is of the utmost importance, as things are confusing enough with these new ways of life and everyone is trying to manage new work environments during the biggest health crises and societal disruptions in our lifetimes. So it is very easy to get distracted and forget you have promised someone a task will be done. Set timers and reminders to help you remember.

 

  • Don’t underestimate the benefits of a digital assistant. Siri, Alexa, and Bixby can all help you with reminders and lists and will integrate into many of the tools you will be using.

 

  • If you are able to order high-speed internet, you will be a lot less frustrated with your WFH experience. There are many service providers offering much lower prices during this crisis

 

Read more about Managing Virtual Teams Successfully from Dr. Willis Thomas, PMP, CPT.  His publications have received global recognition from associations such as the Project Management Institute (PMI) where he received the Cleland Award for “The Basics of Project Evaluation and Lessons Learned.”

 

About the Author


Roxi Nevin has worked in the support, On-Demand learning, and marketing departments for the International Institute for Learning for seven years. She is also the administrator of operations for the Center for Grateful Leadership. With an educational background in History, Psychology, Business administration and the tech sector, and a previous professional background in political action, her writings based on these broad experiences of topics in these areas have been published in various online publications and blogs. She currently writes a monthly column called Grateful Parenting. She enjoys cooking, painting, and photography in her spare time.

 


Innovation Project Management

By Harold Kerzner, Ph.D. | Senior Executive Director, International Institute for Learning (IIL)

We are excited to bring you this blog post on Innovation Project Management, which is adapted from Dr. Harold Kerzner’s new book of the same title. Below, he explains why this topic is so important, the types of challenges that innovation project managers face, and much more. Get your copy today! Use code KERZNERBLOG for $20 off. Order on the IIL website.

The Project Management Institute (PMI) has recently celebrated 50 years of providing the world with project management competencies. In the early years, a large portion of the competencies were established to support the Department of Defense’s (DoD’s) requirements placed upon their contractors. Most of these projects were engineering oriented and headed up by project managers with engineering backgrounds. Project sponsors were assigned to make many of the business-related decisions whereas project managers focused heavily upon the technical decisions. In many instances, contractors were opposed to the acceptance of project management practices. They would accept them after the DoD made project management a requirement to be awarded a contract.

As seen by the contractors, the bulk of the contracts were traditional or operational activities with well-defined statements of work, minimal risks, and an agreed upon budget and schedule. Executives placed limited trust in the hands of the project managers for fear that project managers may end up making decisions that were reserved for the senior levels of management. To limit the decisions that project managers could make, senior management created a singular project management approach (a one-size-fits-all methodology) that all PMs had to follow. The singular methodology was based upon rigid policies and procedures. The evaluation of project management performance was based upon how well the PMs followed the methodology. In many companies, project management was not seen as a career path slot but was instead treated as a part-time activity one had to perform in addition to one’s normal duties.

Projects related to strategic planning or strategy development were placed in the hands of functional managers because executives trusted the functional managers more so than they trusted the project managers. Functional managers were given the freedom to use whatever approaches they wish on the strategic projects and most frequently did not follow traditional project management guidelines.

By the turn of the century, companies began to reevaluate whether functional managers were the right people to manage strategic projects, especially those involving innovation. The critical issue was with bonuses. Functional managers were receiving year-end bonuses based upon the firm’s profitability over a 12-month period. As such, functional managers were using their best resources on the short-term projects that would maximize their year-end bonuses and the long-term strategic projects that would provide the firm with a sustainable competitive advantage began to suffer due to staffing deficiencies. Short-term profits became more important than long-term growth.

Competitive factors were now forcing companies to realize that survival was predicated upon growth and innovation was a critical component. All companies desire growth. But without some innovations, the opportunities may be limited. And even if the firm does have a few successful innovations, failure can still occur if the company focuses on past successes without developing a culture for continuous and sustainable innovations. Today’s industry leaders can become tomorrow’s failures without constantly challenging results.

Recognizing the need for some changes in the way that strategic projects, especially those involving innovation, were being managed, the focus naturally turned to project management applications. But there was the critical issue as to whether the core competencies used by PMs for the management of traditional or operational projects would be applicable to innovation projects. Competencies for managing traditional or operational projects are reasonably well-defined in documents such as PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and IPMA’s Competency Baseline, Version 3.0. However, for innovation projects, there is no universal agreement on the content of the competencies. Many of the traditional project management competencies are also components of innovation project management competencies, but there are others related to the types of decisions that must be made based upon the company’s core competencies for managing operational work and the type of innovation project at hand.

Over the past two decades, there has been a great deal of literature published on innovation and innovation management. Converting a creative idea into reality requires projects and some form of project management. Unfortunately, innovation projects may not be able to be managed using the traditional project management philosophy we teach in our project management courses. Innovation varies from industry to industry and even companies within the same industry cannot come to an agreement on how innovation management should work. This is the reason why project management and innovation are often not discussed in the same sentence.

Some of the challenges facing innovation project managers include:

  • Inability to predict exactly when an innovation will occur
  • Inability to identify what the cost of innovation will be
  • Inability to predict how the enterprise environmental factors will change over the life of the project
  • Working with just an idea or goal rather than a formal statement of work
  • Working with strategic/business objectives rather than operational/traditional objectives
  • Inability to predict changes in consumer tastes, needs and behaviors
  • Inability to deal with extremely high levels of risk, uncertainty, complexity, ambiguity and variability
  • Having to use a new flexible methodology or framework based upon investment life cycle phases rather than traditional waterfall life cycle phases
  • A focus on metrics related to business benefits and value rather than the traditional time, cost and scope metrics

There are many more challenges that could have been included in this list, but it does show that what we traditionally teach as competencies in our project management courses must be revised when considering innovation projects.

Competencies are the roles, knowledge, skills, personal characteristics and attributes that someone must have to fulfill a position. Most companies, especially large firms, have operational core competencies used by PMs when managing traditional projects that are burdened with formal procedures that often make it difficult to react quickly to take advantage of opportunities that can lead to a sustainable competitive advantage. These companies are generally risk averse and perform as market followers rather than leaders.

If a company wants an entrepreneurial environment, then there must exist some degree of autonomy and flexibility in the operational core competencies that impact innovation activities for both product and process improvements. Typical core competencies for an entrepreneurial environment include:

  • Inventiveness
  • Understanding business strategy
  • Understanding value propositions
  • Having a business orientation
  • Having knowledge about markets and customer behavior
  • Working with high degrees of risk, uncertainty and complexity
  • Managing diverse cross-functional teams
  • Team building skills
  • Coordination and control over activities
  • Design thinking
  • Emotional intelligence
  • Brainstorming
  • Rapid prototype development
  • Innovation leadership

Some of these competencies may apply to both innovation and traditional projects. Competencies can vary from company to company in the way that the characteristics of the competencies are integrated together and the relationship to the firm’s business model. Competencies are also dependent on the type of projects and corporate leadership.

Unlike traditional leadership, innovation leadership must include allowing for autonomy accompanied by the acceptance and support of risky ventures often in reaction to technological changes in the marketplace. Autonomy is usually measured by the speed by which the firm’s cross-functional activities are integrated to take advantage of opportunities for delivering innovative products. For entrepreneurship to work, there must be a corporate culture that supports risk-taking and experimentation without fear of reprisal if the results are not what was expected.

The success of an innovation corporate culture is measured by:

  • The number of new products created
  • The number of new products created that were first to market
  • The speed by which commercialization took place

If continuous and sustainable innovation is to occur, then innovation leadership and traditional project management must be married together and with a clear understanding of each other’s roles. Innovation defines what we would like to do, and project management determines if it can be done. The marriage also may require that both parties learn new skills and create a corporate culture that supports idea management practices.

Understanding each other’s roles is the first step in making a company more innovative. This requires that the project managers and other innovation personnel understand what they do not do now but must do for long-term successful innovation. This also includes understanding the interfacing with marketing personnel and customers.

Innovation project management is now a strategic competency necessary for the growth, and possibly survival, of the firm. Properly trained innovation project managers can be expected to make presentations to those people that reside on the top floor of the building as well as members of the board of directors.

The Innovation Project Management book was written with the intent of providing project personnel with the additional competencies needed to manage innovation projects. The book also discusses the corporate governance needed to create the appropriate culture for innovation to occur.

Get your copy today! Use code KERZNERBLOG for $20 off. Order on the IIL website.

The book is broken down as follows:

  • Chapter 1: Discusses why innovation and project management are often not discussed together and some of the links that are needed to bridge innovation, project management and business strategy.
  • Chapter 2: Discusses the different types of innovation. This is essential because each type of innovation may require a different form of project management.
  • Chapter 3: Discusses how business strategy may determine the type of innovation required and links together project management with the different types of innovation.
  • Chapter 4: Discusses the new tools that traditional project managers need to learn in order to manage innovation projects. Many of these tools are not discussed in traditional project management programs.
  • Chapter 5: Discusses why some of the processes used in traditional project management activities may not work within innovation projects without some degree of modification.
  • Chapter 6: Discusses the growth in innovation management software that project managers are now using in the front end of projects for idea management, alternative analyses and decision making.
  • Chapter 7: Discusses the new metrics, such as benefits realization and value metrics, that project managers and innovation personnel are using for the monitoring and controlling of innovation projects.
  • Chapter 8: Discusses innovations related to business models rather than products and services.
  • Chapter 9: Discussed how disruptive innovation requirements may need a completely new form of project management and the need to interface closely with the consumer marketplace.
  • Chapter 10: Discusses the roadblocks affecting the working relationship between project management and innovation.
  • Chapter 11: Discusses how some projects, including innovation activities, have degrees of success and failure rather than complete success and failure as defined by the triple constraints.
  • Chapter 12: Discusses the innovation culture that several companies have developed as well as the functional units they created to support innovation creation.
  • Chapter 13: Case studies that discuss issues with innovation.

About the Author
Harold Kerzner is Senior Executive Director with International Institute for Learning (IIL). He has an MS and Ph.D. in Aeronautical and Astronautical Engineering from the University of Illinois and an MBA from Utah State University. He is a prior Air Force Officer and spent several years at Morton-Thiokol in project management. He taught engineering at the University of Illinois and business administration at Utah State University, and for 38 years taught project management at Baldwin-Wallace University.

He has published or presented numerous engineering and business papers in addition to more than 80 college textbooks/workbooks on project management, including later editions. His latest book is Innovation Project Management: Methods, Case Studies and Tools for Managing Innovation Projects (Wiley, 2019).

Contact IIL to find out how we can support your individual, team, or organizational Learning & Development needs in 2020 and beyond. Email learning@iil.com, call +1-212-758-0177 or request a free consultation on our website.

PMBOK is a  registered mark of Project Management Institute, Inc.


How to Hide and Show Rows and Columns in Excel

By Bob Umlas, Excel MVP

In this blog we’ll explore the various ways to hide and show rows and columns. The bulk of the discussion will address columns, but it applies to rows as well (unless otherwise noted).

You can change a column width by dragging the column separator (the little line between columns) left or right:

In the following figure, the column separator between D and E is clicked (notice the cursor shape), the mouse is held down, and dragged to the right:

If you drag it to the left enough it will narrow or hide the column (when the width becomes 0 it’s hidden):

 

When you let go of the mouse there’s a double-line indicating that column D is missing (this shape varies with the version of Excel used):

but when headings are not shown (from the View tab you can turn them off), there’s no indication a column is missing. Here, it looks like cell D3 is selected, but in fact it’s E3 because column D is hidden:

Another way to hide the column is select any cell in the column, say D1, then on the Home tab, in the Cells group, there’s a Format dropdown which has access to the Column Width:

When you issue the command, you get a dialog with the current width, like this:

and you can type in any number from 0 to 255. When you type 0, the column is hidden.

You can also hide a column via Home/Format/Hide & Unhide/Hide Columns.

There’s also a shortcut to hide a column. Whichever column is selected will become hidden when you press ctrl/0 (a row will hide when you press ctrl/9).

All of the above applies to more than one column as well. If you select A1:E1 and use any of the methods, all 5 columns will hide.

Okay, how about unhiding? Again, there are several ways. It’s not as easy to select a hidden column, however! So you can type the cell address into the name box to get the cursor into the column. Or, you can press the F5 key (Go To), and type in the cell address. Here, D1 was entered into the name box:

and then cell D1 became selected. You can unhide this with the column width command we saw above, change the 0 which will be there to 8.43, or any number, etc. This is not literally unhiding – it’s resetting the column width to a number. Unhiding will restore the width to what it was before it was hidden! You can unhide it by Home/Format/Hide & Unhide/Unhide Columns:

Ctrl/shift/0 (ctrl/shift/9 to unhide rows) will do the job as well. You can also select the columns before and after the hidden column and unhide them (only the hidden one will be affected). Here, C thru E is selected:

And finally, you can carefully position the cursor a little to the right of the D-column separator (in this example) so it looks something like this:

then drag to the right which will reveal column D as well!

Lastly, suppose you have text like this:

And you want to widen column C so it all fits in it. You can drag the column separator between C and D to the right and visually adjust it, or you can double-click the column separator which does a “best-fit” for the longest cell in that column, or you can select a few cells (vertically or horizontally) or the entire column, and use Home/Format/AutoFit Column Width:

Enjoy!

If you are interested in bringing Excel MVP Bob Umlas into your company (either virtually or traditionally) to do Excel consulting and/or training work, contact roxi.nevin@iil.com.


About the Author
Bob Umlas has been using Excel since its inception in 1986. He has had more than 300 articles published on subjects ranging from beginner to advanced, VBA, tips, shortcuts, and general techniques using virtually all aspects of Excel. He is the longest running Microsoft Excel MVP in the world (25 years). He has been the technical editor of (about 20) of Bill Jelen’s (MrExcel) Excel books. Bob speaks at Excel conferences around the world on his favorite topic, Tips & Tricks, which wows even the experts. He is the author of 3 Excel books and is the current leader of NYC’s Excel Special Interest Group (which meets on the 2nd Tuesday of each month).

Books:
This isn’t Excel, it’s Magic!
Excel Outside the Box
More Excel Outside the Box


Dr. Harold Kerzner's Project Management Predictions for 2020

By Harold Kerzner, Ph.D. | Senior Executive Director, International Institute for Learning (IIL)

The landscape for project management changes almost every year. Some changes are relatively small or incremental, whereas other changes can be significant. Major changes to project management will occur in 2020 due to much of the new material that the Project Management Institute (PMI) has published and will be testing on in the new version of the Project Management Professional (PMP)® exam beginning in June 2020.

Most of the critical changes that I see happening in 2020 can be clustered into the six pillars of project management. These six pillars could very well change the face of project management for at least a decade rather than just for 2020.

Pillar #1: Project managers will be expected to manage strategic projects rather than just traditional or operational projects.

For several decades, project managers were only responsible for traditional or operational projects that:

  • Had a well-defined statement of work
  • Used the traditional “waterfall” methodology that was often based upon a one-size-fits-all approach
  • Relied upon earned value status reporting that focused mainly upon the time, cost and scope constraints

Strategic projects were assigned to functional managers whom executives trusted more than project managers. Functional managers were permitted to use whatever approaches they believed would work on their projects, and often without any of the processes, tools or techniques used in traditional project management practices.

Today, more and more companies believe that they are managing their business as though it is a series of projects. As executives begin to recognize the benefits of utilizing effective project management practices, and more trust is placed in the hands of the project managers, project managers are being asked to manage strategic projects as well as traditional or operational projects.

But as will be seen in some of the pillars that follow, many new techniques are accompanied by significant changes in the way that work is executed, e.g. new methodologies, new status reporting processes and new tools and techniques. Strategic projects (such as those involving innovation, R&D and entrepreneurship) may require different skills, a greater understanding of risk management (especially business risk management), and the use business metrics in addition to the traditional time, cost and scope metrics.

Pillar #2: Project management is now recognized as a strategic competency rather than just another career path position.

In Pillar #1, it was stated that project managers are now managing strategic as well as operational or traditional projects. Executive management now appears to recognize and appreciate the contributions that the PMs are making to the growth of the business.

Many companies will conduct a study every year or two to identify the four or five strategic career paths that must be cultivated in the company so that the growth of the firm is sustainable. Project management makes the short list of these four or five career path slots. As such, project management is now treated as a “strategic competency” rather just another career path position for the workers.

How do we know this? Partly, by considering the fact that many project managers now present and report project status to senior management. Historically, PMs conducted briefings for the project sponsors, and only occasionally for senior management. Now, with the responsibility to manage strategic projects that may impact the future of the firm, project managers may be conducting briefings for all senior management and even the board of directors.

Pillar #3: There will be a significant change in the skill set that some project managers may need.

When there exists some commonality among the projects in a firm such that a one-size-fits-all approach can be used during project execution, the skill set for the project managers may be known with some degree of certainty. But referring to Pillar #1, where project managers are now responsible for managing strategic projects, new skills may be necessary.

Strategic projects will vary from company to company, and even in the same company there can be a multitude of different types of strategic projects included in innovation, R&D, entrepreneurship and new product development. The skills needed can vary based upon the type of strategic project. As an example, different skills may be needed whether we are discussing innovation projects that are radical rather than incremental. Some of the new skills needed for strategic projects include design thinking, rapid prototype development, crowdstorming, market research, brainstorming and change management. For project managers involved in multinational strategic projects, the list of skills might also include an understanding of local cultures, religions and politics.

Pillar #4: There will be a significant change in how we define the success (and failure) of a project.

For years, the definition of project success was the creation of project deliverables within the constraints of time, cost and scope. While this definition seemed relatively easy to use, it created several headaches:

First, companies can always create deliverables within time, cost and scope, but there is no guarantee that customers would purchase the end results. Second, everyone seemed to agree that there should be a “business” component to project success, but they were unable to identify how to do it because of the lack of project-related business metrics. Third, this definition of project success was restricted to traditional or operational projects. Functional managers that were responsible for strategic projects were utilizing their own definitions of project success, and many of these strategic projects were being executed under the radar screen because of the competition in the company for funding for strategic projects.

Today, companies believe they are managing their business as a stream of projects, including both strategic and traditional projects. As such, there must exist a definition that satisfies all types of projects. The three components of success today are:

  • The project must provide or at least identify business benefits
  • The project’s benefits must be harvested such that they can be converted into sustainable business value that can be expressed quantitatively
  • The project must be aligned to strategic business objectives

With these three components as part of the project’s success criteria, companies must ask themselves when creating a portfolio of strategic projects, “Why expend resources and work on this project if the intent is not to create sustainable business value?” These three components can also be used to create failure criteria as to when to pull the plug and stop working on a project. Since these three components are discussed in current PMI literature, it is expected that these three components will appear in the new version of the PMP® exam, beginning in June 2020.

Pillar #5: There will be a significant growth in the number of metrics, especially business-related metrics, to be used on projects.

The four pillars discussed previously made it clear that the business side of projects will need to be understood much better than in the past. This will require significantly more metrics than just time, cost and scope.

Companies will need to create metrics that can track benefits realization, value created from the benefits and how each project is aligned to strategic business objectives. To do this may require the creation of 20-30 new metrics. This will undoubtedly lead to major changes in the earned value measurement systems (EVMS) currently being used.

The new project business metrics must be able to be combined to answer questions that executives have concerning business and portfolio health. The list below identifies metrics that executives need for business decision-making and strategic planning.

  • Business profitability
  • Portfolio health
  • Portfolio benefits realization
  • Portfolio value achieved
  • Portfolio mix of projects
  • Resource availability
  • Capacity utilization
  • Strategic alignment of projects
  • Overall business performance

Exhibit 1 shows typical categories of metrics and that new versions of project management (i.e. PM 1.0 – PM 5.0) may appear in the literature. The growth in metrics is due to the growth in measurement techniques. Today, we believe that we can measure anything.

Exhibit 1. Growth in Metrics

Pillar #6: There will be a growth in flexible project management frameworks or methodologies that are capable of measuring benefits and business value as the project progresses and after the deliverables have been created.

The traditional “waterfall” approach to project management implementation has successfully been used for years, but this approach has the limitation that value is measurable primarily at the end of the project. Companies want to have value and benefits metrics reported throughout the project so that they can cancel or redirect non-performing projects.

Techniques such as Agile and Scrum appear to do a better job of measuring and reporting value created through the project, than other approaches. In the future, we can expect more flexible project management approaches such as Agile and Scrum to appear.

Conclusions:

It is unrealistic to think that these six pillars will be the only changes that will occur in 2020. There will be other changes, but perhaps not as significant as these six pillars. The implementation of these six pillars requires that companies try to envision the future and plan for it. For companies that believe in “business as usual” or “let’s leave well enough alone,” these changes will not be implemented. Those companies that believe in “doing things the same old way” will most likely struggle to stay in existence.

Contact IIL to find out how we can support your individual, team, or organizational Learning & Development needs in 2020 and beyond. Email learning@iil.com, call +1-212-758-0177 or request a free consultation on our website.

About the Author
Harold Kerzner is Senior Executive Director with International Institute for Learning (IIL). He has an MS and Ph.D. in Aeronautical and Astronautical Engineering from the University of Illinois and an MBA from Utah State University. He is a prior Air Force Officer and spent several years at Morton-Thiokol in project management. He taught engineering at the University of Illinois and business administration at Utah State University, and for 38 years taught project management at Baldwin-Wallace University.

He has published or presented numerous engineering and business papers in addition to more than 80 college textbooks/workbooks on project management, including later editions. His latest book is Innovation Project Management: Methods, Case Studies and Tools for Managing Innovation Projects (Wiley, 2019).

 

Project Management Professional and PMP are registered marks of Project Management Institute, Inc.

 


Why Business Analysts and Digital Project Managers are Needed Now, More Than Ever

By J. LeRoy Ward | Executive Vice President of Enterprise Solutions, IIL 

Today, it seems it’s all about data: collecting it, analyzing it, making sense of it, and then using it in a variety of ways – for example, to gain more insight into consumer behavior, social behavior, or voting preferences, and to make better business decisions.

Data is the currency of business, and data-driven decision making, based on the many articles on the topic, is the preferred practice for managers and leaders rather than using “gut” feel alone. But using data wisely means understanding technology and how to employ it to the greatest advantage.

That’s why I was intrigued by the recent Business Week article, “Bridging the Management-Tech Gap.” It started with a story of an individual who was a journalist prior to entering business school and who now works in technology as a senior program manager at Amazon. Her role as a journalist did not require her to have much background or knowledge in working with data, which she recognized as a weakness as she examined her career aspirations. So, while earning her MBA she concentrated on strengthening her expertise in this area by taking extensive course work in the field and by seeking out internships where she would gain that experience.

According to the article, graduates such as this individual are “the new normal for business schools, which find themselves producing larger numbers of future technology workers, as well as executives who will be called on to bridge the gap between business and tech.”  That gap has to do with understanding technology and data, and how to marry the two for the benefit of an organization.

When I read the words “bridge the gap” I immediately thought of Business Analysts (BAs)—professionals who translate the requirements identified by business folks to the technical professionals who then develop systems (usually automated) to meet those requirements. A competent BA needs to be able to speak both languages (business and technology) which means they need to understand, and have experience in, both worlds.

This gap has existed for years. But that gap appears to be widening. Organizations now require professionals who not only understand technology and data analytics but are also adept in working with their business counterparts who have a need for this critical information.

The article mentions that six years ago, many business school enrollees wanted to develop leadership skills. Yet, Raghu Sundaram, Dean of New York University’s Stern School of Business, says that executives from Citigroup and Goldman Sachs told him that they had employees who either knew technology or the business, but not both. So, Stern established an advisory board and created a 12-month program – culminating in an MBA in Technology and Entrepreneurship to help prepare students for technology roles.

At the same time on the other side of the Atlantic, the dean of the IE Business School was also hearing the same message from executives at Amazon, Google, and Facebook, as well as from various consulting firms. Based on their research, IE identified two roles that companies such as these so desperately need to fill (1) product managers who oversee digital products, and (2) consultants who work with technology clients. Next year, IE will launch a 10-month tech MBA for an initial cohort of 50 students who may be able to fill such positions.

I’ve spent much of my professional career helping to develop the skills and competencies of Business Analysts and Project Managers around the world and in many different industry sectors. The roles expected to be filled by the MBA students mentioned in the Business Week article are what many current BAs and PMs (especially those in technology) are doing right now. These folks have the skills required to be successful in the digital world, but many Business Analysts and Project Managers could still improve their expertise in this area. After all, not everyone has the time, money, or inclination to go to business school, and the list of skills required keeps growing as trends like AI, robotics, and data analytics continue to mature.

What kind of skills am I referring to? Let’s take a look:

In 2018, the Project Management Institute (PMI) published a Pulse of the Profession® report titled The Project Manager of the Future: Developing digital-age project management skills to thrive in disruptive times. In it, PMI identifies the top six digital-age skills for project delivery to include:

  1. Data Science Skills
  2. Innovative Mindset
  3. Security and Privacy Knowledge
  4. Legal and Regulatory Compliance Knowledge
  5. Ability to Make Data-Driven Decisions
  6. Collaborative Leadership Skills

(As I read this report, it struck me that it’s not only PMs who need these skills—BAs do, as well. After all, PMs and BAs, as well as other disciplines, form the project teams charged with executing digital transformation programs.)

Success for BAs and PMs today, and in the future, requires that they have what PMI has termed a high Project Management Technology Quotient (PMTA), which is defined as a person’s ability to “adapt, manage and integrate technology based on the needs of the organization or the project at hand.” PMI emphasizes that “For anyone charged with making strategy reality in a world of constantly being remodeled by tech, PMTQ will be the must-have, make-or-break skill set.” Is this hyperbole or reality? Look around your organization…my guess is it’s probably the latter, not the former.

Technology is pervasive in our personal and professional lives. If you look hard enough, you can see that technology is often an important component of many projects regardless of which industry sector one works in. Understanding technology (and being able to leverage it for the betterment of the organization) requires us to be adept in it, and more importantly, how to leverage it to advance our projects and organizations.

Business Analysts, working with their Project Manager peers, have been in the business of “bridging the gap” for many years. But when that gap starts to widen, the only way to narrow it is to make sure we have the knowledge, experience, and expertise—in short, the digital-age skills—required to do so.

Both PMs and BAs need to ensure that they’re gaining, using, and refining the skills mentioned above. In so doing, they will not only be helping their organizations; they will also be ensuring their own continued professional growth and prosperity.

Contact IIL today to find out how we can support your skills’ development on an individual, team, or organizational level.

About the Author
J. LeRoy Ward (PMP, PgMP, PfMP, CSM, CSPO) is IIL’s Executive Vice President of Enterprise Solutions and a recognized thought leader, consultant and adviser in project, program and portfolio management. With more than 39 years of experience in the field, his insights, perspectives and advice have been sought by hundreds of companies and government agencies around the world.


The Grateful Agile Leader

By Susan Parente, PMP, PMI-ACP, CSM, CSPO, PSM I, CISSP, CRISC, PMI-RMP, RESILIA, ITIL, GL®CP, MS Eng. Mgmt. | Risk Management Guru – Agile Specialist – IIL Senior Instructor

We know that servant leadership is an excellent match for Agile methods. For example, in Scrum, the Scrum Master is a servant leader of the Scrum Team. What other leadership styles have a home in the Agile approach? Grateful Leadership is a style of leadership that is somewhat newer than other styles of leadership. It speaks to the fundamentals of providing acknowledgment for people on your team, what they do, and how they contribute. This article makes a connection between this style of leadership and Agile project management.

“Like Judith W. Umlas (the founder of Grateful Leadership), Robert Greenleaf (the founder of Servant Leadership) knew that you cannot build community, much less earn trust, without acknowledging colleagues, expressing gratitude and offering recognition. If Greenleaf was alive today, I believe he would say that you cannot be a servant leader without being a grateful leader.”  (Don M. Frick, Ph.D., Author of the authorized biography Robert K. Greenleaf: A Life of Servant Leadership)

There is a well-supported place for Grateful Leadership in Agile project management. For example, in the team retrospectives, where the project team members are trying to understand what they did well and what could be improved. How can you use Grateful Leadership for both of these topics, so the team can know how they improved, and how can they learn and move forward? Grateful Leadership is clearly a great match for team members to use in the retrospective, to acknowledge team members and their contributions.

Servant Leadership is also very important in Agile. The Scrum Master should be a servant leader and a grateful leader, not a delegative leader or a directive leader. When I first learned about Grateful Leadership, I immediately thought of how well it blends with Servant Leadership and serving the team. This is so fundamental to Agile and, even in traditional project management, Servant Leadership is one of my preferred ways of leading people. One of the reasons for this is that I am sometimes leading somebody who makes more money than I do, or someone who knows more than I do about the work they are doing. How could I possibly lead a subject matter expert in any sort of directive way? For example, saying, “I’m in charge and this is what you’ve got to do.” If you know somebody makes more money than you and they know more than you about the work they are doing, then Servant Leadership makes more sense.

What servant leadership looks like is, “I can’t do what you do and we need your support and efforts, so how can I help you be successful, so that you can be successful?” Unfortunately, this is lacking in many environments, but it’s very supportive in Agile, and I think bringing Grateful Leadership to the project team is also important. Anywhere one is doing stakeholder management, is an appropriate place for gratitude and acknowledgment. For example, saying “Thank You” to the product owner for being there to ask questions, being involved, being engaged, and for wanting to know how things are going with the project. There is so much to be grateful for when working on a project!

Through personal growth and development via leadership training, I realized that when acknowledgment is missing, there is something major lacking for me. If I don’t feel acknowledged, or if I don’t acknowledge others, when acknowledgment is missing, I am not motivated. I am one of those people who will stay up to 2 a.m. to complete a task or a deliverable, if needed by my client; however if I don’t feel appreciated or acknowledged for the work I do, I don’t have the drive to work extra time or even on my own time. I can work my way through something, if I feel I am appreciated. I am clear about how important acknowledgment is for me, so I recognize that it is likely important for others.

In summary, it’s difficult to do work when you don’t feel appreciated. Have you ever felt that way? Both Servant Leadership, as well as Grateful Leadership allow one to influence without authority. These leadership styles are critical for Agile projects where you may be a team member, Product Owner, or even a project manager.

To learn more about Grateful Leadership, see the Center for Grateful Leadership site, where you may obtain much more information. Membership is free, and it is priceless!

If you are interested in learning more about leadership and how it relates to Agile and the PMI-ACP certification, please email me at parente@s3-tec.com or susan.parente@iil.com, or connect with me on LinkedIn.

About the Author
Susan Parente (PMP, PMI-ACP, CSM, CSPO, PSM I, CISSP, CRISC, PMI-RMP, RESILIA, ITIL, GL®CP, MS Eng. Mgmt.) is a senior instructor at IIL, an Associate Professor at Post University, Adjunct Professor at Montclair State University, and a Lecturer at the University of Virginia. She is an author, mentor and teacher focused on risk management, along with traditional and Agile project management. Her experience is augmented by her Masters in Engineering Management with a focus in Marketing of Technology from George Washington University, DC, along with a number of professional certifications. Mrs. Parente has 25+ years’ experience leading software and business development projects in the private and public sectors, including a decade of experience implementing IT projects for the DoD.


People Innovation: A New Vision to Innovate

By Luigi Morsa, Ph.D. 

Nowadays, companies are very conscious that if they want to be competitive, they have to innovate. The conquered market shares can rapidly disappear or drastically be reduced. The only way is to keep pace, to be reactive and introduce new solutions, ideally before their competitors. It is worth quoting a sentence of the father of the Open Innovation concept, Henry Chesbrough: “Most innovation fails. And companies that don’t innovate die” [1].

In the complex companies’ world, as is well-known to the experts (contrary to what is broadly thought), innovation is not only linked to a new product; the innovation can be also relative to a new process, a new company asset, a new procedure, or a new business model. In a nutshell, we can agree that innovation is all about bringing improvement and efficiency; and affecting the development of a company in a positive manner.

It is also true that there are innovations with different importance, namely there exist innovations with different impacts on a company and on a market; for instance, the strongest innovations are the ones able to replace an existing market or create a new one. This leads to the fascinating economic concepts of “Creative Destruction Innovation” by Joseph Schumpeter in 1942 [2] and “Disruptive Technologies” by Joseph Bower and Clayton Christensen in 1995 [3].

On the other hand, a less important innovation does not really affect the old scenario but brings some benefit to the company. It is clear that a company has to focus on innovations at each level. In order to efficiently pursue this task, companies have adopted several tools, procedures and strategies that help the birth of new ideas – in addition to adopting the classical Research and Development department (especially if we are speaking about product innovation).

The ideas are clearly generated by people and therefore the companies realized that a secret to obtain as many new ideas as possible is to create the “ideal condition” to allow people to bring their contribution. One interesting way to accomplish the task is represented by the so-called “Innovation Management Software (IMS)”. This has been developing during the last two decades and it can be seen as the last evolution of the “suggestion box”, introduced more than 100 years ago and still present in some offices.

The Innovation software programs are usually conceived in a way that there is a common platform where all the users (basically employees of the company) have access and can freely leave their proposals or opinions about a possible new idea. Then, each new proposal generates an online debate or discussion with the effect to improve it. Once a certain number of ideas is reached, the selection phase starts. This is conducted by innovation project managers with the support of sector experts and business unit people. Their intent is to evaluate the feasibility from a technical and business point of view, respectively. Finally, this committee selects the ideas which are worthy of an investment [4].

In most cases, even though the IMS is very fascinating, a good percentage of employees are reluctant to contribute their ideas to the company. Possible reasons may be because they have not developed a sense of belonging, they simply do not believe in the company, or they think that an idea given to the company is a kind of gift without a sure repayment. In order to avoid such inefficiencies, the latest tools like IMS should be supported by an additional software that we could baptize “People Innovation (PI)”. The purpose of this article is not to give a detailed description about the software concept, but to discuss the main guidelines and benefits.

The starting point is the slight change in the philosophical approach between the IMS and People Innovation (PI). We can say that the innovation management software is based on the assumption that the main heritage of a company that wants to innovate lies on the ideas of the people of the company; therefore, the software “simply” helps the development of ideas. In the case of PI, the basis goes beyond: the main heritage of a company to innovate lies on the people of the company; therefore, the software helps people to innovate themselves and, consequently, also the company.

If the company believes in the employees, the employees feel more motivated to give their contribution to the company and, finally, to innovate.

The weak side of the IMS is, on one hand, it favors peoples’ connections and discussions to help generate ideas. On the other hand, it does not care about how an employee can develop himself or herself during this time. How can a sense of belonging or the desire to participate in the innovation process of a company be generated in employees? The answer is the following: through the idea that a company wants to take care of its employees, wants to bet on them, wants to donate a future vision and want to define professional development for them.

We can imagine that the PI software could have a special section where all the employees’ profiles are stored and for each of them, the possible career paths are shown, the courses needed to achieve some results are advised, as well as how their innovative ideas can be supported or promoted. 

The other important aspect is, who are the players that ensure PI works properly? In this regard, we are talking about people in Human Resources, the project innovation managers and the line managers. All these players have to have access to the PI shell, and they have to help employees in their development in the company. In general, HR could monitor if an employee is satisfied and understand all of his/her needs, the line manager could define what can be done for their professional development and the project innovation manager could stay alert in case of new potential ideas.

The software could definitely be a powerful tool to motivate employees. One of the biggest challenges in organizational management is how to provide recognition (and possibly rewards) to workers that make a significant contribution to the business. There are two critical issues with recognition systems.

  • First, not all employees are in a position where their performance can be directly related to business success. This can alienate workers who believe they are missing out on these opportunities because of their current work assignment or position.
  • Second, the company must decide if the recognition will be done monetarily or non-monetarily. Believe it or not, having a diagram with the visible professional development, with the past achievements and above all with the future targets for an employee is priceless. People could believe that regular meetings with HR and managers of various kinds are enough, but they are not. Software is needed since it is important to have a visible, professional situation and clear prospects.

In conclusion, we observe that PI’s purpose is not to replace traditional innovation software management. On the contrary, PI actually completes the IMS by enlarging potential. The IMS encourages cooperation for the development of an idea, creates the useful connections and improves the concepts promoting discussions. PI accompanies and drives the employees during their stay in the company in order to find out the best way to be motivated and to better express themselves, and it creates more suitable conditions to generate ideas. It is something that a company (devout to innovation) should have and develop according to its needs.

About the Author
Luigi Morsa (Ph.D.) is an Aerospace Engineer and Project Manager working in Germany at the consultant company SII engineering & IT. Luigi’s passion for project management has led him to contribute to two books by Dr. Harold Kerzner, the pioneer and globally recognized expert in project management. More in detail, Luigi wrote the case study “The Airbus A380” and the chapter on “Innovation Management Software” for the books Project Management Case Studies, Fifth Edition (Wiley, 2017) and Innovation Project Management (Wiley, 2019), respectively. In 2018, he was a speaker at the Project Management Institute (PMI)® EMEA Congress to discuss the complexity of the aircraft-industry market, with particular emphasis on the relationship between the product and customer needs.


References: 

[1]. Henry W. Chesbrough, “Open Innovation: The New Imperative for Creating and Profiting from Technology”, Harvard Business School Press, 2003.

[2]. Joseph A. Schumpeter, “Capitalism, Socialism and Democracy”, Harper & Brothers, 1942.

[3]. Joseph L. Bower and Clayton M. Christensen, “Disruptive technologies: catching the wave”, Harvard Business Review, 1995.

[4]. Harold Kerzner, “Innovation Project Management”, John Wiley & Sons, 2019.


Key Themes at IPM Day 2019

By J. LeRoy Ward, IIL Executive VP of Enterprise Solutions and Sander Boeije, Program Manager – IIL Online Conferences 

On November 7, 2019, IIL will celebrate the 16th anniversary of International Project Management Day, also known as IPM Day. Initially conceived by Frank P. Saladis, and made possible by IIL, this important day recognizes the incredible and valuable work that project managers do every day. IIL’s IPM Day event is one of the project management industry’s largest and most popular online conferences. It brings together the best minds in the business to speak on today’s most relevant and pressing topics. This year is no different.

In this article, we outline the key themes that emerge at IIL’s IPM Day 2019. So, let’s dive right in.

Benefits and Value

As project managers, we need to “Focus on What Matters.” There is a reason that this statement is the theme of IPM Day 2019. Today, projects take up an incredibly important role within a business and, as discussed by Sunil Prashara, President and CEO of Project Management Institute (PMI), this will only increase as we further evolve into the Project Economy. Therefore, project managers not only need to deliver the project, but they also need to ensure that the project achieves its intended business benefits. The need for project managers to focus on Benefits and Value is an overriding theme at IPM Day 2019.

This will be discussed in the keynote sessions by Dr. Harold Kerzner, Kasia Grzybowska and J. LeRoy Ward. It is also a recurring topic in many other presentations as well.

Agile Project Management

In the past decade, Agile has finally established is rightful place in Project Management. One example of this is PMI’s acquisition of Disciplined Agile and FLEX. Yet, there are still many questions to be answered regarding its application on various projects. For example, how do you manage risk on an agile project? How could an Agile PMO function and does that even make sense in the first place? And what about leadership in an agile organization, how does that work exactly?

Experts including Roy Schilling, Rubin Jen, and Mayo Clinic’s Wale Elegbede, as well as our other speakers, provide you with the answers to these questions and more.

Digitalization

As Industry 4.0 continues to take shape and impact many organizations, we see an exponential increase in complexity, data, digital solutions, and more. How can we make sense of all the information and technology that is available to us, make the right decisions, and successfully manage our projects?

Thought leaders such as Microsoft’s Melissa Bader, Laila Faridoon, Leon Herszon, Carla Fair-Wright, and many others will help you navigate the digital world.

Change Leadership

Today’s business landscape changes fast. At the same time that companies are going through a number of major transformations (think Agile and Digitalization), mergers and acquisitions, and other game-changing scenarios, it seems the world uncovers one disruptive innovation after another. Businesses need strong leadership to stay relevant and prosperous moving into the future. This requires companies to be adaptive and always in a position to redefine their course.

Watch the sessions by Ben Chodor, Heidi Helfand, Jennifer Hurst, and Jimmy Godard to learn about how you can prepare yourself, your team, and your organization for unavoidable and constant disruptive change.

Soft Skills become Power Skills

Soft skills, as important as they are, will become even more so. In fact, some experts have redefined the concept of soft skills, preferring to label them “Power Skills.” Although we’re not sure who deserves the credit for coining this term, it is becoming more and more obvious that it is soft skills that make project managers successful. Accordingly, organizations need to focus on developing competencies in such areas as empathy, influencing others and grit.

Don’t miss the sessions with PMI’s Sunil Prashara, Diane Hamilton, Sean Hearne, and Ulli Munroe who all discuss key Power Skills for the Project Manager.

Still need to register for IPM Day? Sign up here.


J. LeRoy Ward (PMP, PgMP, PfMP, CSM, CSPO) is IIL’s Executive Vice President of Enterprise Solutions and a recognized thought leader, consultant and adviser in project, program and portfolio management. With more than 39 years of experience in the field, his insights, perspectives and advice have been sought by hundreds of companies and government agencies around the world.