Author: Miguel Hurtado, CAPM
Author: Miguel Hurtado, CAPM
Author: Daniel Rodellar, PMP
On the last events in Romandie before the cancellations, we had the pleasure to listen to Peter Taylor, the "lazy project manager", at CERN for an insight on productive lazyness and afterwards at Hôtel Montbrillant, to deep dive into Strategies for Project Sponsorship.
Let me start with one of the last slides on the audience with the Lazy Project Manager session:
This one is particularly appropriate for today's pandemic crisis. Before you get the answer, let's review some of the key messages and the key learnings of the event, from my point of view.
We started reviewing the science of lazyness, and in this context the word lazy has the meaning of smart.
It all starts with the Pareto principle. Peter says that the Project Managers (everyone in fact) should apply the 80/20 rule and start priorityzing important things.
And where should we start? ... well, "eat that frog" he said. If you start the day by eating a frog, youcan be pretty sure your day will get better.
What to do in your projects with different kind of people and behaviors? follow the Helmuth von Moltke the Elder diagram of 4 types of military officers.
Be ahead of the game! A bad begining will certainly make a bad ending. And manage your sponsors. 85% of companies report that they have roles of project sponsors, but what do they do to train them? Not much. Do they thing it is important? Yes, they say. Talk to other PMs that had same sponsor. And connect with them, as you need to collaborate together to get the project to a successful end.
You must be joking! Who would breathe normally in case of an emergency in a plane?
(now you know the answer to what to do in a crisis...)
We reviewed the project retrospective, and the questions to ask, and the use of an emotional seismograph, to find the gaps between groups of people (among your stakeholders).
So what should a lazy PM do? work hard at the start and the end, not as usually it is done.
Can anyone be a project manager? No, a good project manager is a character, an attitude and a mindset.
The second event the same day was about Project Sponsors.
The figures are showing how important is to have good sponsors for project success, but companies do not train them.
Peter has written a book about strategies for project sponsorship. The most important point is not the classical triangle (time, cost and scope) but the benefits for the organisation.
If we look at the flipside of project success we can see this interconnection and the consequences of getting it wrong:
Today sponsors are just accidental project sponsors, but sponsorship should not be a side thing, this has to be a main task!
Two pearls on the answers to the audience's questions:
And at the end of the event, we visited the cave for the networking drinks!
And for tese days, staying at home, here are two books for all of you, as a gift!
Today every company is a software company, and to be competitive in today’s marketplace, companies need to deliver products and services faster and better than competitors. Companies have been using the Agile Framework in their own ways, for a few years. This evening event gave me a new perspective and insights on how we can use Hybridization between Agile and Waterfall. Today’s keynote speaker Mr. Stéphane Derouin is President (and founder) of PMI France Chapter, founder of PMGS , a company dedicated to Project Management Training and also consultant. He not only brings great experience in Agile and WaterFall concepts but is also a founder & President of a think-tank on Hybrid. With such an impressive profile, I was very excited to listen to this talk!
Every Organization today is incorporating Agile in their own ways to successfully deliver products.
For PM traditional approaches such as Waterfall delivery of anything less than 100% of project requirements is seen as a quality failure, but in Agile, quality of the solution or solution increment is judged against it meeting the customer needs. Using different tools & techniques, it becomes easier to achieve a better solution.
Agile has 20 methodologies, with Scrum being the most popular. But the question here is if Agile methods are enough? If we analyse the different approaches to manage a project, what are they?
We definitely hear and know about the Waterfall and Agile approaches. But what is Hybrid and how can we do it?
Hybridization meant first values and mindset. One can define it as a new spirit of agility that is being added to Hybridization - an agility to manage complexity.
With a musical illustration , if a waterfall model is used, it sounds like a symphonic orchestra, and with Agile methodology, it’s like modern jazz. But when we use a Hybridization of both it's like rock ‘n roll.
The Hybrid Model integrates the Servant Leadership Model. The five primary duties of performing as servant leader in this role are:
All in one, we can say tailoring is required as every project is unique in its own ways. Tailoring should be selecting the appropriate project management processes, techniques and tools which makes it Hybrid. Competing constraints like risk, quality, scope, cost, resources and schedule should be addressed.
This makes us further question: “Can Hybrid be used in Portfolio level too?” If we select the right method for the right project, we can derive at right solutions too.
Hybrid Project Management is how we can integrate Agile and Waterfall in any one of the following ways:
As a listener, I would like to summarize that Hybrid Methodology can be run as a process and a transformation journey where applied from Project kickoff to delivery, we can meet the right solutions at the right time for a successful Project delivery.
I passed the PMP exam in 2014 and could take on more complex projects in the company I worked for. At the end of last August, I quit after 13 years as a Senior Project Manager and am now teaching project management to PMI standard at the Zurich University of Applied Sciences (ZHAW) and I have founded my own company, 3C Keller, to share best practice in project management across industries; consult, coach and communicate with organizations and teams, enabling them to complete projects successfully.
Moreover, having been a mentor in the PMI mentoring program since spring 2019, I have had the chance to test and sharpen my coaching and mentoring skills. My mentee was very grateful and she is now registered to take the PMP exam herself. I am very proud of her.
I truly enjoy having mentees and being part of the mentoring team at PMI Switzerland. Learning about other people’s companies and the difficult situations arising in their areas as a project manager are so exciting and remind me a lot of what I have experienced myself working in an international company with a great deal of change and reorganizations. It is so rewarding to share know-how and give back to the profession. This builds relationships that will last long after the mentorship will be over.
If you are interested in our mentoring program, check and apply here
Author: Carlos Martinez Arteaga, PMP
Dear members and newsletter subscribers,
Well... it's time to say until next time :). This will be my last editorial for a while.
I has been almost 3 years of doing editorials for our Chapter's newsletter and I feel that I would like to do something else, not sure what, but different, and I also need time to think on what to do...
I have shared with you some of my thoughts, personal matters and in some cases things that you should not miss.
The editorials were written in different parts of the world, different timezones, on a bed, in a quiet room, at the beach...
It has been quite rewarding, as I had never before written an editorial, and in the end I got the hang of it, at least words came out easily.
We are in a double year, 2020, this can mean only that whatever we do this year will impact others twice as much.
There I leave it! Until next time.