FOUR WAYS TO IMPROVE AND MOTIVATE YOUR PROJECT MANAGEMENT COMMUNITY

In one recent assignment as Director of Programmes & Projects the role of PMs there took me by surprise. The organisation had little understanding of project management – thankfully, because that’s why they needed me!

The work carried out by PMs differed wildly across the organisation, with some doing a fairly recognisable PM job whilst others were little more than admin assistants. There was also no standard project management methodology in place. Small wonder, then, that morale was low and attrition rates high.

Setting the wheels in motion to establish a company-wide methodology was the logical and easy first step – basing it largely on the APM Body of Knowledge (BoK) and PRINCE 2 and ensuring that all PMs gained PRINCE 2 certification and began to prepare for APM qualifications.

What I considered to be far more important was to create a meaningful career path for project managers, sending out a clear message that their contributions are valued within the organisation. These were some of the things I did:

1.  Used the APM’s Competence Framework

Given my history with the Association for Project Management (APM), the APM’s Competence Framework was the logical starting point.

APM’s Registered Project Professional (RPP) process elevates 27 key competencies as the ones to be most closely evaluated when assessing a candidate for RPP status. We identified a subset of those, being the 20 most relevant competencies for PMs’ day-jobs in the company.

We then encouraged PMs – and by that I mean anyone on the PM career path from Project Administrator to Programme Director – to complete a self-assessment measuring his or her experience against those 20 competencies. This enabled them, in agreement with their line managers, to create SMART objectives targeted to boost their overall competence whilst at the same time contributing to the organisation’s goals.

2.  Introduced Continuing Professional Development

Hand in hand with that we introduced the notion of a Continuing Professional Development (CPD) Log and encouraged PMs to maintain one, logging a minimum of 35 hours per annum – the APM’s minimum requirement.

This process is a two-way street; project managers give genuine consideration to their own development and the company has to show commitment to training and development.

3.  Made line management a service

All line managers were mandated to hold one-to-one mentoring sessions at a minimum of once a fortnight, and they were given personal objectives that ensured they also completed all mid-year and end-of-year appraisals on time and to a high standard.

This made the project managers feel valued and gave more evidence of the organisation’s commitment to their development.

4.   Introduced “Lunch & Learn” sessions

We introduced “Lunch & Learn” sessions – a monthly gathering of the whole PM community with a guest speaker, internal or external, to speak on a topic of interest at a one-hour session where a finger buffet is provided (sometimes known as “Brown bag” meetings). For example, we have had presentations on the APM and on agile project management amongst other topics. We video these sessions to ensure that anyone who cannot attend, e.g. we have overseas PMs, can catch up via the company wiki.

Attendance was optional but we always saw a very high turn out, and I don’t think it was because of the quality of the catering.

The response from the PM community was quite dramatic. At the first few meetings PMs were introducing themselves to each other, such was the level of “partitioning” between the divisions. They decided independently that completing a self-assessment, although private to them and their line manager, should be compulsory for all PMs, and those PMs lacking qualifications such as PRINCE 2 and MoR (Management of Risk) began asking for training.

Their status has been raised within the company and many are telling me that at last they feel “valued” and believe there is a recognisable career path for project managers at the company.

All of this has raised the standard we require from our project managers and we are attracting and keeping excellent people. Ironically, with a self-assessment matrix and a CPD Log we have armed our project managers with a great “Sales brochure” should they want to move on, and at the same time the attrition rate in the PM community has shrunk to zero. That confirms to me my belief that if a company demonstrably values its people it will reap the benefits.

Over to you – what have you or your company done to improve and motivate a group of subject matter experts?

Valuing Staff and Developing Careers

When I started my new role as Director of Project Management at OpenBet the role of PMs here took me by surprise. OpenBet as an organisation had little understanding of project management – thankfully, because that’s why they needed me!

The work carried out by PMs differed wildly across the organisation, with some doing a fairly recognisable job whilst others were little more than admin assistants. There was also no standard project management methodology in place. Small wonder, then, that morale was low and attrition rates high.

Setting the wheels in motion to establish a company-wide methodology was the logical and easy first step – basing it largely on PRINCE 2 and ensuring that all PMs gained PRINCE 2 certification.

What I considered to be far more important was to create a meaningful career path for project managers, sending out a clear message that their contributions are valued at OpenBet.

Given my history with the Association for Project Management (APM), the APM’s Competence Framework was the logical starting point.

APM’s Registered Project Professional (RPP) process elevates 27 key competencies as the ones to be most closely evaluated when assessing a candidate for RPP status. At OpenBet we identified a subset of those, being the 20 most relevant competencies for PMs’ day-jobs in the company.

We then encouraged PMs – and by that I mean anyone on the PM career path from Project Administrator to Programme Director – to complete a self-assessment measuring his or her experience against those 20 competencies. This enabled them, in agreement with their line managers, to create SMART objectives targeted to boost their overall competence whilst at the same time contributing to OpenBet’s goals.

Hand in hand with that we introduced the notion of a Continuing Professional Development (CPD) Log and encouraged PMs to maintain one, logging a minimum of 35 hours per annum – the APM’s minimum requirement.

All line managers were mandated to hold one-to-one mentoring sessions at a minimum of once a fortnight, and they were given personal objectives that ensured they also completed all mid-year and end-of-year appraisals on time and to a high standard.

Finally, we introduced “Lunch & Learn” sessions – a monthly gathering of the whole PM community with a guest speaker, internal or external, to speak on a topic of interest at a one-hour session where a finger buffet is provided. For example, we have had presentations on the APM and on agile project management amongst other topics. We video these sessions to ensure that anyone who cannot attend, e.g. we have PMs in Australia and Canada, can catch up via the company wiki.

The response from the PM community has been quite dramatic. At the first few meetings PMs were introducing themselves to each other, such was the level of “partitioning” between the divisions. They decided independently that completing a self-assessment, although private to them and their line manager, should be compulsory for all PMs, and those PMs lacking qualifications such as PRINCE 2 and MoR (Management of Risk) began asking for training.

Their status has been raised within the company and many are telling me that at last they feel “valued” and believe there is a recognisable career path for project managers in OpenBet.

All of this has raised the standard we require from our project managers and we are attracting and keeping excellent people. Ironically, with a self-assessment matrix and a CPD Log we have armed our project managers with a great “Sales brochure” should they want to move on, and at the same time our attrition rate in the PM community has shrunk to zero. That confirms to me my belief that if a company demonstrably values its people it will reap the benefits.

Steve Syder is Director of Professional Services at Openbet, the world's leading provider of interactive gaming and betting solutions. He is a Fellow of the APM, an RPP Assessor and a contributor to the 6^th Edition of the APM’s BoK.

Matrix Management & Successful Projects

Matrix Management & Successful Projects

This article argues that an organisation’s inability to successfully dovetail matrix management alongside its vertical reporting structure is a major threats to project success…

In an increasingly complex world business change programmes and projects are also increasingly complex. More often than not, the work of a project crosses functional boundaries within an organisation.

This often leads to confusion within organisations and project teams – or, more accurately, line-managers and their direct reports. This contributes significantly to poor collaboration within projects and the added likelihood of project failure.

Traditionally, organisations are arranged vertically within functions, where line-managers have direct reports to whom they allocate targets and tasks and then manage their people accordingly.

If done well, the targets set will be derivatives of the line-manager‘s targets, which in turn are derived from the organisation’s strategic goals. The problem with this model, though, is that the accountability to which line-managers are held can quickly turn to blame if their functions fail to perform well, especially during tough economic times.

There are two important behavioural consequences arising from this, both of which decrease the likelihood of success in cross-functional projects.

The first is that line-managers take a stronger directive stance with their direct reports who, in a prevailing blame culture, will do exactly what is asked of them by their line-managers. This at best stifles initiative and flair and at worst makes the workplace a thoroughly miserable place to be.

The second threat to successful project delivery is caused because line-managers and direct reports place the non-failure of their function above the success of the cross-functional project. Whenever there is a conflict of interest between the function and the project people will rally behind the permanent structure – the function – and subjugate the temporary structure – the project.

People might argue that they do not behave in this way; line-managers in particular are wont to claim they behave corporately, but the weight of project-failure statistics is a compelling counter-argument.

Organisations implicitly accept that it is far more acceptable for a project to fail than it is for a function to fail, and in any case, managers can always dilute the success criteria for a project to lessen the apparent failure. However, it need not be this way.

If an organisation wants to undertake successful cross-functional projects the solution is to implement effective matrix management. Put simply, matrix management means emphasising the cross-functional structure over the vertical structure. The functions, in addition to their business as usual work, become enablers for business change programmes and projects.

In this model, the team is formed by drawing from all the functions with a contribution to make to the project. The project manager becomes accountable for the success of the project, but because he[1] does not have line-management responsibility for the team members his leadership is derived from the team’s consent, not from his authority over team members.

This alters team behaviour. Team members jointly “own” the project and have a vested interest in its success. They instinctively understand that success will come from collaboration, and so they work in an adult way, seeking agreement and consensus within the team.

In turn, this fosters commitment, enthusiasm and creativity, as each team member feels part of a team, not merely a puppet of the function. For the duration of the project the focus for team members is the project. The success of the project becomes the team members’ success. Work becomes more rewarding and project success becomes more likely.

So where do line-managers fit into this horizontal model? They continue to play a key part in business as usual, and will more than likely be part of the project’s stakeholder liaison plan, to be kept informed and consulted, but in terms of the delivery of business change work they are one step removed. Their role in relation to the project team members from their function is limited to what could loosely be labelled “Pastoral care”:

·       Ensure that their direct reports are adequately trained and equipped to do the work expected of them

·       Be an escalation point for non-technical problems encountered on the project by the direct report(s)

·       Be an escalation point for the project manager if there are issues with the direct report

·       Support the direct-report’s development, and career-aspirations

·       Oversee staff appraisals, holidays, disciplinary matters etc.

Additionally, in respect of projects, line-managers should represent their function at the project Steering Group.[2] This empowers them to resolve issues the project manager is experiencing when they cannot be resolved at project level, and gives them an insight into how the project fits into the overall company strategy.

Attendance at Steering Group also increases co-operation between line-managers across the functions for the good of the project. Cross-functional tensions don’t arise when a Steering Group is committed to a project because undertaking the project has been a corporate decision. Tensions arise when there is resource contention across projects competing for priority, and this is a matter for a Portfolio Executive or similar forum, it should not be the signal for a bun-fight between function heads.

If matrix management is working properly, this benefits all concerned; the project team is left to concentrate entirely on successful delivery, free from the day-to-day concerns, or interference, of the function from which they have been seconded. Line-managers, then, can concentrate on what should be their core work – ensuring that the function has the right level of staffing, with the relevant competencies to support the organisation’s strategic aims, undertake business as usual within the function and be seconded to the right projects as necessary according to the organisation’s priorities.

Steve Syder is a programme Manager specialising in eCommerce and programme recovery. He is in his 21st year as an interim. To contact him visit www.stevesyder.com

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[1] Project managers can be male or female. I use the male pronoun because I am male.

[2] In a large and complex project it is likely that the line-managers’ managers will be the ones attending Steering Group. In any event, Steering Group should include senior managers with a full understanding of how the project satisfies corporate strategy.

Certainty or innovation - what will your stakeholders opt for?

Despite having all the right badges and certificates for methodologies, and despite producing (at least) my fair share of PIDs, PDDs, Communication Strategies etc. etc. I remain unconvinced that they will ever lead to innovation and excellence.

This "project bureaucracy" leads stakeholders to expect - and demand - certainty, which roughly translates as "safe". Nothing great was ever achieved by taking the safe route, and it almost invariably leads to disappointment because certainty cannot be guaranteed on day 1.

We've all heard the cliches - "A project plan is only 100% accurate the day after the project completes" and "Projects never go over budget, they are under-estimated in the first place".

I have seen too many times organisations where the primary outputs of a project are the governance artefacts; woe betide anyone who is late updating the RAID Log - it's far more important than making sure the REAL project products are the best they can be.

Similarly, some organisations, most notably public sector ones, who tend to be the most risk averse, hide behind governance as an excuse when projects fail; how often have you seen a civil servant bemoaning (yet another) large failed project by saying "We followed all the processes and procedures..."?

Yes, I'm sure their governance documentation is a joy to behold but it won't cut much mustard with taxpayers who just wanted a good [insert whatever you like here... health records system, passport system, border control mechanism - you get the idea]

I think this is why I am more and more drawn to agile development. Project bureaucracy leads almost inevitably into a waterfall development, where each "gate" provides certainty before the project moves on to the next phase.

Real life isn't like that. The average person, faced with, say, a project to landscape a garden with the help of some friends doesn't create a set-in-stone project plan including quality reviews and reports to their spouse. They choose a bit to tackle, complete it and move on to the next bit until the garden is complete.

You can almost picture them standing at the edge of the garden on the first weekend saying "Let's tackle x first" (Hmm - sounds a bit like a sprint plan to me) then on day two discussing where they got to and what's next (scrum, anyone?).

When I picture this, I also picture a group of people self-organising and working as a team. No bureaucracy, no over-burdening control but plenty of ambition, fun and progress.

OK, people making the financial investment need some kind of reassurance that they will receive value for money, but this does not mean they need a library's-worth of governance documentation generating.

Far better to keep them informed along the way. Prototype, demonstrate, inform, but above all, be inspired.