The Evolution of a Project Manager into a Project Leader

1. The Evolution of a Project Manager into a Project Leader Kerry R. Wills

2. Objectives • Describe current project landscape • Highlight eight trends and the challenges to Project Managers • Propose some techniques to be effective in the new landscape

3. The “good old days” of Project Management

4. Some changes…

5. The business landscape is changing… • Changing environment • Global competition • Demanding shareholders • Innovations in technology • Volatile markets • Resulting in IT transformation agendas • Reduce cost of IT • More productive • Support strategies

6. …resulting in a different makeup of projects

7. and the need for PM skillsets to change…

8. Changing Landscape: Major Trends

9. Changing Landscape: Major Trends

10. Cost: Sourcing Description • Move work offshore • Reduction in labor cost • Transfer risk of cost increases • Additional capacity of labor • Quality and process rigor

11. Cost: Sourcing Challenges • Additional Attention • Documentation • Knowledge transfer • Procurement /contract mgt • Logistics (e.g. access) • Intangibles • Culture • Time differences • Turnover • Morale

12. Cost: Shared Services Description • Group similar skills together (economies of scale) • Working on multiple activities (productivity) • Standardization of work • Service Level Agreements • Greenfield locations (labor arbitrage) Accenture, 2004

13. Cost: Shared Services Challenges • Competing Priorities • Resources do not report to the PM (matrixed) • Several activities assigned to • Additional Steps • Additional processes (e.g. ITIL) • Lead times • Intangibles • Resources in different location than team • May not get the best people • Availability for ad-hoc requests

14. Changing Landscape: Major Trends

15. Complexity: More Layers Description • Technology stack has become larger (n-tier) • Component based trends (SOA) • Third party software

16. Complexity: More Layers Challenges • Planning • More environments to manage • More integration • More complexity of design/build/test • Different Skills Needed • Specialized skills for each technology component • More expensive

17. Complexity: Enterprise Focus Description • Large existing inventory of technologies • Stewardship to the enterprise • Standards

18. Complexity: Enterprise Focus Challenges • Broader Considerations • Beyond project scope • More stakeholders and more consensus • PM becomes a salesperson • Standards • Solution may not be the best fit • May require more time and effort

19. Complexity: Third Party Vendors Description • Buying capabilities vs building them • Best of breed for each component (SOA) • Not have technical expertise • Not have to maintain code • Speed to delivery

20. Complexity: Third Party Vendors Challenges • Planning • Analysis up front • Hard to estimate cost • Difficult to integrate • Control • Reliant on their schedule and upgrade path • Team may not have expertise in product • Lack of customizability • Urgent bugs and prioritization

21. Changing Landscape: Major Trends

22. Rigor: Governance/Demand Mgt Description • Companies spend too much time/money on ideas • Demand management to contain costs • Approval of spend and critical gates • Ensure proper planning and commitment is made Demand Management Governance Do we do the project Work request submit Plan project Execute project Yes No 1 2 3 4 5 Do not proceed

23. Rigor: Governance Challenges • Additional Steps • Time to prepare, conduct, and document • Idle resources while getting approval • Additional reporting • Intangibles • Agendas of divisions • Scrutiny on contingency

24. Rigor: Process and Tools Description • Standardize delivery of projects • New tools for team members • Use Cases • Tools for capturing requirements, test cases, etc • Focus on processes • Frameworks • Mandatory deliverables

25. Rigor: Process and Tools Challenges • Planning • Additional time and steps not usually planned for • Requires experience in these tools/processes • Applicability • Standards may add more work

26. Changing Landscape: Major Trends

27. Workforce: Specialized Resources Description Increasing complexity of technology Specific skills Business Architect Performance Testing Specific domains Business rule technologies IT security

28. Challenges High Demand Hard to get More expensive Risk of leaving Missing Big Picture Resources focused deep in their domains Workforce: Specialized Resources

29. Description People do not stay with companies for long time Perception of lack of loyalty (e.g. sourcing) Experts in skills which are in high demand Work for themselves Increased management turnover Economic volatility – move to safer roles Seeking new profession New generations with different characteristics Workforce: Mobility

30. Challenges Losing Resources Low morale PM loses focus Risk to project commitments Quality impacts with new resources Workforce: Mobility

31. Overall Impact

32. New Skills of Project Managers

33. New Skills of Project Managers

34. Additional Rigor

35. Additional Rigor: Planning • Spending more time up front to understand and plan for the new activities • Lead times • Appropriate steps and deliverables • Obtain the right resources and skillsets • Creation of a flexible plan • Plan for rework • Involve others early • Gain buy in • Don’t know what you don’t know

36. Define project management approach Plan management Scope management Risk management Considerations of a Project Management Office Understand history of similar projects Project plan and estimates Risks and issues An investment that will yield many rewards Additional Rigor: Planning

37. Engage areas early Involve resources in planning Ensure right skills on team Role clarity and accountability Leverage experts Additional Rigor: Use Resources

38. Look ahead at activities Diligence on operational items Leverage tools such as earned value Clear accountability for deliverables and results Facilitate quick decisions Using metrics Additional Rigor: Management

39. New Skills of Project Managers

40. Diligence is fundamental, but softer skills are needed Types of Power (French and Raven) Legitimate Referent Expert Reward Coercive Today need referent power, so need a consultative approach Consultative Approach

41. Consultative Approach

42. Self Management Self awareness Self regulation Empathy Social skills Relationship focus Involve people early Build relationships before issues Consultative Approach

43. Influencing Persuasion Facilitate activities Negotiate issues Be seen as approachable Political Savvy Navigate organization Develop coalitions Know personal style Consultative Approach

44. New Skills of Project Managers

45. Effective communication is needed in all aspects of the new project landscape Status Escalation Interactions Key steps in communication Managing Information

46. Communication Planning Create a plan Get into a rhythm Gathering Information Collecting information MBWA Environment of trust Presenting Information Communicate status Presenting information well Share information Managing Information

47. New Skills of Project Managers

48. Leading the Team

49. Leading the Team • Motivating the Team • Expect and recognize excellence • Inspire the team • Be genuine • Empower the Team • Delegate work • Solicit input • Encourage collaboration • Be a Champion • Support the team • Remove obstacles

50. Leading the Team • Managing Conflicts • Address conflict • Maintain composure • Pay attention to the messages • Focus on the facts • Be flexible with the approach