Four Boxes to Check for Career Advancement...Balancing Big Picture & Details • Project life cycle...
Transcript of Four Boxes to Check for Career Advancement...Balancing Big Picture & Details • Project life cycle...
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Four Boxes to Check for Career Advancement
Project Management Advanced DevelopmentProject Management Symposium
November 18, 2016
Barbara Strang, PMP, LSSBBOzzie Lomax, PMI‐RMP, PMP
FINAL
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Agenda
Conflict Management and Relationship Building [Ozzie Lomax]
The Fine Art of Delegation [Barb Strang]
Becoming an Internal Entrepreneur [Ozzie Lomax]
Balancing the Project Big Picture and its Intricate Details [Barb Strang]
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Your Facilitators
• Barbara Strang, PMP, LSSBB
• Director, Project Management/Process Consulting
• 30 years cross‐industry experience
• Life Teacher Certification ‐Missouri
• Ozzie Lomax, PMI‐RMP, PMP
• CEO Lomax Consulting Group
• 35 years managing projects
• Professor of Practice, Washington University
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Our Value Proposition
1. How many jobs/careers have you held?
2. Is that more or less than you desired or planned?
3. Do you think you are typical or not?4. What are the personal attributes
necessary to make these changes?~~~~
Beyond project management certification
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Educate My Way to Success
1. BS in Project Management2. MS and Ph.D. in Project
Management3. MBA4. Positives and negatives of
educational excellence
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Certify My Way to Success
1. Value of PMP, PMI‐RMP, CAPM, PMI‐ACP, and others
2. Perception of the certification paradigm
3. Implications of national and international certifications
4. Technical certifications –which ones matter and when do they make sense?
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Tenure demographics
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Do I stay or do I go?• US Bureau of Labor Statistics
• Median time on same job is 4.2 years
• Men median is 4.3• Women median is 4.0• 55‐64 age is twice 25‐34 age
• Public Sector is 2x of Private
• Hospitality is 2.2 years• Manufacturing is 5.3 years
• What is technology doing to position tenure?
• Best technology perspective to have is:– Generalist– Specialist– Artificial Intelligence– Mobile technology– Cyber security– Cloud computing
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Company Loyalty1. Positives and negatives of remaining in one
company for an extended period versus changing companies.
2. How is it different when you are changing industries?
3. Is this a red flag in the hiring interview?4. Warning signs that it’s time to leave.5. Pay versus Satisfaction
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Conflict Management andBuilding Relationships
• Value of gaining team buy‐in
• Emotional Intelligence and Situational Leadership
• Success through people or technology
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Conflict Management
• Paradigm of positive conflict
• Damage of underground conflict
• Ways to handle conflict– Look for similarities– Look for positive– Agree to disagree– Accept, understand, agree
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Conflict and Situational Leadership
DISC Model• Dominant/Direct• Influence/Inspirational• Steady• Conscientious
• D: Conflict = Control + Objectivity
• I: Conflict = Collaboration + Warmth
• S: Conflict = Support + Patience
• C: Conflict = Correctness and Calm
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Success via People or Technology
• Agreement: Passive or Forced
• Buy‐in– Your way 90% correct with 50% buy‐in = 45%
– Their way 75% correct with 110% buy‐in = 82%
• Employee Engagement• Surveys show less than 70% of employees say they are fully engaged in corporate initiatives
• Conflict and “Discretionary Effort”
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First steps include self‐assessment
Fallacy of the “one man, one woman” show
Benefits of delegation Begin with workflows,
repeatable processes and move toward unique activities
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Teaming and Talking
• Scope the activity• Define the owner – more than one?• Share the reasons• Emphasize the results• Avoid “upward delegation”• Feedback, freedom, and support balance
Consider the world of Agile and delegation
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Levels of Delegation
• Ask the other person the level of authority they are comfortable owning
• Define the level of freedom given to the other person
• Know the task criticality to the project• Make a soft contract agreement
Few things will grow an individual morethan to give him or her authority and
demonstrate your trust
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Project Management
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• Leading a division, department or project with a profit/loss perspective
• Project member or project owner• Creating a start up environment on the team
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Entrepreneurs & Risk
• Risk as threats or opportunities or both?
• Propensity for mistakes and failures
• Innovation or stay the course culture
• War Gaming and Scenario Planning
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Entrepreneurs and Profit/Loss
• My department as a company• My department with a profit and loss statement
• Does my project earn more than it spends?
• Features, benefits or solutions of my project
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Statistical Support
Between 1996 and 2012, the share of new U.S. entrepreneurs in the 55‐to‐64 group grew from 14.3 % to 23.4%, says the Ewing Marion Kauffman Foundation, the largest American foundation to focus on entrepreneurship.
When you combine the 45‐54 and the 55‐64 age groups, the figures are 38.3% in 1996 vs 55.4% in 2014.
Entrepreneurship is on the rise both within a company and as a new business.
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Balancing Big Picture & Details
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Which is more important: Big Picture or Details?
Transitioning between Big Picture and Details
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Construction ExampleThe Culvert
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Water with energy
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Problem to be solved: Erosion
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The Strategy:At the other end of the culvert, on the hillside closer to the water source, insert a vertical drop box to remove the energy from the water. From the bottom of the drop box the water flows into another culvert running under the road, and into the stream.
Execution issue: Building the drop box
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What are the options?
1. Keep trying; work extra hours.2. Insert sheet piles and dig within them.3. Put the project on hold for risk analysis.4. Cancel the project.5. Look at similar projects.6. Others
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Best option
Revisit the strategy!
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Good Results
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Solution:Replaced the culvert.Remove the energy in the flowing water at the point the culvert opens into the stream instead of via the drop box.
Resolution was found in looking at the Strategy/Big Picture.
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IT ExampleE‐commerce
Project goal: re‐image the manufacturing company product and overhaul the entire customer purchasing experience on the web
Company top priority and impact to all departments and employees
Schedule: phases, pilots, overlapping layers
Issue identified – we couldn’t begin. Why not?
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Solution found in the Details
• Know how was in the IT team members.• Not documented.• Not put together in one overall flow.• There was no current state until we stopped and created it!
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Balancing Big Picture & Details
• Project life cycle and timing of focus on the big picture/strategy vs. details/iteration
– When is the emphasis on the bigger picture?– When is the emphasis on the details?
• Emotional intelligence and the impact of various behavior and personality types
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Summary!Questions?
Conflict management and relationship building
The fine art of delegation
Becoming an internal entrepreneur
Balancing the project big picture and its intricate details
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References
• Late‐Blooming Entrepreneurs: 8 Principles for Starting a Business After Age 40, L.B. Strang.
• Late‐Blooming Entrepreneurs website.
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