Controlling Chaos

The World Needs You to Teach Project Management

The world is currently spending 20% of its GDP ($12 trillion) on projects, and organizations that range from global businesses to governments and NGOs have identified project management and skilled project managers as the key to their success. The demand for project professionals is staggering, with more than 1 million projected new jobs needing to be filled each year until 2020. This is being raised as an issue by such organizations as the International Monetary Fund, the World Bank and the European Parliament. According to Gartner, not only is project management the number one hiring priority of select companies surveyed, it also is the most frequently reported as "difficult to hire". To add to the problem, a large percentage (perhaps as high as 30%) of the project management workforce will be retiring in the next 10 years. Since the demand by far exceeds supply, it has precipitated a global education crisis that, if uncorrected, will put $4.5 trillion of the global GDP at risk by 2016. The PMI has developed a special program to help Companies, Schools and Universities to teach Project Management, so please, relay this information to your network, the situation is critical.

The will to power

I recently read a great article on why some people have power over companies and others don't. Climbing up the ladder has become increasingly difficult and structures and hierarchies have become more complicated in companies. Management gurus are surprisingly disappointing on the subject of "how you get access to power and how you keep hold of it once you have it" despite it being of overwhelming importance to their clients. There are however some businesspeople providing hints on the paths to power, that are outlined in the article.

Why some people have power, and why others don't? There is a general misconception that if you excel at your job, there is a direct correlation with the reward (and hence the power you get out of it), and news are full of counter-examples. CEO's who lead their companies to bankruptcy seldomly loose their job (or are gently pushed aside with a ginormous cash incentive until they are appointed somewhere else), while perfectly successful leaders in the senior management layer often get routinely cleaned out when new CEOs take over). The (sad) reality is that there are plenty of things that matter more than competence. In fact, there are three things that matter more than anything else:

• Turn yourself into a supplicant: ask for help and master the art of flattery (experiments conducted to discover at which point flattery became ineffective demonstrated that there was none);
• Turn yourself into a node: master your ability to network by starting an organization or forging a link between separate parts of a company;
• Be loyal: this is probably the most important and admirable quality you can have (a Booz study demonstrated that 80% of CEO appointments go to insiders, who last almost two years longer in their jobs than outsiders, on average).

Sadly, if all the above pays off, you're still not saved, and you get to keep power. Remember the old saying - power corrupts - and the key to keeping power is to understand its corrupting effects: cultivate a savant combination of paranoia and humility. Understand how much others want you out, and never forget your own replaceability. Also, know when to quit. Instead of crashing and burning, if you jump before being pushed, there is a good chance of leaping to another throne.

You can read the full article found on The Economist the Schumpeter's Notebook.

IBM Wins PMO of the Year Award

The Project Management Institute's Program Management Office Specific Interest Group and PM Solutions have selected IBM's Project Management Center of Excellence as the 2010 PMO of the Year. The annual award specifically recognizes the IBM group for "creating global project management standards and enterprise-wide consistency among its 26,000 project managers worldwide; establishing a dedicated project management knowledge repository and communications network; increasing project accountability; improving time-to-market by 65 percent; and decreasing the number of troubled projects by 25 percent."

Nearly 10'000 IBM employees have obtained the Project Management Professional (PMP) credential since 1996. This was when the company launched an initiative to ensure a consistent enterprise approach to Project Management and better meet customer needs. The effort to become more projec-focused included the development of the Project Management Center of Excellence. More than 10 years later, full support from the top of the company has never wavered, and the five fundamental steps for every project advocated for by the Center of Excellence have never changed. IBM also created a worldwide Project Management method, based on the Project Management Body of Knowledge (PMBOK), and has nurtured a Project Management community to help employees find mentors, network, develop relationships, and share knowledge and intellectual capital.

IBM's Center of Excellence was selected from a field of more than 40 applicants from nearly every continent and including state and federal agencies, major nonprofit organizations and Fortune 1000 companies, and will be presented the PMO of the year award during the PMO Symposium 2010 on the 9th of November, in Dallas, Tx.

Download the PMO of the Year 2010 eBook for more information.

Adam’s Equity Theory

In 1963, the workplace and behavioral psychologist John Stacey Adams put forward a job motivation explaining relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. The structure of equity in the workplace is based on the ratio of inputs (typically effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc.) to outcomes (typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc.).

The Equity Theory does not assess effort and reward, but goes beyond by adding a crucial perspective of comparison with referent others: It is not so much that we need to feel that there is a fair balance between inputs and outcomes, but we do measure it by comparing our own balance or ratio with the ratio enjoyed or endured by “referents” and this comparison heavily impacts our motivation level.

When we feel fairly or advantageously treated we are more likely to be motivated; and when we feel unfairly treated we are highly prone to feelings of disaffection and demotivation. The way that we measure this sense of fairness is at the heart of Equity Theory. In practice this helps to explain why we are so strongly affected by the situations, views and gossip of colleagues, friends, partners etc., in establishing their own personal sense of fairness or equity in their work situations.

There are a couple of very strong impacts of the Equity Theory on people management: We measure the totals of our inputs and outcomes, and we ascribe personal values to those; Staff perceptions of inputs and outcomes of themselves and others may be incorrect, and perceptions need to be managed effectively; if we believe we are over-compensated we may increase our effort, or we may internalize a sense of superiority and actually decrease our efforts. As you can see, there is no easy way to make use of the Equity Theory for a manager, and its complexities are numerous.

Sources:

• http://en.wikipedia.org/wiki/Equity_theory
• http://www.businessballs.com/adamsequitytheory.htm

The Next Generation PMO

The Next Generation PMO is the official weblog of the PMI® (Project Management Institute) PMOSIG (Program Management Office Specific Interest Group). You are encouraged to submit your articles about PMO processes, standards, tools, software, templates, people, skills, value proposition, strategic alignment or any other relevant topic. Please review the article submission guidelines and send your submittals to the PMOSIG Communication Committee for review.

Project Managers holding a credential from PMI can now earn PDUs for articles published on The Next Generation PMO weblog. You can earn from 10 PDU (under Category 2A, Co-Author of Non-refereed Journal Article) to 15 PDU (under Category 2B, Author of Non-refereed Journal Article). Below is the information required for your PDU submittal:

• Program/Title description: Enter Article Name (15 characters max)
• Date Started: Enter posted date
• Date Finished: Enter posted date
  (a notification is required from PMOSIG to submitter that the article has been posted)
• Process: Select specific category, or ">Select All"
• Knowledge Area: Select specific Knowledge Area, or ">Select All"
• Industry: ">Select All"
• Provider Name: PMOSIG
• Address: PO Box 41567
• City: Dayton
• State: Ohio
• Zip/Postal Code: 45441
• Country: USA
• Phone Number: 1-(616) 392-2292
• URL: http://blog.pmosig.org
• Email Address: [email protected]

This PDU submittal information also applies for articles posted in The PMOSIG Newsletter under Category 2A (Co-Author of Non-refereed Journal Article - 10 PDUs) or 2B (Author of Non-refereed Journal Article - 15 PDUs). For more information, please contact the PMOSIG Communication Committee.

PMO Symposium 2010

Registration for PMO Symposium 2010 is now open! The PMOSIG is pleased to offer another exciting event, November 7-10, 2010, at the Sheraton Dallas Hotel in Dallas, Texas, USA. The PMOSIG PMO Symposium 2010 team has assembled an impressive program including:

• Over 25 engaging breakout sessions including case studies, lessons learned, and expert guidance from PMO practitioners;
• Focused content in three key tracks: strategic, managerial, and tactical aspects of the PMO;
• Collaboration opportunities, including our unique "Lessons Learned" session at the conclusion of the Symposium and two interactive panel discussions;
• Informative pre-conference workshops that allow you to make the most of your time in Dallas;
• Networking receptions and additional opportunities to meet fellow attendees, presenters, and panelists;
• An expanded vendor and service provider area to allow you to meet a variety of companies that provide services of interest to the PMO community;
• Presentation of the "PMO of the Year" Award;
• An opportunity to earn up to 20 PDUs during the event.

Last year, over 200 attendees representing over 150 companies attended the PMOSIG PMO Symposium, offering a unique opportunity for attendees to collaborate with a diverse, global community of PMO leaders. Take the opportunity to join the premiere PMO event of 2010 and be sure to check the PMO Symposium 2010 website frequently for agenda updates and additional details. Registration information can be found on the Symposium website. Don't miss it!

Great leaders inspire greatness in others

I have recently started watching Star Wars Clone Wars, the animated series based on Lucas' universe. The first episode, "Ambush", started with the following statement: "Great leaders inspire greatness in others". The episode depicts Yohda, master of the Jedi Council, performing what he is good at: leadership. Beyond being a good leader who inspires others with confidence, he is a GREAT leader who inspires them with confidence in themselves. By doing so, he assumes the main function of leadership: to produce more leaders (not more followers). He walks besides his followers and his actions inspire them to learn more, do more and become more: He elicits the greatness that is in them already. He asks others for their ideas and suggestions, listens to others, explains himself, teaches and coaches them. He knows the way, goes the way and shows the way, takes a little more than his share of the blame and a little less than his share of the credit.

In all ways, he is an example of what a leader is: A leader leads by example, whether he wants it or not, and most often he does not need to lead, he is content to show the way. Example is not the main thing in influencing others, it is the ONLY thing. When using the word "leader", you could think that there are plenty of them all around the world, but taking a closer look in your own career, you will realize that not that many of them are truly inspiring leaders. In my career, I have been fortunate enough to work for some, and there are two names on top of my list who have had a great influence in building who I am: Jim Kinsella, and Christian Perdrier. Both of them encouraged participation and initiative, rolled-up their sleeves when necessary, spoke frankly and openly, even in tough times, and led by example, always.

Can you name leaders who inspired you and describe how?

Et une légende qui s'écroule...

Cela va bientôt faire un an que je traîne mes guêtres en Égypte, et je n'ai pas souvent l'occasion de blogger à propos de la vie ici. Pourtant, hier, le Progrès Égyptien titrait "Toutankhamon connaît son père". En effet, la momie de Toutankhamon, le pharaon dont la malédiction défrayait la chronique depuis 1922, a livré quelques-uns de ses secrets grâce à des analyses d'ADN mitochondrial effectuées sur plusieurs momies. Le premier des mythes qui s'effondrent est celui de sa mort: nécrose osseuse aggravée par le paludisme. Bon, c'est sûr, c'est définitivement moins sexy que l'assassinat qui faisait jusqu'alors la quasi unanimité parmi les Égyptologues: En plus, le pauvre homme était pied-bot...

La seconde partie des résultats concerne la généalogie dynastique. Tout d'abord, il est confirmé qu'il est le fils d'Amenothep IV (aka Akenathon), et il est infirmé qu'il est le fils de Nefertiti. Sa mère est identifiée comme étant la momie KV35YL (aussi surnommée la "Young Lady"), fille d'Amenothep III et de Tiyi (qui sont les grands-parents paternels et maternels de Toutankhamon, ce qui ne choque pas vraiment, les mariages entre frères et soeurs étant fréquents à l'époque). L'ADN est de plus en plus utilisé pour des projets de ce genre, que ce soit l'identification de Nicolas II, de Copernic, de Christophe Colomb ou encore de Louis XVII.

What it takes to be an excellent Project Manager

Ann Latham recently posted on Project Times about what separates good project managers from excellent project managers. I quite like the idea of going above and beyond to stand out of the crowd, especially in our profession of project management, where everything is about soft skills. I find this list spot on and encourage you to read it. Remember, Rome was not built in one day, I think the most important quote over there is probably:

The difference between decent project managers and excellent project managers is usually years of sweat and struggle.

This correlates with the Harvard Business Review article The Making of an Expert found through Penelope Trunk’s blog. It takes years to become an expert...

Are you Nice or Likable?

I have recently discovered through one of Guy Kawasaki tweets Cube Rules, the blog hosted by Scot Herrick. I particularly liked this post about being likable and not nice on the workplace.

As a Project Manager, I know business is not just about facts and figures, but it's all about people and their ability to interact and collaborate. People who are conscious of this reality will often have a natural tendency to be nice to encourage positive mindset around them. In reality, nice is not that positive after all: You are perceived as someone who does not say "no!" and you get dumped on for work tasks; You are perceived as someone who is not confrontational so your problems don't get resolved; you are perceived as someone who is quiet so your opinions are not heard and others define issues.

The list could go on forever, but in short: Nice Is Commonly Exploited. Instead, what you want to be, is be likable: You can say "no!" in a pleasant way; you voice your concerns without necessarily raising your voice; you can resolve issues by searching for solutions even through confrontation when required. I am a likable person (no, seriously, I am) and I like to work with likable persons, much more than I like to work with nice persons. What label do you have in your company?