by DharamCW | Sep 26, 2024 | Leadership in Project Management
Project management is becoming an essential component of modern business operations. Organizations increasingly use project management to monitor and assess projects and ensure they meet their objectives. Project management entails several complex processes, including project planning, organization, management, control, budgeting, monitoring, testing, and implementation.
Vance Packard Quote
Project leadership is the art and science of guiding a team to successful project completion. When project leadership brings people together to work toward a similar objective, the team can do more than they could individually.
Project Management Leadership
Leadership in project management is a necessary ability for completing the project. Like in other business areas, leadership necessitates demonstrating several talents and behaviors in a project context. Leadership is essential to ensure the success of the projects, from team leadership to project governance.
Leadership and project management are closely intertwined. Setting the vision and encouraging the team to work together to accomplish the project goal are vital components of leadership. In a project environment, this is particularly significant. Delivering any project requires a team effort. While some teams work without a clear leader, in business, it is customary for someone to be in the leadership role, guiding and directing the team toward their goals. On the other hand, project management systematically applies processes, methods, knowledge, skills, and experience to achieve the project objectives. Effective project management often requires strong leadership to guide the team through the project’s complexities and challenges.
5 Essential Project Leadership Skills
Project managers execute allocated project tasks through their project teams. They learn the technical, business, and leadership skills to manage their project teams effectively. In addition, they use strong leadership skills to motivate their teams to complete project deliverables and achieve project goals.
Project managers’ essential leadership skills begin with encouraging and inspiring their teams. However, the five critical project leadership skills are equally vital in enhancing team performance.
5 Essential Project Leadership Skills
- Communication
One of the most important project management skills is communication. Leaders must communicate effectively because a significant portion of their work includes collaboration. If you can communicate, you can collaborate properly.
Leaders can communicate ideas to people and groups in person, over the phone, or via web conferencing. They can also present their ideas to ensure the message is shared and understood. However, communication is more than just passing on messages and conversing with people. Communication is one of the most important characteristics of a project manager, especially in a leadership role.
- Team leadership
The leader establishes the vision and motivates others. Someone with outstanding project leadership skills fosters team agreement and togetherness while managing day-to-day operations.
Team leadership on projects entails establishing an environment in which everyone may thrive. People are lured to the project culture that surrounds them. Stakeholders want to be part of the project because they know you will complete the task while creating a pleasant working environment.
- Conflict resolution
Conflict is unavoidable when introducing or modifying something. However, effective leaders understand how to use conflict to their advantage since the finest solutions emerge when ideas are challenged.
Conflict may benefit teams by allowing all voices to be heard and opposing viewpoints to be expressed, frequently resulting in a better solution and more successful project outcomes. However, leaders must be equipped with conflict resolution skills to recognize and address conflict before it becomes a problem for the team. Therefore, another crucial core competency of project management is dealing with conflict in various ways.
- Motivation
Leaders motivate others to act even when they are not technically in charge. As a project manager, one determines what makes the other team members feel they’re giving their best. The project leader should do their best to deliver this. Everyone is driven differently, and motivation changes over time. Great leaders see these disparities and establish a great work environment to enable their workers to achieve their full potential.
- Crafting solutions
Empowering the team and the larger stakeholder community to participate in developing solutions is part of fostering a positive working culture. That entails removing roadblocks so that each team member may fulfill their work and contribute new ideas without concern about something getting in the way.
Empowering leaders also allows them to make decisions down the hierarchy to the lowest feasible level, allowing specialists to judge the solutions required to keep the project going. This empowerment fosters a positive working culture and inspires team members to take ownership of their work and contribute to the project’s success.
Leadership Styles and Theories
There is no single style to leadership, nor is there a particular type of person who makes a great leader. Instead, according to project leadership theory, a great leader is a mix of traits and the capacity to adapt to diverse conditions. This adaptability reassures individuals that leadership is not a fixed trait but a skill that can be developed and enhanced.
Leadership is something one can learn, and one can enhance one’s talents by understanding leadership theories in management. The three basic leadership theory categories that apply to project delivery are:
Leadership Theories
- Trait theories
Project manager strengths are related to trait theories. This perspective on leadership identifies the abilities and attributes that are beneficial while leading a team. Resilience, honesty, trustworthiness, aggressiveness, and so on are examples.
There was a system of thinking that stated certain characteristics were innate and that you were either born with them or not. Fortunately, this notion is no longer present in leadership concepts and theories. We know that an individual can act to become more aggressive and resilient or develop any other leadership trait.
- Behavioral theories
Behavioral leadership theories concern what a leader does. For example, some Corporate leaders are dictatorial and make decisions without consulting their employees. Others are more collaborative, inviting feedback and empowering their employees.
Both strategies are acceptable, and any combination of the two. However, there is a time and place for every style: you wouldn’t expect a combat leader to order a huddle so the team could discuss possibilities, would you? In that case, a choice must be taken immediately. Thus, a collaborative, listening leadership style would better engage the community.
- Situational theories
Situational leadership is deciding which leadership style to employ in any given scenario. These leadership theories are often known as contingency theories.
They analyze whether using a task-based or a people-based approach is more effective. They also take into account the individuals you lead. What type of encouragement and support do they require? A leader tailors their leadership style to the demands of the team, the business environment, and project circumstances. Someone who has never done specific work before will require more hands-on assistance from their team leader than someone confident in completing that activity.
Project Management Leadership Styles
Leadership in project management is essential for success. A project is a substantial and necessary endeavor in any business organization that requires full concentration and dedication from all participants. The success or failure of any business project can influence the company’s path. Project management is a critical role that may be entrusted to anybody, especially in today’s technology-driven business environment, where change is inescapable.
The ultimate success of every project is determined by project leaders, who have the authority to manage and oversee all project activities and make critical project choices. Similarly, failure to accomplish project objectives is the responsibility of the project’s leaders or management. Failure or inability to use the authority conferred upon them to ensure the project’s success is regarded as a point of accountability.
It is important to note that any project a firm does should strive to achieve certain goals that will enhance business operations and increase profitability, performance, output, and overall success in its objectives. As a result, project management is a critical function that leaders and anybody charged with project leadership must take seriously and utilize their effective leadership skills to ensure success.
Here are the six important project management leadership styles.
Project Management Leadership Styles
- Affiliative Leadership
This leadership style has a positive impact on a project team. This leader aims to create emotional bonds inside the organization to generate a sense of belonging and connection. When teammates require personal assistance or the team has to rebuild trust, the affiliative strategy is most successful. Because a single focus on praising and nurturing may result in poor performance and a lack of direction, this strategy should be used in various ways.
- Authoritative Leadership
Authoritarian leaders generate an entrepreneurial spirit and a strong devotion to the cause. Moreover, the traditional method works effectively when the team needs a new vision owing to changing circumstances or when clear guidance is unnecessary. Therefore, more utilization of this style would result in better project team outcomes without negative consequences, as this style has a generally positive effect throughout the organization.
- Coaching Leadership
This project management approach encourages team members to expand their capacity and capability as project contributors, which benefits the whole project team. This approach is the most effective coaching technique when a leader wants to assist colleagues in creating long-term personal characteristics that will help them succeed. However, it falls short when teammates are relentless about staying the same or learning or when the leader needs more aptitude.
- Coercive Leadership
Project managers rarely use this tactic, which would be more evident in times of crisis, such as when a project deadline was approaching and at risk of being missed.
- Democratic Leadership
This leader achieves successful compromises through teamwork. In a PMO, for example, each team member contributes to defining and measuring the PMO’s objectives. When the leader wants the team to buy into or own a decision, strategy, or goal, or when they are unsure and need new ideas from competent colleagues, the democratic method works well.
- Pacesetting Leadership
This leader anticipates self-management. The pacesetting approach works most effectively when the team is already motivated and talented and the leader demands quick results. This approach is popular, especially when a project nears major milestones. Although this method generally harms project teams, it can be beneficial in some situations.
Impact of Good Leadership on a Project
Many studies have highlighted leadership as one of the key reasons for project failure. On the other hand, projects with strong leadership and organizational support outperform those without.
Impact of Good Leaders on a Project
- Work moves forward quickly
When an individual actively leads, the work proceeds quickly as the choices are made on time. This move allows the project to be completed on schedule while delivering all planned project scope elements.
- The project has a clear direction
A leader ensures that the team knows and supports a common goal. A clear direction gives context for decision-making and ensures that everyone knows what the project will deliver.
- Conflict is resolved quickly
The project leader is constantly looking for conflict and can intervene to handle it before it escalates into a crisis.
- Interpersonal Skills
Project leaders must have interpersonal skills such as questioning, listening, and speaking to establish successful and compelling interactions with team members.
Experts in project management believe that projects are more likely to fail if project managers lack excellent interpersonal skills. Because much of a project manager’s duties involve communicating with stakeholders, one must have great interpersonal skills to lead from the front.
- Creating Excitement and Maintaining a Positive Attitude
The most crucial project manager leadership skills are boosting team members’ enthusiasm and displaying an optimistic attitude, especially in times of crisis. In addition, project management and leadership are about instilling trust in teams that there will always be a solution, no matter how serious a situation is.
- Honesty
When defining ethical guidelines and supporting transparency in communication, project manager leadership skills should embrace honesty.
Honesty and integrity are two fundamental traits of project management leadership that project managers should cultivate to increase trust among customers, members, management, and other stakeholders.
- Decision-Making
The project manager has the last say in simplifying processes and solving difficulties. As a result, the project manager’s capacity to make informed judgments is a critical function of leadership in project management.
Decision-making is an important project manager leadership skill that directly influences project outcomes. Therefore, to advance in their careers, all prospective project management professionals must master decision-making abilities.
Leadership mindsets are driving the new economy
Mindsets are mental maps that reflect and govern how individuals act in organizations. They convey how individuals work and what they stand for. So, what leadership characteristics do respondents and experts believe are necessary for success in the digital economy? World Economic Forum survey data states four leadership mindsets driving the new economy: producers, investors, connectors, and explorers.
Leadership Mindsets Driving the Digital Economy
- Producers
The producers’ mindset blends with creating consumer value, emphasizing analytics, digital savvy, execution, and outcomes. Producers use analytics to expedite innovation that addresses shifts in customer preferences and enhances customer and user experiences.
- Investors
Leaders with an investor mindset seek a purpose for their firm beyond improving shareholder returns. They are committed to growth but in a sustainable way. They are concerned about the areas in which they operate, their personnel’s welfare, and ongoing development. They focus on increasing the value of their clients rather than treating them as money sources.
- Connectors
Leaders with a connector’s mindset see that mastering connections and networks is the new currency driving corporate performance in the new economy. Connectors understand this fundamentally. It’s how they work. They constantly bring various stakeholders from within the organization and ecosystem partners together. Connectors recognize the importance of building a feeling of community and belonging, which is especially vital in today’s fast-paced, breakneck-speed world when losing contact with the human touch is too easy.
- Explorers
Leaders with an explorer’s mindset are curious and innovative and thrive on ambiguity. They constantly experiment and learn by listening to a wide range of voices. Establishing behavioral standards encouraging risk-taking and failure, reverse mentorship, and a deep curiosity about how new forces shape the competitive environment are strong indicators of an explorer’s attitude.
Final Thoughts
Project management is a demanding task requiring effective leadership styles and traits for the project’s overall success. Successful project leadership involves team building, adaptability, communication, and effective planning skills. As a result, leaders play a fundamental and crucial role in project management since their approach decides whether a project will succeed or fail.
Project management is different from leadership. Successful project managers may need to be more effective leaders. However, they can learn leadership qualities and become successful leaders. In today’s firms, competent project managers must also be strong leaders. Successful project managers may use their innovative and creative capabilities to assist them in acquiring leadership skills that will complement their project management abilities by recognizing the difference between project management and leadership and adopting the road to becoming influential leaders.
The common component of project management and leadership is the standard by which the project manager and leader’s performance is judged. A project manager’s success and a leader’s effectiveness are evaluated in terms of the performance of the followers—the team’s performance. As a result, improving project managers’ leadership skills with an emphasis on abilities to increase team performance should be a key factor.
Leadership is critical in project management and must be balanced. It impacts project success and the value offered to the organization. The good news is that the finest project management training incorporates leadership concepts, providing employees with a well-rounded understanding of what it takes to lead a project.
With advanced certifications like PMP®, Agile, PgMP®, and PfMP® certifications, one can develop project management skills, be a good problem solver, be a more competitive candidate for positions, and be a successful project leader. In today’s competitive business world, one must be skilled and experienced to succeed and grow their career.
by DharamCW | Jun 29, 2024 | General
Today’s organizations are structured through many time-limited programs that transform organizational strategy into action. These programs necessitate a visionary mindset to align program goals with the organization’s strategic objectives. While project managers direct project work, they ensure individual projects align with program goals. Thus, program managers see their role as strategic and play an important role in managing the implementation of the organization’s strategic objectives by ensuring that the overall mission is met through the successful completion of planned programs.
Core Competencies of Program Managers
There are many similarities between a good program manager and a good project manager. However, a program manager must have broader organizational knowledge than a project manager. In addition, programs frequently necessitate strategic visioning and planning skills to align overall program goals and benefits with the organization’s long-term goals.
Here are the top ten core competencies of Program Managers:
Top 10 Core Competencies of Program Managers
1. Leadership and Teamwork
The program manager is the team’s leader and is accountable for the program’s overall success. As a result, it is critical to have a clear vision and the ability to communicate it effectively to all employees, whether charismatic, supportive, or inspiring. The program manager’s strong leadership provides direction, builds morale, and inspires the program and project teams.
As the team leader, the program manager is responsible for engaging all team members and fostering collaboration, individual commitment, and accountability. A program manager must decide which tasks can be assigned and who can delegate them. Understanding what to delegate and how to delegate is critical.
2. Planning and Organizing
Programs frequently necessitate strategic visioning and planning skills to align overall program goals and benefits with the organization’s long-term goals. Therefore, the program manager must be skilled at planning and organizing for the best outcomes. Aside from the program schedule, creating a Work Breakdown Structure (WBS) for the program at the summary level is critical. It also allows control accounts to manage cost, schedule, and scope. In addition, a well-designed Work Breakdown Structure (WBS) helps organize the team at the start of a program and makes change management easier.
3. Communication
A program manager must be a good communicator. Effectively moving information between project resources is critical to a program’s success. To ensure the success of the team and project, the program manager must be able to negotiate effectively and use persuasion when necessary.
Thus, effective communication entails breaking down barriers within and across projects and functional departments.
Communication “hard skills” include gathering and disseminating performance data, such as status reports, progress measurements, and forecasts. In addition, the program manager must communicate effectively with the program and project teams, top management, and stakeholders. For the project’s success, vertical and horizontal communication must be fluid and transparent.
4. Ethics and Ethical Values:
One of the key aspects of effective program management is ethics.
The Code of Ethics & Professional Conduct emphasizes ethical values such as trust, honesty, accountability, respect, and fairness—these five values foster team harmony and professionalism, which leads to project success. Building trusting relationships across cultures, time zones, teams, and departments aids in the smooth operation of projects.
Trust is the common thread that connects different cultural differences, disparate work cultures spanning multiple time zones, team members with different behaviors, and departments with distinct objectives. A project leader must grasp this and cultivate trustworthy relationships.
Treating people fairly and demonstrating responsible, ethical behavior toward subordinates creates a working environment where employees feel safe, protected, and confident that there is no room for injustice or discrimination.
5. Internal and External Stakeholder Engagement
The program manager must be able to focus on both internal and external stakeholders simultaneously. Identifying and documenting all individuals or organizations impacted by the program and its projects and pertinent information about their interests and involvement significantly impacts program and project success. This process enables dealing with internal stakeholders (other project managers, senior managers, and the like) and external stakeholders (other agencies and regulators).
6. Political Understanding
Another skill that the program manager must have is the ability to understand the organization’s political environment. This understanding includes the political aspects of networking and strategic thinking to make the best decisions. With a solid understanding of the political environment, the program manager must form positive relationships to realize the program’s full benefits when the activities are transitioned to gain leverage and buy-in for overall program success. According to PMI’s The Standard for Program Management, well-managed stakeholder expectations and established buy-in can ensure program success. Knowing the firm’s working dynamic and environment is critical to the program manager’s success.
7. Knowledge management
A successful program manager should have a solid understanding of the organization and its business practices and familiarity with the technologies used in the program’s projects. In addition, program managers must have “hard skills” such as technical expertise and detailed cross-functional knowledge. This knowledge keeps the PM from being unduly influenced by functional experts who either have a plan or make decisions based on limited information.
The program manager is responsible for interpreting, implementing, and reviewing program policies, procedures, and requirements and communicating these to all program team members and project managers.
8. Financial Management
In today’s environment of scarce and competitive resources, program managers must understand how to finance their programs with speed, economy, and efficiency. Program managers are in charge of budgeting and calculating the return on investment (ROI). Therefore, they must be familiar with the program’s financial aspects to keep the budget under control at all times. In addition, they will be required to make decisions that will directly impact the budget and ROI for all projects within the program; therefore, program managers must be knowledgeable about the financial issues involved.
9. Risk management
Program management works tirelessly to reduce business risk. However, a project with no risk has little potential for reward. Effective risk management necessitates identifying risks, assessing their potential for harm, and developing plans to address the threats. Program managers are in charge of gathering all risks from functional teams and leading the team through a risk analysis exercise to determine which risks are program-level and project-level.
The program risks are then classified and prioritized based on their potential impact on the program. Finally, a similar exercise is performed to mitigate project risks throughout the life cycle to reduce overall program risk.
10. Project and Process Management
Transitioning from project management to program management necessitates a greater emphasis on the horizontal domain and less on technical capabilities. This action requires the program manager to prioritize strategic efforts over tactical skills, which can be delegated. Therefore, the program manager must have excellent project and process management skills, ideally with prior project management experience.
Managing program complexity through efficient and effective project management is critical for program management. Program management imposes structure and provides a framework that breaks down the complexity of managing a group of dynamic, time-limited projects into more manageable and cost-effective elements. This framework is critical for planning, scheduling, budgeting, and quality control. In addition, a program manager with strong core project and process management competencies can successfully lead between and across multiple projects.
Leadership Styles for Future Project/Program Managers
One of the potential success factors for both program and project managers is leadership style. A project manager can become a great project leader by understanding leadership styles and their impact. As a result, the program and project managers must determine the best leadership style for each project team. Some of the most common project management leadership styles are:
Leadership Styles for Future Project/Program Managers
1. Coaching leadership style
The coach’s leadership style is one of the most advantageous to employers and employees. But unfortunately, because it takes more time than other types of leadership, it is also one of the most underutilized.
2. Visionary leadership style
A visionary leadership style is advantageous for small, rapidly growing, and larger organizations undergoing transformations or corporate restructuring.
3. Servant leadership style
Servant leadership is an excellent leadership style for organizations of any size or industry, but it is especially common in non-profits. These leaders excel at boosting employee morale and reinvigorating employees’ interest in their work.
4. Autocratic leadership style
Autocratic leadership can benefit organizations with strict guidelines or industries that rely heavily on compliance. It can also benefit employees who require extensive supervision, such as those who need more experience. However, this leadership style can stifle creativity and make employees feel confined.
5. Laissez-faire leadership style
Unlike autocratic leadership, laissez-faire leadership focuses on delegating many tasks to team members and providing little supervision. Furthermore, because a laissez-faire leader spends less time managing employees, they often have more time to devote to other projects.
6. Democratic leadership style
The democratic leadership style is a hybrid of autocratic and laissez-faire leadership styles. Before making a decision, a democratic leader solicits and considers feedback from their team. This style is frequently credited with increasing employee engagement and workplace satisfaction because team members believe their voices are heard, and their contributions are valued.
7. Pacesetter leadership style
One of the most effective ways to achieve quick results is to set the pace. Pacesetter leaders are mainly concerned with performance, frequently setting high expectations and holding their team members accountable for meeting them.
8. Transformational leadership style
Like the coaching style, the transformational style emphasizes clear communication, goal-setting, and employee motivation. However, the transformational leader is motivated by a commitment to organizational objectives rather than putting most of one’s energy into each employee’s goals.
9. Transactional leadership style
A transactional leader, similar to a pacesetter, is laser-focused on performance. Under this leadership style, the manager establishes predetermined incentives, usually monetary rewards for success and disciplinary action for failure. However, unlike pacesetter leaders, transactional leaders are equally focused on mentorship, instruction, and training to achieve goals and reap the rewards.
10. Bureaucratic leadership style
Bureaucratic leaders, like autocratic leaders, expect their team members to adhere strictly to the rules and procedures. The bureaucratic style focuses on fixed duties within a hierarchy. Each employee has a set list of responsibilities, and collaboration and creativity are not required.
Adapting Agility during Digital Transformation
Thriving in today’s competitive environment is a difficult task. Businesses must find ways to keep up with the trends as almost every industry is rapidly evolving, fueled by technological advances. As a result, many adopt an agile mindset to remain sustainable and efficient.
The ability of a company to change or adapt quickly to market changes is referred to as business agility. The idea is to manage operations and resources flexibly and responsively to maximize business value. Concurrently, digital transformation is upgrading business processes using modern technologies to improve performance and overall efficiency.
Based on the agile project management philosophy, the business approach is gaining traction among forward-thinking organizations. It enables them to recognize and capitalize on potential opportunities ahead of the competition. Companies concentrate on three key areas for improvement:
• Strategy
• Organization
• Operations
Business agility is no longer an option in the age of digital transformation. Instead, it is an essential component of any successful business. As technology changes the world at breakneck speed, the program manager must be adaptable and develop alongside it.
Are Program Managers adapting to the agile environment?
Traditional project management entailed following a pre-defined plan to achieve pre-defined goals. However, in an agile environment, the concept of “done” is rapidly becoming obsolete. So, what does it take to manage projects effectively with constantly shifting requirements?
• Managers must first understand their organization’s goals when implementing agile workflows.
• Following that, they must reconsider their success metrics: rather than meeting a predetermined budget, timeline, or scope of work, project managers should focus on metrics such as development cycle time and the proportion of decisions made based on objective data.
• Finally, agile project managers must continuously examine their processes and seek to adapt and improve themselves to meet the evolving needs of their customers and coworkers.
Skills for a Hybrid Working Environment
Flexibility takes many forms as the world enters the “new normal” of business. However, the new flexible work models present some difficulties. To be successful in hybrid work, specific skills are required. Here is a list of five skills to concentrate on as you prepare for the new work environment.
Skills for a Hybrid Working Environment
1. Technology and Processes
2. Online Security
3. Communication
4. Team-Building
5. Leadership
Every organization’s flexible work patterns look different. Additionally, there is no “one-size-fits-all” approach to implementing a hybrid work model. But, regardless of the circumstances, one thing is certain: training will be critical to your success.
Relevant information is critical. The right delivery methods are also important if you want them to stick. Finally, reaching and engaging your employees is critical to providing meaningful training. Use the best digital solutions to level the playing field for both in-office and remote employees. No matter where your employees are, the right approach will set them up for success.
Significance of Upskilling Project/Program Managers
Project/Program managers are valuable professionals who can work in various industries. It is frequently a highly sought-after position with numerous responsibilities. According to a study by PricewaterhouseCoopers, project management is critical to business performance and organizational success for 97% of organizations.
To ensure that a project management career takes off, one must have a mix of technical and soft skills. The top eight skills are listed below.
Significance of Upskilling Project/Program Managers
• Leadership
• Budgeting
• Communication
• Time Management
• Risk Management
• Problem Solving
• Organizational
• Planning
The world of project and program managers has changed significantly in the last few decades, with increased competition and the drive for efficiencies forcing companies to work differently. As project managers advance in their careers, they gain experience managing multiple related projects and making decisions that advance strategic and business objectives. As employers seek program managers to support the organization’s strategic goals, PgMP® credential holders will have a distinct advantage in employment and promotion opportunities over their peers.
How PgMP aids in gaining program managers’ knowledge
The Program Management Professional (PgMP®) certification is a visible indication of advanced experience and skill. As a result, it gives one distinct advantage in employment and promotion. As on 6th June 2024, there are 6,358 PgMP® that exist worldwide. The PgMP® is intended for professionals who have advanced in their careers and can manage multiple projects to ensure the success of a program. Furthermore, PgMP® holders are expected to manage complex tasks across multiple organizations, geographic locations, and cultures.
PgMP® Certification Benefits
PgMP Certification Benefits
Enhanced Strategic Decision-Making:
The PgMP® certification equips program managers with the skills to make strategic decisions that align with organizational goals, ensuring the successful integration and delivery of multiple projects.
Improved Stakeholder Engagement and Communication:
Certified PgMPs are trained to effectively engage and communicate with stakeholders at all levels, fostering trust and ensuring stakeholder needs are met throughout the program lifecycle.
Mastery in Benefits Management:
Gain expertise in identifying, planning, and realizing program benefits, ensuring that the program delivers measurable value to the organization and its stakeholders.
Robust Governance Frameworks:
Learn to develop and implement robust governance frameworks that ensure program alignment with strategic objectives, risk management, and compliance with organizational standards.
Also, while preparing for PgMP® Certification, you will learn the best practices for conducting your programs more efficiently and achieving great results for your organization. This aspect might assist you in securing better pay and a higher position. In addition, you will be recognized as a certified program manager.
Final Thoughts
Program management will only be effective if the anticipated benefits are realized and effective leadership is at the top. Often, programs fail to achieve the organizational goal due to a lack of management skills in dealing with the program’s complexity and demand. Competence and skills are entirely different concepts, with skills acquired through training and competence referring to the level of proficiency in applying the acquired skills. The skills and competencies of a program manager and a project manager are similar. Still, those of a program manager are expected to be deeper and much more strategic in aligning a series of projects.
When program managers use their unique perspectives and insight to guide programs in the most strategically advantageous way, they can provide long-term value for the company’s vision and direction. Any organization that manages more than one project at a time will benefit from the assistance of a program manager.
by Dharam CW2 | May 31, 2024 | General
Many PMOs recognize digitalization as an essential step in their organizations’ journey toward project management maturity. As a result, the Project Management Office (PMO) must shift its focus from project governance and delivery to supporting digital transformation.
To keep up with the evolving demands and needs of an increasingly digitized world, digital transformation has to be drifted through organizations of all shapes and sizes. However, many realize that successful digital transformation entails changing foundational cultures, structures, and methodologies and implementing digital tools. As organizations expand to accommodate this change, the PMO’s role within those organizations must change to do the same.
Digitalizing PMOs
Digital transformation is a familiar idea. Businesses constantly look for new ways to adapt and leverage emerging technologies to improve their business processes. Before the pandemic, PTC research found that 70% of organizations had or were working on a digital transformation strategy.
The PMO is crucial to achieving an organization’s strategic goals. If PMOs are to be an organization’s strategic drivers, they must expand their role beyond its traditional boundaries. They must assume their strategic role by leading change and capitalizing on opportunities in the digital space. PMOs must be at the forefront of emerging technologies, constantly evaluating opportunities and implementing new strategies. The recent pandemic and sudden shift to remote work have highlighted the challenges of developing community and culture through digital spaces. Here are some ways that PMOs can help the organization drive into digital transformation.
Five ways the PMO drives digital transformation
- PMOs can inspire and encourage change.
- PMOs act as the strategic arm
- PMOs provide support and insight.
- PMOs properly manage transformations.
- PMOs enable successful digital adoption.
Five ways the PMO drives digital transformation
How PMOs can aid an organization’s digital transformation
The nature, ownership, and stakeholders of IT strategy, governance, and management activities are changing dramatically due to digitization. According to Gartner research, 87% of organizations prioritize digitization. Furthermore, technology is now responsible for 77% of an executive’s top priorities.
Advantages of PMOs
As a result, PMOs are under intense pressure to transform. Unfortunately, their project, program, and portfolio management processes are designed for predictability and consistency rather than the speed and flexibility required to meet digital demand. Most PMOs have three significant advantages, which are either inherent due to the PMO’s role or location or have been developed through previous experience:
- A neutral enterprise perspective: As capital allocation and portfolio prioritization approaches change to enable the funding flexibility required for digital work, the PMO’s impartial, enterprise-wide perspective on demand, investment, and resource utilization is hugely valuable.
- The ability to operate via influence: As organizational boundaries become more fluid and who “owns” project management becomes less certain, influencing and enabling others, rather than direct ownership, becomes even more critical.
- Stakeholder insight: As digitization spreads throughout the business and accounts for an increasing proportion of work, there are more first-time stakeholders and greater stakeholder complexity for each piece of work. Understanding the preferences of these various stakeholders and experiencing synthesizing their feedback becomes critical in delivering results from digital work.
Elements Driving Digitalization
Traditional businesses worldwide have long recognized that digital transformation is the key to thriving in a fast-paced world. Digital transformation involves integrating digital technology into all aspects of a business. It fundamentally alters how businesses operate and provide value to customers. It increases efficiency, transparency, customer experience, employee engagement, and culture and saves time and money. Modern digital tools have elevated the project management process to new heights.
The following are the seven critical elements of a successful strategic digital transformation framework:
Elements Driving Digitalization
- Strategy and Leadership
An effective game plan is an obvious but frequently overlooked component of a digital transformation strategy. Instead, what matters is “how and who” formulates the strategy. A basic strategy and the appropriate technologies can help you digitize or digitalize your business, but transformation requires the right mindset and guidance. As a result, strategy combined with the right leadership is the first and most important component of an effective digital transformation strategy.
Visionary leadership combined with the appropriate digital transformation strategy can achieve a better, smoother, more cost-effective, and time-effective plan for your business’s transformation.
- Culture Change and Communication
Prepare for a massive cultural shift. A company’s clients and employees are typically resistant to significant changes, making implementing any transformation challenging. However, any successful digital transformation program must include culture. Therefore, giving your employees advanced training in good communication will be advantageous.
- Discuss the digital transformation strategy with your employees and how it will benefit all stakeholders.
- Conduct training sessions with your employees ahead of time to prepare them.
- You can prepare your employees by demonstrating the importance of aligning culture with new initiatives.
- Optimization of the Process
Every business has various processes and operations that can be improved to make workflows more efficient and effective. As a result, when developing a digital transformation strategy, consider business process optimization.
The strategy must optimize the business process while meeting customer and internal team goals. The digital transformation strategy must cover all interconnected business processes to achieve maximum output.
- Data Curation
One of the primary reasons for implementing digital transformation is to eliminate your business’s pain points for your team and your customers. But how will you know what these aches and pains are?
Data analysis and integration can assist you in locating them. People frequently choose their preferred technologies when developing transformation strategies before analyzing their data. Data analysis and the dissemination of its results can assist the team in identifying the best solutions to problems, leading to developing a better digital transformation strategy and making the most of the transformation process.
- Technologies to be Implemented
Finding the right technologies for your business is one of the most crucial steps in creating a digital transformation strategy. Introducing new technologies into your business will necessitate a significant financial investment, so it must be done correctly to avoid the need for additional funds. Any impactful strategy for digital transformation will always include options and budget constraints to help you make the best decision possible. Whether dealing with legacy system updates, application modernization, or implementing entirely new digital systems, you must find the best technology.
Some cutting-edge technologies that must be incorporated into your digital transformation strategy are:
- Cloud and Distributed Platforms
- Data Analytics & Artificial Intelligence
- Digital Experience and Digital Reality
- Team Structure
Harvard Business Review says digital transformation is about people, not tools. As a result, team structure is a determining factor in delivering results by the Digital Transformation Strategy.
The scope of the project should determine the team structure. The following components should be included in the digital transformation initiative:
- Pack of Leaders
- Business Experts
- The cast of Coders and Designers
- Results – How to Measure the Success of Your Digital Transformation Strategy
Your company’s digital transformation outcomes will greatly influence how you lay out your strategy. The outcomes will always vary depending on the practices and technologies used. Your digital transformation strategy’s success is dependent on its agility. First, of course, you must stick to your detailed strategy, but you must also be open to changes if things don’t go as planned.
By developing an effective, clear, and robust digital transformation strategy, you can ensure your company’s digital transformation goes as smoothly as possible. A digital transformation strategy is similar to a personalized road map for significant changes in your business operations. However, it requires significant financial investment, time, and technical expertise.
From Traditional PMO to Agile
Traditionally, PMOs have focused on maintaining project control to complete projects on time and within budget. However, in today’s increasingly complex and changing competitive environments, agile management is gradually displacing more traditional management methods; PMOs that remain anchored in this “classic” management model risk disappearing if they do not set the following objectives:
Transforming the PMO
- Empowering PMOs in the organization’s value streams
Organizations are now focusing on the value they provide to their customers and how different areas and departments contribute to that value creation. Suppose PMOs stick to their command and control model to ensure that projects are delivered on time and within budget. Their contribution to the organization’s value streams will be marginal, and senior management will view them as an unnecessary expense for the company.
- Collaboration and agility at all levels of business
Silo-based organizational models need to gain ground in agile and collaborative environments. As a result, PMOs must evolve beyond simply providing Project Managers with the tools they need to complete the organization’s projects.
On the one hand, PMOs must maintain open lines of communication with senior management to align the Project Portfolio with the organization’s goals. On the other hand, it serves as a reference point for stakeholders and project work teams, providing real-time information on project status and support at all levels for proper project implementation.
- Towards Agile Project Portfolio Management
Change is the norm in this new competitive environment, with highly volatile markets demanding businesses to bring products and services to market as quickly as possible. As a result, company objectives can shift dramatically quickly, necessitating a rethinking of project portfolio prioritization. This phase is where PMOs must adapt to this new environment and manage key project management issues like prioritization, resource management, budgets, or delivery dates in an agile manner, as well as learn to react to changes in their project portfolios in an agile and efficient way without losing sight of the organization’s objectives.
Post-pandemic challenges for PMO
If PMOs establish these three goals, they might avoid extinction because senior management will no longer recognize their value to the organization.
It will be challenging, and the Project Management Office will face several challenges as it adjusts to the new reality. In particular, the PMO will face some challenges for its role to be perceived as critical to the organization’s value streams:
- Coincide the project portfolio with the overall strategy of the organization.
- Resource management is a real challenge for PMOs.
- Responsiveness to changes in the project portfolio.
- Fluent in communication with the organization’s senior management.
- Embrace Agile Leadership.
- Standardization of processes and workflows.
- Renewal of project portfolio management tools.
Mitigating mediocre implementation of Programs
There are always equal chances of success and failure in programs/projects. As a result, it is critical to understand how to avoid and overcome project failure. There are numerous reasons why a PMO succeeds or fails. Still, the most common reasons for failure are often not related to process or technology issues but to “people issues” in an organization.
How to avoid PMO Failures
Here are the most common reasons why PMOs fail:
- Adopt the Proactive Approach
After many years, project managers gain the skills and knowledge needed for the current project from their experience. As a result, an experienced and highly skilled project manager is equipped to deal with customers and avoid project failure. If you are new to project management, consult a professional mentor to discuss your concerns and receive appropriate advice based on their experience. If you have project management experience, you should apply your skills and knowledge to the project and be aware of the common causes of project failure.
- Plan the Project’s Strategy and Project Implementation
The most important stage of any project is planning. Most of the time, proper attention is not given during the planning stage. If you plan properly, you will increase the project’s chances of success. After scheduling your project, use the Project Management Life Cycle to begin project execution.
- Manage the Project Goals
It would be best to document the project’s decisions, actions, and outcomes before beginning, during, and after completion. To avoid project failure, it is always necessary to ensure project deliverables and work appropriately with customer requirements. Never rely on understanding, verbal agreements, or memory for project implementation decisions.
- Avoid Unrealistic Expectations
Always set realistic expectations and time frames with stakeholders, team members, or customers to meet your project’s deadline. This move is related to the proper project start but goes deeper until completion. To avoid project failure, realistic expectations for team members must be set based on their capabilities. It would help if you encouraged them to work enthusiastically and push themselves beyond their comfort zone to meet the project’s objectives.
- Track Project’s Progress
Project planning will assist you in determining where your project should be now. In addition, you should know how much of the work has been completed, whether your work is on schedule, proceeding as planned, and so on. These three parameters govern any project and are critical in preventing project failure.
- Identify Risk Factors
The best way to avoid risk is to identify, analyze, and respond to risk factors. So, if you identify the risks and potential issues early on in the project, your project team can avoid them with appropriate actions. In addition, identifying and resolving risk factors will assist the project manager in lowering the likelihood of project failure. As a result, you can perform proper risk management and avoid project failure.
- Use Correct Methodology
One of the most important decisions a project manager must make is the methodology to use for project management. What you choose will have a significant impact on teamwork. However, each methodology has advantages and disadvantages depending on the project type and scope. Here are some top project management methodologies to consider.
- Waterfall method
- Agile/Scrum
- Hybrid approach
- Critical Chain Project Management
- Integrated Project Management Technique
- Critical Path Method (CPM)
All project management methodologies cannot be regarded as the best for all projects, so one can understand the project requirements and select the best option. The correct methodology will assist you in achieving the project goal within the specified time frame, thereby avoiding project failure.
- Focus on Stakeholder’s Requirements
As we all know, a project will only succeed if it meets its objectives and exceeds the expectations of its stakeholders. Therefore, to be successful in project management, all team members must be actively involved in the project and committed to its success. Devoting entails writing down the following stages:
- The competent initiative assists the team in implementing various tasks throughout the project life cycle.
- Adequate funding ensures the organization’s cost-generating department has enough money to fund the projects.
Final Thoughts
In today’s fast-paced and dynamic business environment, agile working methods might provide significant added value that should be noticed.
Digitalization is making projects more complex. As a result, the use of technology to manage projects is growing, and project teams must be cross-functional to achieve project goals. Agile project management provides an opportunity to respond quickly to new requirements and be more visible in the market. For organizations that use a traditional approach to project management, the transition to an agile PMO is part of their digital and agile transformation.
It should be noted that this is not an evaluation of “better” or “worse” methods. When used correctly, each project management method can reveal its strengths. It is critical to think about, use, and improve them.
by Dharam CW2 | Apr 2, 2024 | Program Management, Uncategorized
Join Justin Buckwalter, PfMP, PgMP, PMP, PMI-ACP, PMI-RMP and me in our latest episode as we explore the transformative journey “From Program Managers to Changemakers.” We discuss how program managers can evolve into forces of change, leading projects and teams toward impactful innovation. We also differentiate the roles of change managers and changemakers and uncover the strategies that drive successful organizational transformation. Additionally, we delve into the significance of the Agile Manifesto for changemakers and how they emerge as next-generation leaders in a VUCA (volatile, uncertain, complex, ambiguous) world. This episode is a must-watch for those ready to lead change and inspire their teams to do the same.
🔗 Watch now: https://youtu.be/QO4oR_wuZ0E
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by Dharam CW2 | Mar 15, 2024 | General
Managers who practice both strong management and effective leadership skills are successful project managers. Management skills are different from leadership skills. Effective leaders develop new leadership skills to enhance the ones that help them succeed as managers.
Organizations require effective leaders to achieve their strategic goals through programs and initiatives. Therefore, organizations need successful project/program managers who are also effective leaders. But what kind of leadership skills do project managers require? Are project management skills insufficient?
Project management differs from leadership. However, although project management differs from leadership, the two have some similarities. For instance, the performance of a project manager and the leader’s efficacy are both judged in terms of the performance of the followers—the team’s performance. As a result, focusing on team performance is a critical component of building project managers’ leadership skills.
Leadership Effectiveness
Leadership Effectiveness
On a macro level, leadership effectiveness is defined by a leader’s ability to gain support and influence throughout an organization to guarantee that everyone is going in the same direction to achieve common goals. It effectively measures a leader’s ability to lead, influence, manage, advice, and build their team members. The total growth and performance of the teams may be used to assess leadership effectiveness. Those who report high levels of productivity, performance, employee happiness, and well-being indicate high levels of leadership effectiveness.
A good leader inspires the best in others. These leaders understand how to create the ideal corporate vision, establish the proper values, and assist employees in focusing on and improving their skills. Great leadership reflects great performance, not just complex numbers. Workers and the organization will improve if leaders establish a great corporate culture and help employees thrive.
Program management
According to the Standard of Program Management – Fourth Edition, Program management is “the application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by managing program components individually.” Program management involves aligning program components to ensure goals are achieved and benefits are optimally delivered. Program management is performed by a program manager authorized by the organization to lead the team(s) responsible for achieving program goals and objectives.
Ways to improve leadership effectiveness in Program Management
Ways to improve leadership effectiveness in Program Management
- Ensure clarity and visibility of goals
You may begin your path to improve leadership effectiveness in your business by encouraging leaders, managers, and executives to focus on objective clarity and visibility. This move has multiple aspects. First and foremost, the goals must be very clear. As a result, goals must be SMART for effective leadership, and adopting an OKR approach will make sense.
Second, for comprehensive visibility, the goals must be communicated to everybody. On the one hand, everyone in the team has to understand the organization’s goals and their role in attaining them.
- Facilitate accountability and responsibility
Second, exercising accountability and responsibility is critical for leadership success. Encourage your leaders to take accountability for their actions. The goal is to encourage them to be interested in increasing their leadership effectiveness. This aspect requires determining which skills and abilities to be acquired, as well as aspects such as emotional intelligence and empathy. When your leaders seek to improve themselves, they usually set a good example for others to follow, increasing their effectiveness as leaders since they may start a positive trend.
- Create a culture of feedback
Leadership effectiveness is heavily influenced by a leader’s desire to improve oneself. It is optional to self-assess the deficiencies and work on upskilling in this situation. Instead, it is critical to foster a feedback culture. First and foremost, it is vital to provide feedback to employees on their performance and to assist them in improving and growing along the way. This move will immediately influence organizational goals and define increased effectiveness.
Second, encourage your leaders to be receptive to employee input as well which will assist them in seeing and comprehending the gaps in their leadership style that may impede their success as a leader. Creating a feedback culture can promote improved outcomes, eventually enhancing leadership effectiveness.
- Build trust and transparency
Trust and openness are required for leaders to influence, direct, and build their teams to success. When employees trust their supervisors or leaders, they will follow them fully and offer their all. If not, following their manager will be a pointless exercise limiting leadership effectiveness.
Similarly, it is critical to be open and honest with all employees. Secrets, nepotism, preferences, and biases will be self-defeating if you want your leaders to inspire everyone collectively. Instead, everyone must be treated equitably, and all processes must be transparent to acquire team trust and influence them.
- Focus on continuous performance management
Effective leadership is not just about motivating and encouraging team members to follow a leader or manager but also about doing so in a way that leads to achieving a certain objective or high level of performance. As a result, boosting leadership effectiveness necessitates emphasizing continuous performance management.
Employees grow and develop when their leaders or managers regularly monitor and track employee performance and give frequent interventions and corrective steps to minimize risks or problems. As a result, they can motivate and inspire their team members, resulting in increased leadership effectiveness.
- Respect differences and promote inclusion
Members of each team come from various backgrounds, bringing with them different perspectives, ideas, and opinions. An effective leader accepts these differences, appreciates them, and recognizes their value. To boost leadership effectiveness, you must cultivate an inclusive culture. In addition, your leaders must understand the important skills and competencies each team member brings to the table and how the multiple views and perspectives offer the ideal breeding environment for creativity and success, resulting in leadership effectiveness.
- Foster a growth mindset
The last recommended practice for increasing leadership effectiveness is cultivating a growth mindset. It would be best to encourage your leaders to have a growth mindset during all interactions or choices they make. For example, when dealing with a team member, they must keep the employee’s personal and professional development in mind. Likewise, when making a strategic choice, they must link it with the organization’s goals and how it will eventually contribute to its success. With a development mentality, your leaders will guarantee that they lead effectively, strategically, and in the greatest way possible.
Leadership in Project Management
Leadership in project management is a vital ability for completing the project effectively. Leadership in a project setting, like leadership in other areas of business, necessitates demonstrating many talents and behaviors. Leadership is essential to ensure your initiatives’ success, from team direction to project governance.
Leadership and project management go hand in hand. You oversee the project and lead the team as the project lead. Setting the vision and encouraging the team to work together to accomplish it is a vital component of leadership. You can see how significant that is in a project environment. Delivering any project requires a team effort. While some teams work without a clear leader, in today’s business, it is more customary for someone to be in the leadership role, guiding and directing the team toward their goals.
5 Essential Project Leadership Skills
Influential leaders draw on many essential project management skills and competencies. The top five project management leadership skills are:
5 Essential Project Leadership Skills
- Communication
One of the essential project management characteristics is communication skills. Communication skills are essential for project leaders since their job requires collaboration. You can only collaborate efficiently if you can communicate clearly. Leaders can communicate ideas to people and groups in person, over the phone, or through other modes of communication. Therefore, communication is one of the most important abilities of a program manager, especially in a leadership role.
- Team leadership
The leader establishes the vision. They motivate others around them. Someone with outstanding project leadership skills fosters team agreement and togetherness while managing day-to-day team activities.
Team leadership on projects entails establishing an atmosphere in which everyone may thrive. People are drawn to the project culture that surrounds them. Stakeholders want to participate in the project because they know you will complete the task while creating a pleasant working environment.
- Motivation
Leaders inspire people to act even when they are not technically in control. As a program manager, you figure out what makes the other team members feel like they’re doing their best, and you do your best to deliver it to them.
Everyone is driven differently, and a person’s motivation can shift over time. Great leaders realize these distinctions and enable their employees to accomplish their best by fostering a happy work environment.
- Crafting solutions
Empowering the team and the larger stakeholder community to participate in developing solutions is part of fostering a positive working culture. That entails removing obstacles so each team member may fulfill their work and contribute new ideas without worrying about something getting in the way. Empowering leaders will also drive decisions down the hierarchy to the lowest possible level, allowing specialists to judge the solutions required to keep the project going.
- Conflict resolution
Conflict is inevitable when introducing or altering anything. However, effective leaders understand how to use conflict for good since the finest solutions emerge when ideas are challenged.
Conflict may benefit teams because it allows all voices to be heard and opposing viewpoints to be expressed, frequently leading to a better solution and more effective project outcomes. However, leaders must be prepared with conflict resolution tactics to recognize and address conflict before it becomes a problem for the team.
The Challenges of Leadership Effectiveness
The Challenges of Leadership Effectiveness
- Development of managerial effectiveness
To improve their leadership effectiveness, project leaders must acquire the following skills:
- Time management
- Task prioritization
- Strategic thinking
- Goal-setting ability
- Good judgment
These are essential skills for a project leader to deliver effective projects and handle the possibly competing demands of many duties. Without them, a leader is more prone to burnout from focusing on irrelevant matters and achieving little of the planned tasks and objectives.
- Inspiring and Motivating the Workforce
Motivating and inspiring others to follow you and act in a specific manner is a skill that some people appear to be born with, and others must learn. However, whether you have an inherent talent for motivating others or not, it is a skill that every project leader must have to motivate their worldwide workforce.
Passion is an important aspect of inspiring and encouraging people. Passionate leaders ignite the fire in their team members, allowing innovation to flourish and encouraging everyone to participate. In addition, effective leaders can naturally share and correctly convey their team’s and stakeholders’ enthusiasm and drive.
- Developing Employees and the Rise of “Servant Leadership.”
“Servant leadership” is based on the idea that leaders should not just delegate responsibilities but also consider themselves servants of the people they manage. As a result, their actions are driven by what is best for their team or workers rather than by what is best for themselves, which might manifest itself in the following ways:
- Close collaboration between management structures and employees
- Active participation in the growth of their teams
- Leading by example and embodying the ideals that leaders want to see in their team dynamics
- Using value systems to motivate teams to act rather than spreading fear
- This managerial style is infused with sincerity and humility.
A project leader who can find a balance between the servant-leader management style and more antiquated, authoritarian methods will be able to inspire and encourage their workforce.
- Leading a Team
All diverse cultures and viewpoints must cooperate and contribute to leading a project team effectively. Whether forming a new team or taking over an existing one, leaders must be able to give the support their team requires to cope with and navigate change or to create something entirely new.
Determining the sort of assistance required might take time and effort. Teams are as distinct as the individuals that comprise them. Project leaders must be extremely attentive to detect the demands of their workforce. What works for one person may not work for another. Leaders must be able to modify their management style in response to the demands of their teams.
Final Thoughts
In today’s firms, competent project managers must also be effective leaders. Therefore, successful project managers may use their inventive and creative skills to assist them in acquiring leadership skills that will complement their project management skills by recognizing the difference between project management and leadership and adopting the roadmap to becoming effective leaders.
The shared component of project management and leadership is the yardstick by which the performance of the project manager and the leader is measured. The performance of a project manager and the efficacy of a leader are both judged in terms of the performance of the followers, i.e., the team’s performance.
As a result, improving leadership skills for project managers with an emphasis on skills to increase team performance should be an essential factor in the project management leadership skill development process. Project managers’ essential leadership skills begin with motivating and inspiring teams and individuals. These aspects can be developed via negotiation and communication, listening and influencing, and team-building skills, emphasizing leveraging these talents to improve overall team performance.
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