Building Relationships and Making Decisions -...

Building Relationships andMaking Decisions:

Key Interpersonal Skills for Portfolio, Program, and Project Managers

Dr. Ginger Levin, PMP, PgMPOPM3 Certified Professional

Project Management Consultant and Educator

954-783-9819 (office)954-803-0887 (cell)954-783-9235 (fax)

[email protected]© Ginger Levin, 2011

Contents

IntroductionLeadershipTeam-Building StrategiesThe Art of MotivationInterpersonal Communications ToolsDecision MakingManaging Stress

Building and Managing Relationships with StakeholdersManaging Conflict and Managing AgreementCritical Incidents: Coping with Traumatic EventsFuture Issues, Career Management, and Thoughts on Interpersonal Issues


Presentation Overview

Building and Maintaining Relationship with StakeholdersDecision MakingParting Thoughts

4© Ginger Levin, 2011

© Ginger Levin, 2011

PROJECTS PROGRAMS PORTFOLIOS

Scope Projects have defined objectives; scope is progressively elaborated throughout the project life cycle

Programs have a larger scope and provide more significant benefits

Portfolios have a business scope that changes with the strategic goals of the organization.

Change Project managers expect change and implement processes to keep change managed and controlled

Program managers must expect change within and outside of the program and be prepared to manage it

Portfolio managers continually monitor changes in the broad environment.

Planning Project managers progressively elaborate high-level information into detailed plans throughout the project life cycle

Program managers develop the overall program plan and create high-level plans to guide detailed planning at the component level

Portfolio managers create and maintain necessary processes and communication relative to the aggregate portfolio

Management Project managers manage the project team to meet the project objectives

Program managers manage the program staff and the project managers; they provide vision and overall leadership

Portfolio managers may manage or coordinate portfolio management staff

Success Success is measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction

Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken

Success is measured in terms of aggregate performance of portfolio components

Monitoring Project managers monitor and control the work of producing the products, services or results the project was undertaken to produce

Program managers monitor the progress of program components to ensure the overall goals, schedules, and budget, and benefits of the program will be met

Portfolio managers monitor aggregate performance and value indicators

The Standard for Program Management, p. 11 5

The Importance of Outstanding Stakeholder Relationships

“You cannot get large projects carried out without persuading large numbers of extremely different sorts of people to understand the importance of what is being done and to work together” (Baker, p. 328)Defining stakeholder’ expectations based on their perception of the projects objectives and then determining whether or not they were fulfilled can predict project success (de Abreu and Conrath)“The continuing development of relationships with stakeholders for the purpose of achieving a successful project outcome” must be stressed (McElroy and Mills)


Project Managers and Stakeholders

The people or organizations that may be affected by the project –positively or negatively – an ongoing process (PMBOK®, 2008)

Customers or usersSponsorsPortfolio managers and the PRBProgram managersPMOProject managersProject teamFunctional managersOperational mangersSellers/business partners (PMBOK®, 2008)© Ginger Levin, 2011

7

The Project Manager and Stakeholder Challenges

Functional ManagersCustomersSponsorsTeam MembersExternal Stakeholders


The Program Manager and Stakeholder Challenges

Respect their key concernsCommunicate about the importance of the program to the organizationInteract to discuss progressProvide up-to-date informationDeliver consistent messagesPrepare for the future when the program is completeAsk customers and users for suggestions for future improvements


The Portfolio Manager and Stakeholder Challenges

Executive Review BoardPortfolio Review BoardPortfolio ManagersSponsorsProgram managersProject managersPMO

Program and project team membersMarketing, engineering operations, legal, HR, finance, and other functional managersCustomersVendors/business partners


Adapted from PMI’s Standard for Portfolio Management - 2008

Uniting the Team = Building Relationships

Sense stakeholder attitudes, especially negative ones, and identify their needsLook at issues from other points of viewHave a positive attitudeShow genuine sensitivity Speak clearly and conciselyView change positively

Provide extra help and assistanceShow respect at all levelsRecognize the importance of everyone’s contributionsBalance stakeholder demandsCommunicate the mission and vision


The PMI Decision-Making Model

1) Problem definition2) Problem solution generation3) Ideas to action4) Solution action planning5) Solution evaluation6) Evaluation of the outcome and the

process

© Ginger Levin, 2011 13Adapted from the PMBOK® Guide 2008

Team Cohesiveness

“The ability of group members to get along, the feeling of loyalty, pride, and commitment of members toward the group” (Fisher, 1974)

A cohesive team is more likely to buy into the decision and help implement it


Phases in Decision Making

Orientation PhaseCreate an environment in which open communications are the norm

Conflict PhaseFamiliar with roles and responsibilitiesWill express points of view and back them up

Emergence PhaseExpress fewer negative opinionsFollow procedures in a team charterEscalate issues if needed

Reinforcement Phase

Consensus achievedGreater unity

© Ginger Levin, 2011 15Adapted from Fisher, 1974

Is Decision Making Different on Virtual Teams???

Most communications are electronicThe project manager should begin a process to assist in individual decision makingA quality process is required


Creating/Implementing a Decision-Making Process

Review what has been successful on other teams in the pastDraft a decision-making process and ask the team to comment on itMake sure everyone understands his or her roles and responsibilitiesSurvey team members for suggestions for improvements


Consider the Power Bases

Reward PowerCan you give team member rewards and recognition?

Coercive PowerDo team members have to comply with its leader’s mandates? What are the consequences if they do not comply?

Legitimate PowerDo the team members respect the program or project manager?

Referent PowerDo the team members identify with the program or project manager?

Expert PowerDo the team members recognize the program or project manager has the experience or knowledge to influence others

© Ginger Levin, 2011 18Adapted from French and Bell, 1973

Making a Decision - Considerations

Determine who is responsiblePrepare a change management planSee if you need to escalate the decisionSee if the process can be an inclusive one

If time is of the essence:

If you could only ask the opinion of one or two people, what would you do?What one piece of information would you want to have available?Can you reverse the decision later if it turns out to be wrong?


Communicating and Documenting the Decision

Follow your process to share it with othersConsider a decision-log template and link the decision to the WBS

Make sure this log is part of the program’s knowledge repository

Recognize decisions result in changeImplement the decision as quickly without disruptions if possible


A Decision-Making Checklist

Who makes the decision?What alternatives are considered before the decision is made?Have all available resources been considered and used?Are additional problem-solving skills required before the decisions are made?

Are people satisfied with the process that is followed?Is a log of all the decisions made maintained?Are the decisions effective ones?


“Under the right conditions, the problems of commitment, alignment, motivation, and

change will largely melt away.”

Jim Collins, Good to Great, p. 11


So – Let’s Learn fromLosing Football Teams

We often use the football team as the model of an effective team, so it can certainly help us in building relationships and making decisions, but what if the team is a losing team?How can we best learn from it??


Learning fromLosing Football Teams

The “star” wants all the gloryOthers are jealous of the “star” and then do not provide basic support!The team lacks a common goal – winningSome people just do not get the wordSome team members never really grasp their assignments



Others are afraid of the coach, so they do not ask needed questionsMany feel the coach is a ‘dud’ and ignore the coach’s decisionsThe center thinks the quarterback is a ‘nerd’The team does not analyze and learn from last week’s mistakes



I’m only doing this for the moneyIf it was good enough for Rockne, why should we change?I can’t wait to be tradedSo, let’s bring in consultants!

Adapted from PMI, 1985


Remember . . . Continuous Improvement

Not Business as Usual

is a Prerequisite for Success


Thank You!


Contact InformationDr. Ginger Levin, PMP, PgMPCertified OPM3 ProfessionalProject Management Consultant and Educator954-783-9819 (office)954-803-0887 (cell)[email protected]


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