Tips for Handling a Phony Scope Item Owner

/in /by

Tips for Handling a Phony Scope Item OwnerA recent Project Pointer talked about controlling project scope by confirming that each scope item has a true owner behind it. That is, someone who understands the business processes related to their scope items, has funding for it, and has time to work with the project team to realize its benefits. But what do you do if a powerful senior leader is pushing scope, but isn’t its true owner? Here are a few tips if you find yourself in this situation. 

  • Ask your sponsor for help. Scope ownership is the responsibility of the project sponsor or product owner — project managers oversee managing scope. The sponsor should handle challenges or questions about new proposed scope. You can also run proposed scope through your change management process. Either way, the scope request and its ownership should be scrutinized. When the sponsor or change control board decide on the proposed scope, be sure to define and document its impact on the project. Then integrate this impact into your project management deliverables, including the cost, schedule, and risk plan.
  • Find additional stakeholder(s) with similar interests. Business processes rarely involve only one area of the business. So, process improvements might benefit more than one senior stakeholder. If you’re struggling with a scope owner, look for another stakeholder who’s interested in the proposed scope. Two stakeholders might be able to fulfill all the scope ownership criteria. Note: Make sure the stakeholders are willing to work together before keeping the scope item in your project.
  • Consider a different business justification. A proposed scope item might have business merit, but the explicit income or cost savings isn’t there, or it’s theoretical to calculate. In this case, think about a different way to justify the scope. For example, risk reduction could justify scope items. A friend of mine just upgraded his mobile phone. He didn’t upgrade because it was broken or because he’s a new tech geek. His phone wasn’t compatible with new versions of the operating system. He justified the purchase so he could keep the operating system up to date and reduce the risk of data security breaches.
  • Determine if delegation can support the proposed scope. Sometimes, the issue with scope ownership isn’t funding but with business process knowledge or time to support the effort. In this case, the answer might be to delegate scope management responsibilities to someone with the requisite knowledge and time. This approach presents a significant risk: that the person who delegated authority overrules decisions that the delegate makes. This can negatively affect the project schedule and cost. Try to ensure that the delegate’s authority is “veto-proof”, so their decisions won’t be overturned. This way, you can move the project forward with confidence.

Do you have other tips for ensuring that scope items are represented by true owners who can fulfill their ownership duties? Or do you have questions about a specific situation you’ve encountered? Share with us in the comments section.

For more about scope, check out my Project Management Foundations course.

Coming Up

Anna Lung’aho Anderson and I get so many questions from people who want to transition into a career in project management. In this LinkedIn Learning Office Hours, we’re going to dig deep into the work YOU have to do to move into project management. Yes, it does require some effort on your part. We will talk about how to figure out if project management is a good fit for you; learning project management hard skills and terminology; how to update your resume, LinkedIn profile, and approach to networking; and finally, how to research companies you apply to so you have a better chance of getting their attention. We’re also going to explore how to move into project management from non-traditional backgrounds, such as sales, real estate, customer service, nursing, and (fill in your current role here).

I am really excited about this event because Anna provides many more services and resources related to project management careers than I do: Career Development Coaching, Resume Writing, Interview Preparation, Negotiation, Resume Review, Change Management, Executive Coaching, and Leadership Development. I hope you will join us on Friday, December 8, 2023, 11am MT, 12 PM CT for this deep dive into the first steps to moving into a project management career.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 54,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

 

You Know They’re the Scope Owner If…

/in /by

You Know They’re the Scope Owner If…When project ideas flow freely, it’s challenging to manage scope. One sure way to keep scope in line is to evaluate whether the owner of each scope item is the true owner. If they aren’t and you can’t find the true owner, you can remove that scope item from the project. Here’s how to tell if someone is the true owner of a scope item:

  • True owners supply funding. The true owner will fund the development of their scope item and can increase the funding (within business case parameters) if the cost of delivering that scope increases. The true owner can defend the priority of their scope against other people’s scope. If they can’t do either of these, they aren’t really the owner.

  • True owners can provide capable resources for requirements, verification, and implementation of scope items. If they provide new or lower-level resources, they might not be the owner. Delays in getting resources could mean other scope items have higher priority. If there are resource delays, re-evaluate whether the scope item is actually out of scope.

  • True owners can make decisions about the scope. They can make decisions about how to build and implement the scope item. Others may be involved in decision-making, but the true owner has the final say. They need to understand the current business processes as well as how those processes will change when the project deliverables are implemented. When scope decisions affect others, the owner is able to resolve stakeholder conflicts by consulting with and influencing others about the scope in question.

  • True owners have time to support the project. True owners make time to support the project effort to handle questions and issues. They are able to participate so they won’t delay the schedule.

In the next newsletter article, we’ll look at what to do if a senior leader is pushing scope but doesn’t fit the criteria of scope owner.

Have you encountered scope that seems to be orphaned without an owner? Or someone promoting scope that doesn’t seem to fit the project goal and objectives? Would these criteria have helped you figure out whether the items were in or out of scope? Share with us in the comments section.

For more about defining scope, check out my Project Management Foundations course.

Coming Up

Anna Lung’aho Anderson and I get so many questions from people who want to transition into a career in project management. In this LinkedIn Learning Office Hours, we’re going to dig deep into the work YOU have to do to move into project management. Yes, it does require some effort on your part. We will talk about how to figure out if project management is a good fit for you; learning project management hard skills and terminology; how to update your resume, LinkedIn profile, and approach to networking; and finally, how to research companies you apply to so you have a better chance of getting their attention. We’re also going to explore how to move into project management from non-traditional backgrounds, such as sales, real estate, customer service, nursing, and (fill in your current role here).

I am really excited about this event because Anna provides many more services and resources related to project management careers than I do: Career Development Coaching, Resume Writing, Interview Preparation, Negotiation, Resume Review, Change Management, Executive Coaching, and Leadership Development. I hope you will join us on Friday, December 8, 2023, 11am MT, 12 PM CT for this deep dive into the first steps to moving into a project management career.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 54,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________

Drop the Extraverted/Introverted PM Debate

/in /by

Drop the Extraverted/Introverted PM DebateFor the hundredth or thousandth time, I got pulled into a discussion about whether a project manager needs to be an extrovert. It’s a useless argument. None of the key behaviors that separate struggling project managers from successful ones relate to extroversion or introversion. Here are several effective behaviors that introverted and extroverted project managers demonstrate.  

  • Believe in the project objectives. Buy-in from stakeholders starts with the project manager. You need to understand the value (and outcomes) the project brings to the business, demonstrate a pathway to success, and respond to queries to build stakeholders’ belief in the project. You can do all these face-to-face, as well as through project status reports or targeted emails to key stakeholders. Both extroverted approaches and introverted approaches work. The key is prompt and accurate communication. 
  • Use active listening when interacting with people. Getting stakeholder support depends on them feeling heard and understood. When you talk to stakeholders, focus on what they say and what they need. Don’t get distracted. They want to feel like you heard what they said and can act on that information. It doesn’t matter whether you’re talkative or reflective. The key is that stakeholders believe you have their interests in mind. 
  • Be gracious and convey gratitude. Project management is a team exercise. Team members, management, vendors, product owners, and product users need to pull together to deliver a project. Be gracious when you ask them to participate, and be grateful when they deliver. In return, they will dedicate themselves to you and the project. You can do this quietly with a well-placed conversation or written note, or with bold, outgoing actions. Genuine kindness and gratitude go a long way.
  • Make decisions effectively and confidently. Many people think that quick decisions inspire confidence. Nope. Effective decision-making uses a combination of data, experience, and team input. Sure, some decisions require immediate action. In other situations, it’s better to take time to collect more data and opinions. Neither approach to making decisions has anything to do with extroversion or introversion.  

This list is by no means complete. What other important PM behaviors can be handled by introverts and extroverts alike? Share your thoughts in the comments section.

Coming Up

Anna Lung’aho Anderson and I get so many questions from people who want to transition into a career in project management. In this LinkedIn Learning Office Hours, we’re going to dig deep into the work YOU have to do to move into project management. Yes, it does require some effort on your part. We will talk about how to figure out if project management is a good fit for you; learning project management hard skills and terminology; how to update your resume, LinkedIn profile, and approach to networking; and finally, how to research companies you apply to so you have a better chance of getting their attention. We’re also going to explore how to move into project management from non-traditional backgrounds, such as sales, real estate, customer service, nursing, and (fill in your current role here).

__________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 53,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

__________________________________

 

Embracing and Managing Cultural Diversity in Your Project Environment

/in /by

Embracing and Managing Cultural Diversity in Your Project EnvironmentToday’s project teams often bring cultural diversity to a project. All your team members need to feel they belong and are accepted. That means cultural sensitivity is an important skill for project managers.  Here are tips to help you manage cultural diversity in your projects to improve project outcomes and address culture-related issues that arise.

  • Consider cultural sensitivity training. Identify your project team’s experience with working across cultures. If their experience is limited, schedule cultural sensitivity training. This training not only builds skills; it makes a statement that all cultures will be embraced during the project. It also helps facilitate communication. Look for specialized training programs, workshops, or online resources that cater to the specific cultures on the team.

  • Take advantage of diversity. Promote and celebrate the richness of the project team’s diversity as a strength. Diverse team members can provide valuable insights for navigating cultural nuances. Ask team members to share their experiences to build rapport as they work with other team members. Seek out their unique viewpoints to enhance problem-solving. In addition, share diverse team members‘ viewpoints with key stakeholders to expand stakeholder’s perspectives and their perception of the project’s value.

  • Align project controls with cultural norms. Consider cultural preferences when building your project plan, communication methods, and approach to conflict resolution. For example, build regional holidays and local working hours into your project schedule. Take into account cultural norms of hierarchical or consensus management as you develop your approach to decision-making. If team members are used to different norms (hierarchical or consensus), talk through the process and identify what will work best for the people and stakeholders involved. Making these adjustments builds trust and avoids misunderstandings.

  • Promote a culture of “positive intent.” Despite your best efforts, cultural misunderstandings are likely to occur. Promote a project culture where team members expect positive intent from each other. This helps ease tensions. Create a norm where team members immediately raise a concern if something makes them uncomfortable. The team members then meet and strive to understand the concern. Sharing the intent of the communication or action is key to understanding. Team members can agree about how to move forward in a way that is comfortable for all involved.

For example, one team member conveys their ideas bluntly and directly while others like to share their ideas as possibilities to consider. The blunt team member comes across as bossy or directive when that wasn’t their intent. The other team members can share their feelings about the bluntness, so they can talk it through and come up with a way to interact that works for everyone.

Do you have questions about how to solve cultural issues that arose in a project? Or techniques you’ve used to embrace cultural diversity to improve outcomes? Maybe you can share some of the nuances of your culture and how to work with those on a project. Share with us in the comments section.

For more about diversity, belonging, and inclusion, check out Pat Wadors’ Diversity, Inclusion, and Belonging course.

 

Coming Up

Anna Lung’aho Anderson and I get so many questions from people who want to transition into a career in project management. In this LinkedIn Learning Office Hours, we’re going to dig deep into the work YOU have to do to move into project management. Yes, it does require some effort on your part. We will talk about how to figure out if project management is a good fit for you; learning project management hard skills and terminology; how to update your resume, LinkedIn profile, and approach to networking; and finally, how to research companies you apply to so you have a better chance of getting their attention. We’re also going to explore how to move into project management from non-traditional backgrounds, such as sales, real estate, customer service, nursing, and (fill in your current role here).

I am really excited about this event because Anna provides many more services and resources related to project management careers than I do: Career Development Coaching, Resume Writing, Interview Preparation, Negotiation, Resume Review, Change Management, Executive Coaching, and Leadership Development. I hope you will join us on Friday, December 8, 2023, 11am MT, 12 PM CT for this deep dive into the first steps to moving into a project management career.

 

My updated Advanced Microsoft Project has been published to the LinkedIn Learning library. This update is completely rerecorded with a new, comprehensive sample project. It is half as long as the previous edition because I took out all the topics I cover in my other Project courses. My humble opinion is that it is also more engaging, because of everything I’ve learned about recording videos in the past 8 years! Here is a link that lets you watch the course for free for the first 24 hours after you begin watching.

https://www.linkedin.com/learning/advanced-microsoft-project-22898395

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 53,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

_______________________________________