ORGANIZATIONAL RESILIENCE AMIDST CLIMATE CHANGE, CYBER RISK AND TERRORISM
Leadership and decision making are at every level of the organization. We project professionals often find ourselves in a tough spot when we have to make decisions and rely on our leadership skills to get us to the finish line.
We’re expected to be well informed, resilient, on our feet and always look one step ahead. It’s pretty much a balancing act when we juggle our data and processes while using our skills. But like any performer we have to practice ahead of time.
Our decision making agility is being tested on a daily basis, when do we rely on data and AI? Do we implement new processes? Do we go with our gut feeling or not? To top it all off, we’re not alone, but work in an internal and external environment that we have to understand in order to navigate.
We’re always asking ourselves if we made the right decision and the answer in most cases is that we did the best we could at that time, given the information we had, the time constraints, resource constraints etc. But we have so many great techniques and tactics at our finger tips to help us with our decision making and better connecting us to decision making processes in the organizations.
This post is a follow-up to my Agile DNA webinar I hosted a little over a month ago. This was my first webinar for RMC and we had a great interest with over 2,000 people registering for the event interested in Agile approaches in agile projects. The recording is now available, see below for details on how to access it. The webinar was entitled “Agile DNA, the People and Process Elements of Successful Agile Projects” and the DNA theme came from the twin strands of People and Process guidance that run through all agile approaches in agile projects and make agile uniquely what it is.
Project managers spend 90 percent of their time on communication related activities; yet communication is reported to be the No. 1 problem on projects.
Consider the following example: While planning one of my projects, my core project team assessed our sponsor, “William”, to have high influence but low interest in our project. William would routinely arrive late to meetings, be distracted by his phone, and leave early saying he had more important meetings to attend. When he was present, his gloomy attitude affected the rest of the team. They did not want to speak up in front of him fearing that they may have to face his disdain.
Every organization uses job titles as a way of describing the contribution of an individual employee. Titles are important within an organization for employees to understand their role and their relationships with other employees. But titles are often meaningless outside a particular organization. When someone is looking for skills training or professional development opportunities for their role, it is sometimes difficult to match a job title with a skill description.
Every Company Wants to be More Innovative
We’d all like to invent a breakthrough product like Post-it® Notes or the Apple® iPhone®. Many companies have created “innovation teams” and embarked on training programs to teach creativity and innovative thinking.
Are You a Project Manager or Business Analyst?
I’ve been working with project managers and business analysts for the past 25 years and have thought a lot about the similarities and differences between the professions. I am convinced that they are separate, yet equal careers. Although many of us perform both roles, I believe most people prefer one role over the other. I am never happier than when I am analyzing a complex business problem and designing an innovative solution. Studies have proven that when you do work that you love, you are more committed, more motivated, and more successful. I believe your long-term career success and job satisfaction will be greater if you are honest with yourself (and your manager) about where your true passion lies.
RE: We Don’t Want Your Job!
I think I speak for most business analysts when I say, we love business analysis work, we love being part of a project team, and we love the fact that YOU are running the project! We don’t want to take your job away from you.
I am writing this letter because some project managers feel threatened by the growing business analysis profession, and I want to put your fears to rest. We are not interested in taking over your role.