Adapting to Change

Sticking to outdated practices leads to unsatisfactory results. A compelling read, Sacred Cows Make The Best Burgers by Kriegel and Brandt, prompted me to reevaluate existing project management methods. One key aspect that emerged was the current process for assigning project responsibilities. How can we improve this for project management professionals and enhance delivery?

You may wonder whether we already have the answers documented. Indeed, the Project Management Body of Knowledge (PMBOK) outlines key processes, and there are numerous agile frameworks available. Yet, if we have competent people, effective frameworks, and a wealth of knowledge, what are we missing? This article will delve into an often-overlooked method to elevate project management: the establishment of permanent project teams.

The Concept of Permanent Ensembles

Think of a permanent ensemble like a group of seasoned performers, whether musicians, dancers, or actors, who work together consistently to achieve high standards. For too long, we’ve overlooked the lessons learned from various fields, such as marketing and manufacturing, that emphasize the importance of forming the right team to achieve desired outcomes. Literature such as Tribal Leadership, Team of Teams, Humanacracy, and All In highlight how teams closest to the action make superior decisions. Trusting our teams fosters a positive cycle and builds robust organizations.

While a temporary team might suffice in some situations, if you believe, as I do, that there is room for improvement, let’s explore how we can adopt a new approach to forming project teams. The concept of the permanent ensemble could set a new benchmark for project management organizations.

Key Advantages of Permanent Ensembles

1. Increased Capacity and Creativity: A cohesive team outperforms any individual project manager, leading to higher engagement and stronger connections among members.
2. Enhanced Onboarding and Team Dynamics: New members can seamlessly integrate into the culture, and team members share the responsibility of onboarding.
3. Effective Risk Management: Teams can collaboratively identify and manage risks more efficiently than a single person.
4. Leadership Development: As the team flourishes, so do individual leadership skills, creating a cycle of growth and improvement.

Legacy Thinking

In my previous writings, I noted that authority alone does not guarantee success. Traditional Project Management Offices (PMOs) often consist of project managers, program managers, and business analysts organized hierarchically, limiting their responsiveness to client needs. The solution I propose addresses these shortcomings: a team already on the ground can act swiftly to meet challenges.

It’s essential to recognize that persistent problems arise not from a lack of skilled project managers or better technology but from failing to address the root cause of these issues.

What Doesn't Work?

Many organizations still adhere to outdated consulting models, where managers and leaders make tactical decisions without being intimately involved in the projects. This inefficiency is counterproductive to the recommendations of leaders like Gen. Stanley McChrystal and L. David Marquet.

Roles in the Traditional Model:

1. People Leader: Focused on administrative tasks, often disconnected from project execution and unable to support their team’s growth effectively.
2. Program Manager: Typically isolated from the business, relying on requests for project managers rather than leading a cohesive team.

Where does this leave the individual project manager?

• Solo Project Manager: Even the most skilled project manager faces limitations. They often come into established projects with little support, increasing the risk of burnout and project failure.
• Group of Project Managers: What is often labeled a “team” is, in reality, a collection of individuals working without the genuine connection and incentives that define a true team dynamic.

As noted by Dr. Donna Hicks, author of Leading with Dignity, effective leadership requires awareness of the impact we have on others. Without this understanding, workplace relationship issues will persist.

Let's not confuse a temporary "working arrangement" with a true team. Instead, we should focus on assembling high-performing individuals in a structure that emphasizes their strengths.

Evolving Project Management Experience

The value of the work we do is significant, but the people doing that work are even more essential. It’s time to enhance the experience of project professionals.

Characteristics of a Permanent Ensemble:

• Diverse Experience Levels: Teams made up of individuals at various stages in their careers can foster continuous learning and development.
• Variety of Perspectives: Collaborating with team members who have different viewpoints can lead to innovative solutions and creative problem-solving.
• Continuous Improvement: By building a culture of safety and trust, team members can take risks without fear of repercussions, enhancing performance.

Key Benefits of the New Structure:

1. Comprehensive Team Composition: Teams that encompass various levels of expertise can better tackle diverse assignments.
2. Increased Commitment and Generosity: Individuals who are dedicated to serving the mission of the team contribute to a culture of excellence.
3. Professional Development Opportunities: Leadership roles within the ensemble allow for mentorship and growth, fostering a culture of continuous improvement.

Improving Project Management Practices

The project manager best equipped for future challenges will thrive as part of a cohesive team. The following chart outlines the differences between current practices and the proposed superior approach.

Current vs. Superior Practices

1. Hiring: Current practices focus on individual qualifications; superior practices align hiring with strategic needs and involve team input.
2. Onboarding: Traditional methods are often impersonal; a superior approach fosters connection and immediate contribution.
3. Managing Initiatives: Current practices assign individuals to projects; superior practices allocate work to teams based on strategic themes.

Addressing Stakeholder Concerns

Stakeholders often turn to PMOs for support, but outdated structures hinder their effectiveness. By implementing permanent ensembles, we can directly address common challenges without incurring additional costs.

Challenges Addressed:

1. Availability of Project Managers: An established ensemble can immediately tackle priority projects.
2. Timeliness of Assignments: With a proactive approach, surprises become rare.
3. Competence of Project Managers: Teams equipped with diverse skills can manage delivery effectively, reducing reliance on any one individual.

The Path Forward

While some may resist change, it’s essential to embrace a visionary approach. The introduction of permanent ensembles in project management can reduce the risk of project failure and enhance team engagement. As priorities shift, empowered teams can adapt swiftly, positioning organizations for success.

Shepherding: The Art of Leading Others

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