the smart pms blog http://thesmartpms.posterous.com Most recent posts at the smart pms blog posterous.com Wed, 22 Aug 2012 14:54:00 -0700 Managing Multicultural Teams http://thesmartpms.posterous.com/managing-multicultural-teams-24578 http://thesmartpms.posterous.com/managing-multicultural-teams-24578

I have talked about how the "multi" factor plays an important role in projects and how project managers must be prepared to address team issues related to this phenomenon. 

As project managers in a global environment, we are now more often expected to lead multi-regional projects. This adds the element of different cultures -- both national and organizational -- that adds can add complexity to projects.

Perhaps your experience is similar to mine when working with project teams in a global environment. My multicultural project team consists of senior stakeholders, a deployment team and a technical support team. All team members have varying experience in the organization, but also can come from very different cultural backgrounds.

There can be a struggle when starting a project in a culture that you are not familiar with. How do you bring everyone together to share a common vision and commitment on the project delivery? I have learned that I need to develop strong cultural competencies to manage a multicultural project team effectively and to establish connections with the team members.

I like to use three tactics when on-boarding a new team member from a different culture:

1. Explain the purpose and benefits of the project to help establish the bond between the team member and the project objectives. Stress the importance of his or her role and how his or her local experience and knowledge will benefit the project.  

2. Discuss any concerns that the team member may have, such as with language or customs. This can also help break the ice and show that you understand how difficult cross-cultural relationships can be.  

3. Emphasize what is important to you, whether it's work ethic or communication methods, and why it's important. Don't assume that all of your expectations are globally understood.

When I manage a project abroad, one of my preferred ways to build cultural awareness is by spending time visiting popular spots where the locals meet. For example, at restaurants, coffee shops, sporting events and shopping centers, you can observe customs, traditions and behaviors. 

Your observations in those settings can help to answer your questions about the culture. But it's just not observation that will help you.  People are very proud of their cultures and customs and are often keen to help you understand them. This supports the need to build a rapport with your team, whilst also building your awareness.

It's also important to understand your own culture's norms and behaviors. That knowledge helps guard against interpreting another culture's behaviors in terms of your own unexamined expectations. 

As a global project manager, how do you manage a multicultural team?  

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Mon, 25 Jun 2012 17:04:00 -0700 Work to Live or Live to Work? http://thesmartpms.posterous.com/work-to-live-or-live-to-work http://thesmartpms.posterous.com/work-to-live-or-live-to-work

Working with multigenerational project teams has taught me that commitment is a common attribute for team members of every generation. 

But every team member approaches commitment in a different way. Different generations place different values on pursuing work-life balance. 

A strong work ethic is a characteristic of the older members of the project team, part of the silent generation. Members of this generation tend to want to work a reduced number of hours to be able to devote time to personal activities.

Baby boomers, the generation referred to as workaholics, consider work a high priority and greatly value teamwork. In my opinion, they are focused on their achievements and are willing to work long hours to achieve project success. 

Generation X is good at controlling their time. This generation has a desire to control and set a career path, personal ambitions and work time. 

Generation Y is driven by a strong preference for work-life balance. Many Gen Yers look for jobs that provide them great personal fulfillment.

In my opinion, one of our tasks as project managers is to find ways to shed the stress in our project team members' lives. Part of that is to better understand the work-life balance needs of team members from different generations. 

To bring a better work-life balance to any generation, define more accurate project schedules based on flexibility, telecommuting and time off.

Tell us about actions you have adopted to meet project goals and still accommodate team members' work-life balance needs.

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Sun, 17 Jun 2012 09:04:00 -0700 Fill in the Blanks for Junior Project Team Members http://thesmartpms.posterous.com/fill-in-the-blanks-for-junior-project-team-me http://thesmartpms.posterous.com/fill-in-the-blanks-for-junior-project-team-me

The other day, a member of my project team e-mailed me and proposed that we consider starting a new project. The new project would complement a project we are currently working on.  
 

Eventually, I learned that the project board had rejected this proposed project before. I discovered that a stakeholder who had pushed to start the project several times -- despite the fact that the board discarded it -- approached my team member, who happened to be a junior member and new graduate. 
 

As a new member to our team, I had to explain the project selection process of our organization. The board selects projects from a business-oriented approach. Under this direction, projects produce business benefits that will contribute to achieve organization's strategic objectives. The proposed project did not fit this mindset, but as a new project team member, how could he have known?

I explained further to this project team member that in this mindset, project professionals must wear a business and technical hat. Depending on the situation, project managers must ensure that their project teams deliver projects that will produce the benefits and results that the organization is looking for.

This is just one example of how project professionals will need to be able to coach "multi" teams, especially those made up of new and young project members. You can't assume that everyone on the team shares your same knowledge. 

Eventually, the junior team member understood why only projects that will help the organization fulfill its intended purpose should be selected. A few days later, we met with the stakeholder to ask for specifics about the project with regard to the organizational benefits.

How do you coach junior project team members when they are less knowledgeable?

 

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Tue, 22 May 2012 15:25:00 -0700 Overcoming a Significant Age Difference http://thesmartpms.posterous.com/overcoming-a-significant-age-difference http://thesmartpms.posterous.com/overcoming-a-significant-age-difference

As a project management professional for 20 years, I've managed IT projects in a variety of industries and regions, including North America, Latin America and Europe. Most of the projects were regional or global, and the project teams included members from different nationalities, cultures and generations.

Although complexity was a common denominator in these projects, it wasn't because of technology. It was because the people had what I call the "multi" factor: multinational, multicultural or multigenerational project teams.

The "multi" factor plays an important role in projects, and project managers must be prepared to address team issues related to this phenomenon.

The multigenerational work force has created what I call the "21st Century Organizational Ecosystem." Many organizations may find themselves dealing with generational clashes between a 60-something program manager, a 50-something project manager, a 30-something project team leader and a 20-something project team member. This could just be one facet of this ecosystem.

Project managers should understand the significant age difference among team members at the outset of a project. Age differences will be translated in generational gaps and identifying those gaps at the beginning enables the project manager to discern the preferred communication methods, interpretation of hierarchy and authority, as well as the perception of personal and work time.

In addition to technical skills, project managers must master interpersonal skills in order to analyze situations and interact appropriately, since the project team environment has evolved over the last 10 years a new interpersonal skill is required, not only for project managers but also for team members and stakeholders: multigenerational awareness.

Generations as cultures are based on invisible values, beliefs, attitudes and assumptions created by shared experiences and events. These differ across generations, and each will likely feel or behave differently in the same situation. The lack of cultural awareness may lead to a misunderstanding and misinterpretation of the situation.

With the inclusion of Generation Y to the workplace will experience a significant age difference. As the children of baby boomers, Generation Y may not always fit the behavior you see in many organizations, but that shouldn't impede how you leverage their talents and competences when working as team members on a project.

These 20-something new graduates, or "millennials," have lived in a technologically ubiquitous world. They've always been recognized independently of their abilities and have mastered virtual collaboration skills.

Their attraction to technology may cause some project managers to find it challenging to communicate with millennials who don't follow traditional business formalities. For example, those that favor sending task and project status via text message rather than standard report templates.

In the project environment, millennials are closer in temperament and outlook to baby boomers. They look for smart mentors who don't talk down to them. When these types of relationships mature, boomers will show millennials how their wants can align with an organization's needs.

Millennials bring much to project environment: the ability to rapidly adapt to change, the ease with which they embrace diversity and a strong collaborative spirit. They've grown up in a changing and diverse world and have mastered many abilities that are important to projects.

Leading a multigenerational project team can be like riding a roller coaster or a day at the beach. It depends on how quickly project managers can enhance their multigenerational behaviors and values to creating the synergy required to have a successful project team.

How have you experienced the multigenerational factor in project teams? How has working with different generations affected your projects?

 

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Mon, 21 May 2012 07:57:00 -0700 Are you a Technologically Reliant Project Manager? http://thesmartpms.posterous.com/are-you-a-technologically-reliant-project-man http://thesmartpms.posterous.com/are-you-a-technologically-reliant-project-man
In the professional world where technology is omnipresent, we as project and program managers are used to tying our personal and professional lives to technology and gadgets like smart phones, tablets, GPS, etc.

 As a result, some organizations are trying a "day without email" on Fridays and/or weekends to encourage more face-to-face and phone contact with customers and colleagues. How do you think this would be received by a multigenerational project team?

For baby boomer and silent generation team members, face-to-face may be a preferred communication method. But for members of Gen Y, not communicating by email may make them feel like a fish out of water because of their preference for virtual communication.

 As the "day without email" idea progresses gradually, employees in these organizations are probably realizing that business functions are about human relationships. This is an opportunity to foster a coaching environment in which Gen X and Gen Y will be able to hone their interpersonal skills supported by senior project team members.

For those project team members who use technology frequently, discuss alternatives that will reduce the dependency of email in their daily activities.

How much do you depend on technology for your daily activities? How would your project team survive the "day without email" policy? Would you enjoy having a day free of email?

 

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Sun, 20 May 2012 07:54:00 -0700 Managing Multicultural Teams http://thesmartpms.posterous.com/managing-multicultural-teams http://thesmartpms.posterous.com/managing-multicultural-teams


Having the opportunity to work for a company that operates in more than two hundred countries

Having the opportunity to work for a company that operates in more than two hundred countries and territories and is a global leader in logistics has given me the opportunity to lead large global and regional information-technology projects. While technology made the work complex, the element of culture, both national and organizational, amplified the complexity.

A Global Project

The objectives of my first assignment were to lead the convergence of existing invoicing applications hosted and managed by country IT teams to a centrally managed single platform hosted in one of the regional data centers, and to standardize operations and processes. The new invoicing platform would be used by all countries in the Americas region; changes would follow a formal change-request process.

Although the existing invoicing applications shared core functionality, IT departments in individual companies had customized them by adding nonstandard functions that often did not comply with regional guidelines. This uncontrolled behavior led to new functions and processes that disrupted the standard operations at country and regional levels.

The technical team supporting the countries was challenged by reported incidents that often related to the customized functions, not core functionality. This was a source of conflict between the country IT teams and the technical support team, which many times was unable to address the issue. Business users did not produce invoices on time and their level of satisfaction was low. All this affected country and regional cash flow.

The Americas management board sponsored the project and mandated that all countries stop using any feature or function not aligned with the regional invoicing standards.

The Project Team

The project team consisted of stakeholders, the deployment team, and a technical support team. Stakeholders were the permanent regional management board and rotating country officials, including general manager, finance officer, and IT officer, who joined when the new platform was deployed in their particular country. The core deployment team was the same from project inception through completion and consisted of a project manager, technical-support team lead, and subject-matter experts in technology and invoicing. The rotating team members included country resources, both technical and end users. The technical support team, remotely located in Asia, supported day-to-day operation during the Americas business hours.

During team formation, team management became complex as some stakeholders and members of the deployment team changed when a new deployment started. New members came on board and others departed as the deployment in their countries was completed. I had to understand how to integrate new members into the team smoothly, convincing them to accept change and promptly collaborate with the project.

I learned that I needed to develop cultural competencies to manage the project team effectively and establish connections with team members when they came on board. A kick-off meeting to explain the purpose and benefits of the project helped establish the bond between new team members and the project. The most important part of connecting was stressing the importance of their roles and how their local experience would enrich the project, as this created a sense of belonging that translated into engagement. But the connection was strengthened by understanding and respecting the different communication styles and preferences of the national cultures involved.

There are many books about national cultures, but few resources explain how to deal with national cultures in project teams. While attending project management congresses, I was able to connect with other project management professionals who had faced similar challenges and learn from their experiences. I also learned from my own mistakes. During my first visit to Asia, I met with the technical-support team lead and his team and inadvertently broke the local meeting protocol when I started asking direct questions of team members. After catching the nonverbal cues of team members that showed they were asking the team lead for permission to answer, I switched to directing questions to the lead. He then selected the person to answer the question. At the end of the meeting, I apologized to the team lead and team members for my oversight and made it clear that my intention was not to make them uncomfortable or violate local meeting standards. I quickly shared what I learned with the rest of the deployment team.

Speaking foreign languages is a must in a global project environment, but language skill alone does not make a cross-cultural expert. It is necessary to understand other cultures’ values, beliefs, and communication preferences. Knowing how they manage and resolve conflict is essential, for obvious reasons.

During my first visit to Asia, I met with the technical-support team lead and his team and inadvertently broke the local meeting protocol when I started asking direct questions of team members.

It is also important to understand your own culture’s norms and behaviors. That knowledge helps guard against interpreting other cultures’ behaviors in terms of your own unexamined expectations. Reflecting on your own culture helps you understand and interpret why people from other cultures act the way they do.

With those recommendations in mind, I looked for ways to improve my cultural awareness in order to better understand my team members. As the project progressed and my cultural awareness improved, my connection with international team members became closer and more robust. When I had to spend more than two weeks in a country, I usually spent my weekends visiting popular spots where locals met: restaurants, farmers’ markets, coffee shops, and occasional sporting events where I observed people’s customs, traditions, and behaviors. My observations in those settings helped answer my questions about culture. When in doubt, I asked questions either of the locals or my colleagues.

Intracompany Networking

I often met with country management boards during the course of the project; these meetings offered good opportunities to establish long-lasting business relationships. I learned the importance of doing “my homework,” gathering all the relevant information prior to any meeting and knowing the audience in advance. Having established strong relationships in the initial phase of the project helped me get insight into country officials from people who had already dealt with them. Knowing the preferences and sometimes the opinions of a country’s management board about the project helped me to build the right deployment strategy and know what to expect from meetings.

In every meeting with country management boards, my team and I wore business attire and arrived on time. Board members arrived gradually and the general manager usually arrived late, demonstrating his status. The meeting started with preliminary discussions that helped build rapport. Deployment discussions occurred only after rapport was established. Usually, the first meeting exceeded the original allotted time and a second meeting was required to make the final decisions.

In this kind of project, it is important to have a well-defined circle of people who can influence the outcome. It can be like having “invisible” team members who support important functions and contribute to project performance.

Relationships should span all levels of the organization and not be limited to the higher ranks. Establishing a good relationship with users gives you feedback regarding the operation of the application and how it can be enhanced. For instance, Costa Rican users helped solve a common problem: end-of-day activities that involved several steps that required constant attention and, often, work after regular business hours. They suggested assessing the feasibility of automating these tasks. The assessment was positive and the tasks were automated, enabling Costa Rica and the other countries to avoid overtime payment.

A New Project Manager’s Role

In an environment where organizations depend on global projects for benefits that contribute to strategic objectives, the project management professional needs to explore new ways to lead, execute, and deliver projects supported by dispersed and diverse teams. Technical expertise is not enough. Project managers must adopt a business-oriented approach and cultural awareness and other soft skills. The most important knowledge and skills include the following:

  • Strategic Management. Understanding an organization’s strategy will provide the backdrop for future assignments and an understanding of project selection criteria. Only projects that help the organization fulfill its intended purpose should be selected.
  • Mindful Communication. Communication is crucial to project success. Communication needs to be customized to the specific cultures involved in a diverse project team. Good communication influences and inspires project teams and helps build strong relationships across the organization.
  • Adaptability. New leadership styles that fit the global project are required when working with diverse and dispersed teams located across time zones.
  • Resilience. Realigning or repairing projects facing unexpected hardship because of miscommunication and problematic behaviors as well as cross-cultural issues and conflicts will be a regular part of the project manager’s task.
  • Transparency. Adherence to an organization’s values and culture as well as professional codes of ethics is mandatory in global projects. The state of the global project needs to be shared promptly with relevant parties whether the project is in good shape or facing hardships.

In this new role, the project manager will turn into a perennial learner striving toward excellence, a great communicator, and a business partner who ensures that projects will produce the benefits the organization is seeking.

Key Questions

  • As a global project manager, how do you deal with cultural issues in your project team?
  • What is your strategy to deal with conflict in a cross-cultural team?
  • Do you enjoy the challenge of being a global project manager?

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Sat, 31 Mar 2012 08:12:00 -0700 Bridging the Great Divide http://thesmartpms.posterous.com/bridging-the-great-divide http://thesmartpms.posterous.com/bridging-the-great-divide

Faced with a veritable youth quake, project leaders are closing today’s generation gap by helping team members of all ages work together.

Read the expert advise of many project managers practitioners on how to deal with multigenerational teams in the  project environment. 

PMN0412_Gen_Gap.pdf Download this file

 

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Fri, 23 Mar 2012 09:00:00 -0700 Shawn Achor: The Happy Secret to Better Work http://thesmartpms.posterous.com/shawn-achor-the-happy-secret-to-better-work http://thesmartpms.posterous.com/shawn-achor-the-happy-secret-to-better-work

We believe that we should work to be happy, but could that be backwards? In this fast-moving and entertaining talk from TEDxBloomington, psychologist Shawn Achor argues that actually happiness inspires productivity.

https://www.ted.com/talks/shawn_achor_the_happy_secret_to_better_work.html

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Thu, 22 Mar 2012 09:00:00 -0700 8 Secrets of Success http://thesmartpms.posterous.com/8-secrets-of-success http://thesmartpms.posterous.com/8-secrets-of-success

Why do people succeed? Is it because they're smart? Or are they just lucky? Neither. Analyst Richard St. John condenses years of interviews into an unmissable 3-minute slideshow on the real secrets of success.

http://www.ted.com/talks/richard_st_john_s_8_secrets_of_success.html

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Wed, 21 Mar 2012 09:00:00 -0700 The Post-Recession Millennial - Infographic http://thesmartpms.posterous.com/the-post-recession-millennial-infographic http://thesmartpms.posterous.com/the-post-recession-millennial-infographic

Summary of the report produced by the Career Advisory Board - DeVry University. The Career Advisory Board is a panel of leading career experts and authors from business and academia who provide actionable advice for job-seekers. 

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Tue, 20 Mar 2012 09:00:00 -0700 Who Are the Millennials? http://thesmartpms.posterous.com/who-are-the-millennials http://thesmartpms.posterous.com/who-are-the-millennials

Who Are the Millennials?<br />Flowtown - Social Media Marketing Application

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Mon, 19 Mar 2012 10:00:00 -0700 Multigenerational Team Infographic http://thesmartpms.posterous.com/multigenerational-team-infographic http://thesmartpms.posterous.com/multigenerational-team-infographic

Infographic inspired from the video "We all Want to be Young"

 

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Sun, 18 Mar 2012 10:59:00 -0700 Millennials an Entrepreneurial Generation http://thesmartpms.posterous.com/millennials-an-entrepreneurial-generation http://thesmartpms.posterous.com/millennials-an-entrepreneurial-generation

Results of recent recent survey conducted by the Young Invincibles in conjunction with Lake Research Partners and Bellwether Research and funded by the Ewing Marion Kauffman Foundation. 

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Fri, 16 Dec 2011 13:43:00 -0800 PMI Awards Ceremony Honors Project Management Excellence http://thesmartpms.posterous.com/pmi-awards-ceremony-honors-project-management http://thesmartpms.posterous.com/pmi-awards-ceremony-honors-project-management

PMI Award Ceremony PMI Today - December 2011 Issue 

http://www.pmitoday-digital.com/pmitodayopen/201112/?pg=12&search_term=morlan&search_term=morlan#pg12

pmitoday201112-dl.pdf Download this file

 

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Thu, 17 Nov 2011 18:35:00 -0800 Winners of 2011 PMI Distinguished Contribution Award http://thesmartpms.posterous.com/winners-of-2011-pmi-distinguished-contributio http://thesmartpms.posterous.com/winners-of-2011-pmi-distinguished-contributio

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Sat, 22 Oct 2011 17:30:00 -0700 Project Management Institute Honors Jose Conrado Morlan Medina, PMP, PgMP, with a 2011 PMI Distinguished Contribution Award http://thesmartpms.posterous.com/project-management-institute-honors-jose-conr http://thesmartpms.posterous.com/project-management-institute-honors-jose-conr

Press_Release_-_Distinguished_Contribution_Award_Jose_Conrado_Morlan_Medina_PMP_PgMP_2011.pdf Download this file

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Mon, 17 Oct 2011 17:52:00 -0700 9 Clever Ways to Maximize your Professional Development Experience at the PMI Global Congress http://thesmartpms.posterous.com/9-clever-ways-to-maximize-your-professional-d http://thesmartpms.posterous.com/9-clever-ways-to-maximize-your-professional-d

By now, you are on your way to the PMI Global Congress. Are you ready to discover exciting learning and networking opportunities? At this three-day event you will be attending premier project management education and will have the opportunity to interact with peers, discuss best practices, common issues and the latest trends in project management.

9 clever ways to maximize your professional development experience at the PMI Global Congress are:

1)    Register. Go to the rapid registration kiosk and get registered with your printed confirmation email. Forgot your confirmation email? Go to the registration desk where you will be assisted. You will receive your smart badge event guide, at a glance schedule, and event location

2)     Stand out from the crowd. You will receive a neck wallet to hold your smart badge. Look for the different colored ribbons available to attach to your neck wallet to promote networking. Tell the world that you are a PMP, PgMP, First Timer or Presenter

3)     Get carded. Use your smart badge as your pass to the exhibit hall and all PMI events – presentations, networking sessions, receptions and other events. Take good care of your smart badge as it is the vehicle for automatic PDU accrual

4)     Attend pre-sessions. Check the pre-session schedule and plant to attend and recognize peers at the award ceremony on Saturday night or attend Sunday morning workshops where the state of project management is discussed

5)     Opening Session. Gain valuable insights during the opening session.  In previous years, keynote addresses have been delivered by American statesman and retired general Collin Powel and former president of the United States Bill Clinton. What a better way to start the congress!!

6)     Visit the Exhibit hall. Learn about the latest software and training materials. Also check out the PMI bookstore.  Stop by the PMI Career Center for potential job opportunities. Get carded to participate in vendor drawings and to be contacted after the congress

7)     Provide feedback. At the end of each session you will receive a survey; this is your opportunity to provide feedback about the presentation and presenter. Your feedback is important for the presenter and to make improvements for future events.

8)     Jump on the social media wagon. Use your smart phone, tablet, or computer to provide your insights via tweeter, facebook or blogs. Do not forget to add your comments to the congress blog at your leisure.

9)     Network, Network, Network! Get to know your fellow attendees and make professional connections at any time during the congress. Networking is a noteworthy component of your professional development experience.

At the congress, you will spend three-days with thousands of project management professionals from around the world. Do not panic! It may be intimidating but take this opportunity to learn to share and share to learn.

Have a safe trip back home!


 

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Mon, 01 Aug 2011 15:40:00 -0700 Hot From the Press: The Silent Generation on Project Teams http://thesmartpms.posterous.com/hot-from-the-press-the-silent-generation-on-p http://thesmartpms.posterous.com/hot-from-the-press-the-silent-generation-on-p

Check my recent collaboration with PMI's official blog Voices on Project Management http://blogs.pmi.org/blog/voices_on_project_management/2011/08/the-silent-generation-on-proje.html

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Fri, 29 Jul 2011 19:17:00 -0700 Ask the Smart PM: Networking Within the Organization http://thesmartpms.posterous.com/ask-the-smart-pm-networking-within-the-organi http://thesmartpms.posterous.com/ask-the-smart-pm-networking-within-the-organi

 

Conrado Morlan

 

Conrado Morlan

This is a guest post by Conrado Morlan, the Smart PM.

Dear Smart PM…

I am a new hire at the project management office of a large corporation. I had been working in project management for several years as a freelancer. Although I consider myself to be a good networker, I found difficulties networking within the organization. What can I do to build long lasting relationships with the project stakeholders? – PM Lost in Corporate World.

Dear Lost in Corporate World…

Your networking skills as a freelancer should be transferable to the new permanent workplace. In your new position it is important for you to learn what your company does. Speak with the experts. For example, if you work for an accounting firm, talk with accountants. Knowledge about your company will also be helpful while networking within your personal network.

As a project manager it is important for you to have a solid network and build strong relationships with stakeholders. With the help of your manager and peers, identify the strategic functional areas and select a couple. Understand their role in the organization and select two or three people in each one. Focus on people at various levels of responsibility.

Networking within the organization doesn’t have to be a complex process. At a coffee break, go to different break rooms, bring your favorite mug, and introduce yourself. It is always a good idea to leave your desk and scout the building.

Company events may be a great opportunity for you to meet other employees. The environment is usually relaxed and fosters camaraderie. Since you are a new hire, this may be the best “ice-breaker” and would help you to be welcome by other employees and learn more about what the company does. Check for other available activities that will help you to expand your internal network.

Consider including administrative assistants in your internal network. They usually are the “gate-keepers” and having them on your side may be a good strategy to get access to project stakeholders when you need it most. Keep close contact with them and make sure you send birthday and greeting cards for special occasions.

Last but not least, it is never too early to think about your future. Take notice of your manager’s peers. If you are a high potential resource, your manager will already support you. Become visible in the eyes of your manager’s peers and build rapport with them, and identify those who may endorse you as they climb the organizational ladder.

Conrado Morlan, PMP, PgMP, has more than 15 years of experience managing programs and projects in the Americas, Europe and Asia leading multigenerational and multicultural project teams. Conrado was one of the first people to attain the PMI PgMP® credential in Latin America and the first one in Mexico. Conrado is a frequent guest speaker at Project Management congresses in America and Latin America, an avid volunteer with several PMI chapters, a contributor for PMI Community Post and INyES Latino and a blogger at http://thesmartpms.posterous.com.  For questions, comments, or feedback, please contact Conrado.

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Thu, 28 Jul 2011 17:38:00 -0700 2011 Compensation Guide http://thesmartpms.posterous.com/2011-compensation-guide http://thesmartpms.posterous.com/2011-compensation-guide

How much are Americans being paid in 2011? Here's a look at executive pay nationally, by city, and by industry.

2011 Compensation Guide Executive Pay
(Source: Inc.com)

 

2011 Compensation Guide Executive Pay by City
(Source: Inc.com)

2011 Compensation Guide Executive Pay by Industry
(Source: Inc.com)

2011 Compensation Guide Executive Pay by Company Size
(Source: Inc.com)

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