What do you do if your project management process is not yielding desired results?

I believe in taking a step back and critically assessing your project management process when it's not hitting the mark. You can start by looking at your objectives, progress, and outcomes. Are the goals realistic? Does everyone understand and agree on the direction? I think it's essential to identify where your process might not be working. Don't overlook the importance of team feedback; those working on the project day in and day out have invaluable insights into what's working and what's not. This collective reflection can spotlight precise tweaks needed to enhance your approach. Making informed adjustments based on this reality check can dramatically shift your project's trajectory toward success.

1. Evaluate Current Process: identify weaknesses, bottlenecks, or inefficiencies. 2. Identify Issues: is it delays, budget overruns, or quality issues? 3. Collect Feedback: gather feedback to understand perspectives on what’s not working and where improvements can be made. 4. Revisit Goals: are objectives clear, realistic, and aligned with organizational priorities. 5. Provide Training: offer training or resources as needed. 6. Seek External Expertise: consider bringing in external consultants or experts for fresh insights and recommendations for improving your project management approach. 10. Stay Agile: embrace change and be willing to experiment with new ideas and strategies to drive better results. Dr. Carla

One thing I have found helpful, is to afford individuals to craft a reality check framework and then assess as follows, self, team and department or organization. Inside out approach, by using the framework.

I think this is the hardest part - starting the assessment small but keeping constantly going as adding learning and stakeholders. Often this step will lead to lots of re-engineering of dependant processes, the most important lessons I’m convinced are - honestly facing and accepting reality, - thinking outside own box, - involving the most critical stakeholders while - being brutally honest - to the leader and allowing by doing so for others - accepting issues as challenges and not individual failures - leading by thinking big - with the organisational success in mind This part involves more stakeholders than one might expect in the beginning. So the most important during the assessment is starting with and sharing a clear vision!

I generally will ask pointed questions to identify the reality of what is happening. Underlying issues not addressed, ensuring expectations are understood as well as observation of overall dynamics. Are there any personality issues, miscommunication, self evaluation and feedback from team. Were goals clear and measurable. Were milestones clear to everyone and assess client relationship and ensure everyone are clear of expectations with assumptions defined.

Dedicate time to engage with your team members to understand the challenges within your project management process. This approach ensures you're not assigning blame but rather seeking insights into workflow, communication, and resource issues. Approach these discussions with curiosity, asking open-ended questions to uncover how processes can be improved. This collaborative problem-solving not only fosters a positive team environment but also encourages ownership and accountability among team members. By directly involving your team in the assessment, you gain a comprehensive view of the issues at hand, paving the way for effective, inclusive solutions that address the root causes of the project's shortcomings.

What is the most pressing challenge? What do we need to do right now? When you ask questions about "right now" it helps focus in on an issue at hand.

I would add that involving the team in the training plan also helps buy in and actively supports the transition to the new system or operating model I frequently see projects where this is either not addressed at all or addressed too late.

Creating the psychologically safe environment to get brilliant just in time feedback is really important so that you have the organisational honesty to share issues without fear of repercussion. At this stage, it's important to look systemically to identify the biggest wins.

Take the time to assess where the issue(s) are. Is the problem systemic or are there specific tactical issues? Is there a mismatch of expectations? Are the tools and processes in place or is there something missing? Is there an issue with a team member? Make sure you understand the problem before proposing a solution.

Projects are filled with Objectives: 1. The Project's Objectives (hopefully this is a VERY Short List). 2. Objectives that are really Goals. These are the tactical actions that should be SMART. 3. Milestones. The big picture accomplishments that focus the team on the path to completion. 4. Recovery Objectives. Projects derail and must recover. When projects derail I wonder if the team is truly aligned on the objectives. Alignment means the team is accountable and committed to achieving a shared vision. My experience as a PM and a Certified Alignment Practitioner tells me to ask questions about trust, collaboration, decision making, and accountability when projects are derailing. Aligned teams eat PM processes for lunch!

SMART is a great too. And, are you listening and open to input from your team? Are you being adaptive to what happens or doesn't go as expected? No matter how well you set objectives, if you aren't leveraging your influence with strong communication things may not go forward as expected. There is objective setting and then there's strategy and I've found that sometimes a good strategy is the missing link.

Start small - it's easier to implement change when it is introduced incrementally. Small wins will help buy-in gain momentum. The scope and scale of a Project Process can be vast so pick your targets; project control, resource management; portfolio visibility and stakeholder support or limit the changes to one part of the organisation if possible.

From my experience, the first two (Assess Reality & Identify Issue) are usually expected efforts that needs to be completed (without being asked) from management and leadership. When tasked to present or report an issue… I found more past successes when a list of recommended solution options was provided (ie. work-around, permanent fix, etc.). Of course, do it quickly as possible.

Whenever I inherit a sinking ship (Failed Change Agenda or a Failed and/ or derailed Project), I do the following as key steps ahead: A) Remove all negative framing & mindset of the Core Project Team. (Coach & Communicate to remove any fear of failure and/ or concerns about derailing). Nothing can be worse than playing a sport and believing you will lose. B) This is my sequence of events: Revisit - The Problem statement(s); Reimagine - The Solution(s); Revalidate - The Past Method(s); Re-Present - The New Business Case; and Reposition - The intended Benefit)s) & recipients i.e. employees or processes or financials or customers C) Fearlessly Get Going: Coaching & Mentoring Team Members with the new improved plan & actions for change

How many times have new processes, new tools or new software been launched (or imposed) to staff without explaining anything? Self-learning and the art to make do is widespread! But how much time and resources are wasted? In my opinion, the Human Resources that are part of the new projects, and should use these new tools must first be involved. Before starting any activity it is necessary to carefully analyze the process being implemented, with 1-2-1 interviews with the staff involved, but also with a brief Cap-Gap analysis. The hardest part is involving people, listening to their point of view rather than imposing a new model that risks being rejected. As usual, one size doesn't fits all (not even with baseball caps)! These my 2 Cents

Implementing any Change requires the following discipline & mindset from all leaders driving it a) Clarity of Purpose - Ensure enough communication on the why of change b) Be strongly firm when needed and harmonious like a symphony as per requirement. Shun all doubts and concerns when used to challenge the change and accept emotional consequences of impacted recipients as the business reality. Do not tell good to hear fake assurances & stories c) A big change will impact you too, so accept it without a fuss and be a role model for others d) Driving a big change is often like driving on a dark road with no street lights. You must trust your own headlights enough to keep driving. Staying on the path fearlessly is the essence

Introduce the change gradually to avoid overwhelming your team. If possible, start with a pilot program or implement the change in phases. This approach allows you to gather feedback, make necessary adjustments, and provide additional support where needed before rolling out the change across the entire project or organization. It also helps in identifying potential issues early on, minimizing the impact on project timelines and deliverables

I was once tasked with implementing a project management office, where one did not exist before. This change was not accepted by all in the organization at first. We had to prove the need and value of instituting a new PMO for our organization. It started when I needed to meet with all of the managers at first to gauge where we were on projects and resources. I quickly learned that the model was unsustainable. Unfortunately, we were not in a position to hire more PMs, so I instituted a plan to create what I called PM liaisons from each of the teams. It was a chance to level up our organization's PM knowledge while deputizing others to help with the gathering of project information. The effort lasted well beyond my time in the organization.

With clear objectives in place, the next phase is to implement changes. This involves executing the strategies designed to address the identified issues and meet the set goals. Implementation may require adjusting team roles, introducing new communication tools, or revising project timelines. It's vital to communicate these changes effectively, ensuring team buy-in and minimizing resistance. Regular check-ins and flexibility are key, allowing for adjustments based on real-time feedback and results. This proactive approach not only demonstrates leadership commitment to project success but also fosters a dynamic environment where innovation can thrive, directly impacting project outcomes positively.

Now that we have learned, hopefully, instead of focusing on the final outcome, we could divide the journey into smaller steps and monitor the smaller progress, celebrate the smaller achievements and enjoy the results.

After implementing changes in your project management process, it's crucial to closely monitor progress. Are the new processes delivering the desired impact? Utilizing key performance indicators (KPIs) can provide valuable insights into the effectiveness of your adjustments. Keep a keen eye on metrics like project timelines, team productivity, and stakeholder satisfaction. Remember, improvement is often gradual and iterative. Be prepared to make further adjustments based on the data gathered. Staying agile and adaptable is key to navigating the evolving landscape of project management. By continuously evaluating and refining your approach, you can ensure optimal outcomes for your projects.

Progress must definitely be monitored continuously. Assuming that you have addressed everything successfully and walking away will often end in less than optimal results. Be diligent and make corrections whenever they are needed.

Todo proceso proceso de monitoring ha de partir de un cuadro de mando consensuado antes de arrancar el proyecto. Las partes implicadas han de tener consenso acerca los de los principales KPIs y es importante tener los OKRs definidos como comentamos anteriormente.

As just said in identifying issues it always needs a close monitoring while ongoing the progress of the process. Especially when it is very complex and many different people or units are involved. As well as said in identifying issues it needs a special role to be implemented. So this persons case is to only monitor the process to be able to stop or correct it just in time or asap.

Iterative reflection is a vital part of a healthy project management approach. Think of it as a pulse check on your process—regularly stopping to assess what's working and what isn't. Use this time to reflect, learn, and adapt your strategies; embracing this cycle as a means to continually evolve and enhance your project's trajectory. This is not just problem-solving; it's cultivating a growth-oriented mindset that welcomes change as a pathway to excellence.

Lograr el diálogo abierto y honesto en el equipo es directamente proporcional al nivel de éxito del proyecto. El ambiente de proyectos crea un rápido assessment de fortalezas y oportunidades de cada uno, no hay tiempo para posponer esos diálogos, es un barco que se mueve muy rápido, depositado en que cada integrante sabe hacer lo que le toca por ello todos y cada uno deben aprender a dar retroalimentación oportuna y fundamentada No olvidemos incluir ambos aspectos: los que tienen que ver con lo técnico y los que tiene que ver con lo relacional. Lograr un ambiente en que te sientas seguro para dar cuanta información observes, requiere un gran cuidado del contexto. Sin duda, en el ambiente de proyectos conocerás a tus mejores amigos

The process does not manage the project . You do. Manage each departmental input to the level necessary to understand if they are likely to be on time and meet other specs. Some need closer management by you then do others. Keep a special eye on that critical path.

Feedback, feedback, feedback. I cannot emphasise enough the importance of honest feedback channels. It is likewise crucial to be humble enough to take feedback on board, both from clients and staff alike.

Agreed. Regular retrospectives to tweek your process by incorporating the lessons learned is an important part of maintaining relevancy as the organization evolves. You want to align with your organization constantly to ensure that your framework and processes are providing value without being cumbersome. Process for the sake of process isn't helpful for anyone.

In this situation humility is your best bet. It's time to go to your peers (past and present) and ask them to freely point out your blind spots, to isolate where you have room for improvement. Express openly that you aren't feeling satisfied with your present performance and that you need their honest feedback in order to grow to your full potential. This approach does take humility, but it's the best way to locate those trouble spots, behaviors, habits and weaknesses that are hindering your success.

I think the first step is to understand what results were expected. Were they defined and actionable? Were they assigned to specific individuals, and were they held accountable? Also, were the project management processes already in place focused on achieving those specific results? I often see a disconnect between the processes and the desired outcome driven by: - Lack of communication. - Misalignment on expected outcomes. - Disconnects between management and individual contributors. - Poorly defined outcomes/expected results. - No specific person accountable. - Changing goalposts. - Lack of accountability.

At times, there is a relaxed approach towards activities which are not in the critical path. If they do not receive proper attention, they would tend to enter the critical path. Hence required attention must be given to all the activities, of course, the approach being different for different activities.

When project management does not yield desired results, you can identify issues, set objectives, implement changes, monitor progress, and reflect, yet in a healthy process wasn't this already done? Clearly something was missed, and it is often due to relationships. As people on verticals and horizontals better connect, and cultivate healthier interactions, everything else improves. Information shared is more accurate, updates are more valuable and frequent, hand-offs between teams are smoother, contributors are better recognized, trust is improved, and team members grease wheels and remove obstacles for each other. While you may not be able to develop all relationships, you can improve strategic ones that will produce desired results.

Project Management approaches that assume "perfect knowledge" might fail in a VUCA world. Critically assess whether you possess all the knowledge to forecast precisely at the current stage. If that is not the case, for instance, when you are entering new fields (and hence need to gain insights first), apply agile approaches. This allows you to explore the field where you are working first and then exploit opportunities (i.e., define the most effective and efficient approach).