October 2008 Archives

Ah, the problem project. It's not a new story, and sadly, it's not as if we're surprised when projects seem to spiral out of control, especially when it comes to those in the infrastructure realm. But this certainly has to rank as some of the worst project news I've heard in a while.
    According to the U.S.-based Los Angeles Times, the $100 million sewage-treatment system project in Fallouja, Iraq is three years late, triple its budgeted costs and not even close to delivering on its goals:
    "Sewage continues to run in the streets, and the Special Inspector General for Iraq Reconstruction found that the system may never be properly connected to individual homes, lacks the necessary fuel to operate and is unlikely to ever cover the full city."
    There are certainly extenuating circumstances--and added risk factors--surrounding this project. But how did things go so wrong? An Associated Press story on the project points the finger at "unrealistic U.S. expectations from the start, repeated redesigns of the project, financial and contracting problems, and lack of good contractors to draw from."
    It's the kind of laundry list of issues that anyone who has ever done time on a "problem project" is no doubt familiar with. The true question is how do you recover?

Why is delegation so hard for some people? Continuing from my earlier post, I want to expand on some of the excuses I've heard over the years:
    -"My team members lack the experience."
    -"It takes more time to explain than to do the job myself."
    -"A mistake by a team member could be costly for my project."
    -"My position enables me to get quicker action."
    -"There are some things that I shouldn't delegate to anyone."
    -"My team members are specialists and they lack the overall knowledge that many of my decisions require."
    But I think another big reason comes down to a deep insecurity that can influence how you deal with those who work under you. Do you think a team member is after your job? Or maybe you're afraid someone else will do the work better than you?
    Sound like you? Well, you may be protecting your immediate status, but you're hurting your opportunity to move up.
    I don't think of delegation as if I am doing the other person a favor. Instead, I think that I'm doing myself a favor.
    Delegation means I get added resources, leaving more time to manage my project. I focus on doing a few tasks very well, rather than doing a lot rather poorly. I increase my management potential. And, I'm training people to succeed me, so I won't end up shackled to one particular area.
    That does the organization a favor as well. As I delegate, output goes up, project work may be completed more efficiently, and team members feel free to offer new ideas. And to top it off, decision-making is improved, so the organization becomes more responsive--and more competitive.

PMI editor-in-chief Dan Goldfischer and book editor Donn Greenberg colluded to bring me to PMI's North American Congress in Denver, Colorado, USA to participate in a book signing for Things Your PMO Is Doing Wrong. I must admit, I was somewhat apprehensive before arriving, having never participated in a book signing before. As it turns out, everything went swimmingly, just as Dan and Donn said it would.
    Well, almost everything.
    What was plain to me (and, presumably, every other congress participant) was that considerable energy and intellectual capital has been spent in support of a definitive study investigating the ROI of implementing project management. Of course, I would rather trim my fingernails in a Cuisinart than support such an undertaking. Why? Well, I have two reasons.
    One, ROI is an assessment tool for evaluating assets. Yes, that's right, it's something our old friends the accountants use and regular readers of The Variance Threshold know what I think of them. You may as well calculate the cost performance index (CPI) on a bulldozer. Taking an assessment tool out of the asset managers' toolbox and trying to use it in the project management domain doesn't work, in my opinion. Sorry about all the effort.
    Second, what's the practical application of a study like Researching the Value of Project Management? Does anybody really believe that we project management types can plunk a copy of this study down and exclaim, "See! Project management really is worth your while!" And have them answer, "You're right! Let me make room for you at the boardroom table?"
    It'll never happen. Cost performance information translates into sheer organizational power, and our suspender-clad brethren will not simply stand by and allow project management types to own that information stream.
    But hope springs eternal. Who knows, maybe I'm all washed up, and this ROI study will provide many a project manager with the leverage he or she needs to further the project management agenda within their organization, leading to the inescapable conclusion that I've become too cynical to have my writings taken seriously.
    But I don't think so.
   
Editor's note: You can purchase Michael Hatfield's new book, Things Your PMO Is Doing Wrong, in the PMI Marketplace. During the month of October it is available at the discounted rate. Or find out more about PMI's Researching the Value of Project Management study.

When you have to walk to a convention center in the dark and start your day with a stiff dose of caffeine before the sun reflects off the Front Range to the west, you need a laugh ... and some inspirational learning. Monday's breakfast speaker at global congress provided both.
    Connie Podesta had attendees rolling in the aisles as she divided the audience into squares, triangles, circles and squiggles--and proceeded to tell everyone their negative characteristics. Circles never stop talking and are too perky in the morning, triangles are obsessive-compulsive ... you get the idea.
    The point was that as project leaders, you have to be able to understand all different types of people. And we all need to make choices. Being happy is your job, Podesta said, not your boss's or parent's concern. If your organization provides a respectful, positive environment and listens to people, team members will choose to be happy ... or not.
    In the hotel elevator, Podesta heard some PMI folks complaining about the congress (the size of the convention center, the food, etc., etc.). "Did you ever stop to think what an unbelievable project it is to put on an event fro 4,000 people? How many think PMI did a good job?" I'm happy to report a loud round of applause greeted this question, because it has been an incredible amount of work for my PMI colleagues and the Mile-Hi Chapter volunteers. Always acknowledge good work was that lesson.

Project managers should never feel like they have to do anything that someone else can do as well or better.
    Delegation begins by determining tasks necessary to reach project goals--and then finding the best people to do it. But you still have to check results regularly.
    I suggest the following four steps for effective delegation:
1. Define the purpose, importance, deadline and scope of the project, along with the responsibilities of everyone involved. But be clear. You can't just expect team members to ask enough questions.
2. Provide the authority, resources and support team members need to get the job done. Otherwise, their requests to others for help and information may be ignored.
3. Set standards and then make sure staffers know they are responsible for meeting those standards. The key here is accountability. And when a problem arises, don't second-guess your staffer. Use the opportunity to show him or her how to handle it.
4. Set deadlines and enforce them. This establishes a commitment, ensuring decisions and tasks are handled promptly.

A good part of PMI president and CEO Gergory Balestrero's opening remarks last Sunday afternoon at global congress centered on sustainability--and how project managers and the profession can play a huge part. PMI has started to play its part by announcing a new strategic principle:
        PMI shall take actions and make decisions in a socially and environmentally responsible way.
    The sustainability effort has been brewing within PMI for a while now. Just take a look at the current issue of PM Network (now and forever on recycled paper), which is completely devoted to the topic.
    And for those of us who get to hear Mr. Balestrero speak on a regular basis, you will notice that he often touches on the important role project managers and project management can play in the sustainability effort.
    When econsense official Thomas Koenen signed up to serve as the keynoter for the PMI global congress in Malta earlier this year, Mr. Balestrero said, "Social responsibility is no longer the whim of an environmentally sensitive CEO. It has become a mandate for all organizations in every operation. Project managers must recognize and address this mandate now and into the future."
    Good sentiments, indeed. Throughout the year, however, I sometimes speak to in-the-trenches project managers who don't share the same point of view. They say social responsibility is nothing more than a "feel good" effort and argue the topic as it relates to the profession is on overkill.
    While this group may represent the minority, I wonder what PMI will do to convert these holdouts--and how they will raise the bar for sustainable project management around the world.

The first full day of global congress sessions is over in Denver. Seems that one common theme is the elevation of the status of project managers. They are getting respect.
    At lunch yesterday, I met Kyle A. Mabin, program manager, consumer electronics for Intel Corp., based in Chandler, Arizona, USA. He told me that he "thinks it's wonderful to see that most industries realize the importance of focusing on program and project managers as key to their organizational succcess, and not just as a role."
    Listening to presenters and their audiences, he thought that a movement was starting--that in this economy, organizations are realizing that project managers are the ones who can do it better, faster, cheaper.
    Mabin is a first-time congress attendee and a new PMI member. He has been managing international programs since 1993 and plans to study for his PMP credential. When he gets back to work after Denver, he plans to ask his executives what his company is doing to advance project management as a career, not a role. Great action plan!
    The focus of federal government project work is changing from just doing work to getting results, according to a session on identifying future trends in U.S. public sector and program management. Another trend is that the role of programs/project manager is no longer being seen as a collateral duty.
    Gary Heerkens, PMP, discussed this theme in his presentation yesterday on strategic project management maturity. As project managers become more in tune with making project decisions based on sound business judgment, and as they learn the strategic alignment of their projects and educate their team on it, executives will see that projects are the way to gain positive financial return and reach long-term goals.

Six of the eight council members attended North American Congress in Denver: (from left to right) Hal Macomber, Elizabeth Harrin, Dave Garret, Chalyce Nollsch, Cornelius Fichtner and Josh Nankivel














This year's congress served as the launching point for PMI's New Media Council, a group of project management industry bloggers and podcasters that have an influence in the online space. The panel was initiated to help PMI understand new and emerging trends in the profession, especially those being discussed in social and new media channels.

PMI believes it is important to continuously engage industry bloggers, podcasters, and other new media content generators to maintain their interest in and support PMI. More importantly, thought, the new council is a means to increase collaboration with these online thought leaders--and their audiences--with regard to PMI's efforts as an organization and issues that affect the industry. And because these individuals were willing to participate in the council, PMI made it possible for them to experience congress and provide feedback on the event.

PMI plans to regularly solicit the council's opinion on important matters as another means of gaining input on what project managers need.

The eight influential voices that make up this council are:
Cornelius Fichtner, The Project Management Podcast
Dave Garrett, Gantthead
Elizabeth Harrin, A Girl's Guide to Project Management
Hal Macomber, Reforming Project Management
Jerry Manas, PMThink!
Josh Nankivel, PM Student
Chalyce Nollsch, PM Boulevard
Raven Young, Raven's Brain

Please join the discussion online and help improve communication within PMI and to keep move the industry forward.

In today's Congress Connections (Tuesday Congress Connections.pdf), we cover the election results and new board members; reveal PMI's New Media Council; and rundown the list of bonus sessions.

How do you create a big event for celebrating a major PMI chapter milestone?
    Well, for PMI's Mile-Hi Chapter in Denver, Colorado, USA, we built its 30th anniversary around PMI's Global Congress 2008--North America, which was coming to Denver in October.
    A first step in setting the stage was to invite PMI president and CEO Gregory Balestrero to keynote the celebration.
    Mr. Balestrero graciously accepted.
    The date was set for 15 October, the evening prior to the beginning of the Leadership Institute and the same day that a number of PMI leaders from around the world would be arriving in town.
    Along with Mr Balestrero, more than 20 PMI leaders joined the Mile-Hi Chapter for networking and dinner.
    Visiting dignitaries included members of PMI Board of Directors, leadership of PMI chapters throughout Region 6, former presidents and leadership from the Mile-Hi Chapter's 30 years, (such as Martin VanDerSchouw, former PMI Mile-Hi Chapter president and current member of the PMI Board of Directors), and internationally from as far away as Nigeria.
    Chima Ockere, Ph.D., president of the PMI Nigeria Chapter, was a special guest of the Mile-Hi Chapter, celebrating the long-term sister relationship between the two chapters.
    Additionally, a 30 percent discount off regular dinner prices for a Mile-Hi monthly chapter meeting was offered. A capacity crowd of 300 attended for the event, which was sold out four days early.

PMI staff member Valerie Carter scans badges for the popular opening session with General Powell.







Every day here in Denver, I just want to say "wow." Today was no exception.
    General Colin Powell opened as keynote for the PMI global congress. He shared numerous stories about his experience and demonstrated that he is a pretty good comedic vocal impersonator!
    General Powell talked a lot about leadership and its relevancy to project management. It's about followership, trust and facing reality. "You know you are a good leader if your troops follow you out of curiosity!
    At the end, General Powell answered some pre-submitted questions from the audience, including one about inclusiveness. "In 25 years, America's majority will not be white Protestants," hinting at recent research studies that predict that today's majority will be come the minority. "Leaders must represent their consitiuency. They must have empathy and understand those they represent."
    Given that General Powell demonstrated such vision and strategic thought in his words today, it makes one think even more about the decision he made earlier in the day regarding his endorsement of a U.S. presidential candidate. "Study the issues, study your conscience, and make your choice."

I really enjoyed Saturday afternoon's Individual Leadership Development topic "If This Was Easy Someone Else Would Be Doing It." Michael Flint and Herman Gonzalez of the Southern Ontario Chapter teamed up for their top 10 reasons why component leadership is not easy. Their management challenges, in order of importance, were:
1. Focus
2. Communications
3. Customer Expectations (Chapter members are customers!)
4. Component Scope
5. Vision
6. External Competition and Collaboration
7. Internal Competition and Collaboration
8. Time Expectations
9. Funding
10. Volunteers
    I had two great takeaways. First, chapter management is really about managing a business and chapters can fall into the trap of being managed like projects. (We are, after all, project managers.)
    Second, consider having dinner meetings earlier, free and "without the dinners." Free, non-dinner chapter meetings could save money, might actually produce a higher turnout because they are free, and could get everyone home in time for Desperate Housewives--just kidding. But early, free, non-dinner meetings might be a great idea heading into these financially troubling times.
    I spoke to Herman, chapter president, after the session and he told me that their free, non-dinner meetings were very successful. They improved attendance and were actually "more profitable."  

Gen. Powell's keynote speech at congress knocked my socks off. Judging from the incredible spontaneous and thunderous standing ovations at the beginning and end of his talk he knocked off a whole lot of socks. His amazing stories of military and diplomatic life and leadership lessons resonated with everyone.

But it turns out not quite everyone had the same total reaction. Walking out of the Wells Fargo Theater, I made a few observations that reminded me that people come from different places in this world, literally and figuratively. One gentleman from the United Kingdom was heard telling his U.S. friend that he didn't like the speech because some aspects of it (particularly stories about the invasion of Panama) reminded him of the United States as, in his view, an overbearing military presence in the world.

After hearing that I looked around and noticed that attendees appearing to come from Latin America were not nearly as "juiced up" as others in the audience.

In the reception afterwards, someone told me that their friend from Europe felt that the general did not have it right when he said Europe is safer now than it had ever been.

I'm a native-born U.S. citizen, I thought Gen. Powell's presence was one fo the best I had ever heard. It gave me hope; it ramped up the excitement for the congress. But I can definitely see where the feelings of non-U.S. citizens are coming from.

Even among U.S. citizens, it appeared that Gen. Powell's presence was controversial. The general had appeared on television this morning to endorse a presidential candidate; several attendees unveiled a red sign at the beginning of his talk that said, "We've lost an American hero." The attendee who told me this served in the military and was very upset by this sign, all politics aside.

Gen. Powell, however, was not fazed. He told the audience that some people may strongly agree while others may disagree with his politics, but he wanted people to weigh the options and make up their own minds.

No one can contest Gen. Powell's leadership skills and charisma. His speaking style is fabulous--he was funny and personable. But the reactions I saw afterward that were different than mine reminded me of the importance of remembering that people come from different places. For project leaders of global teams, it is always key to keep this top-of-mind and be sensitive to differences. With respect, we can all work together and learn. 

In today's Congress Connections (Monday Congress Connections.pdf), we recap the keynote address by General Colin Powell, USA (Ret.) and talk to congress-goers about what they thought. We also summarize the results of the Research and Standards Working Sessions, highlight PMI president and CEO Gregory Balestrero's new blog and much more.

Hot off his highly promoted appearance (and U.S. presidential endorsement) on NBC's Meet the Press, Gen. Colin L. Powell USA, (Ret.), served as the kickoff for this year's North America congress, joking as he began, "I've had a long and busy day."   
    It was the largest and most excited crowd--a few people even brought homemade posters--I have ever seen at a congress opening session. And in my opinion they were not let down.
    Gen. Powell entertained the crowd with his impressions of California governor/celebrity Arnold Schwarzenegger and former U.S. President Ronald Regan (they were actually pretty spot-on), his favorite war stories and interesting tidbits of what it was like to serve as a U.S. National Security Advisor and Secretary of State.
    He also, however, imparted some wisdom about leadership that could be applied to just about any project environment. There were many lessons to take away, but here are five that stuck with me:
1. At the end of the day you have to convince a bunch of followers to do what you want them to do--and that they want to do it.
2. Take care of the troops. If you talk the game, you have to walk it with them. You have to provide them the tools and training they need to succeed.
3. Inspire your followers so they are self-motivated. They should come in every day and want to help you get the job done.
4. Reward and recognize. Although money is obvious, very often it's just a matter of saying, "you're doing a great job." And never underestimate the power of a handwritten note.
5. Be an example of morale and physical courage. Your word is your bond and your service should be selfless.

In Sunday's Congress Connections (Congress Connections.pdf), we review the winners of PMI's 2008 Professional Component and Educational Foundation Awards, preview some of the big events of this year's congress and promote the good works of the PMI Educational Foundation (PMIEF).

I thought the best presentation at this year's Leadership conference was the keynote address by Mark Mullaly. He discussed at great length how to quantify the value of project management from the results of a study he and his team performed on 65 companies. He quantified project management value in terms of satisfaction, alignment to business practices, process improvements, outcomes and ROI.
    The study measured project management value using both tangible and intangible metrics. And although Mark concluded that it was more difficult to show a positive relationship amongst project management levels using tangible value determinants, correlations were more evident when using intangible value as a measurement tool.
    I spoke to Mark immediately after his presentation about the difficulty in convincing stakeholders, particularly executive sponsors, of the value of project management using intangible value. He agreed it was a challenge to address intangible value, but with the caveat that this was true also of tangible value. He suggested to me that higher-level managers were usually more concerned with intangible value because they knew how intangibles offer such tremendous, long-term leverage for a company's success--forward thinking.
    I agree. Executive, leaders, senior stakeholders know deep down inside that it is the intangible value that ultimately drives their projects and company forward. That's why I changed my mind after speaking with Mark. It's really at the lower stakeholder levels that the tangible case needs to be made. And if intangible project management value can be demonstrated at the top, like executive sponsors, their buy-in will help us make the tangible case for project management value well down into the organization.

Editor's Note: Find out more about the study mentioned in this post.

Our members continue to come back to PMI for various reasons, and the top two reasons are knowledge and networking.
    PMI chapters offer excellent opportunities for members to network and advance their careers through face-to-face meetings. And in a world that has become "smaller" through social networking, connection is high on the rise of interests.
    I am often reminded of two PMI members I met at different times. The first, Oscar, contacted me years ago for assistance with his member benefits. Oscar still contacts me with questions and I am happy to help him find what he is looking for.
    Then, about three years ago while in Argentina, I met Miguel who was very curious about a nuclear industry networking group. Since PMI didn't have any SIGs in that industry, I returned to PMI, determined to find an answer, when it finally hit me: Oscar.
    I e-mailed both Oscar and Miguel to introduce them to one another, and low and behold, they were old friends lost by distance. Their history went back at least 20 years, and now I reconnected them.
    While I have never met Oscar face-to-face, we have a professional relationship bound by PMI. And when I see Miguel and PMI global congresses in Latin America, we exchange warm smiles and greetings.
    Now, imagine bringing even more people together to share their knowledge and to network. Many of us do it every day via sites like Facebook, LinkedIn and MySpace.
    And soon you'll be able to do the same with the results of PMI's Virtual Communities Project (VCP)--an initiative to bring PMI's knowledge, technology and communities together to deliver value to PMI members to network, participate in discussions, contribute new content via wikis, offer opinions and ideas about a particular area of project management in a webinar, or just watch and learn. (For more information, read  What It Means to You.pdf).

    VCP was put to the test recently when PMI launch two pilot communities to test our new technology platform, and participate in the development and release of added features and functionality. The Human Resources Specific Interest Group (SIG) now boasts a "community of practice," and the International Development SIG rolled out as a "forum."
    In this truly transformational initiative, VCP will deliver what members have long desired: a one-stop shop for project management profession's knowledge.
    In a world of competing demands and uncertainty PMI will deliver. How can we help you?

Editor's Note: If you are willing to be part of the VCP transformation, e-mail PMI. Tell us who you are, what you do and why you are interested.

The 2008 North America Leadership Institute (LI) Meeting has just wrapped up, and a major theme of this gathering of chapter and Specific Interest Group (SIG) leaders was "change." PMI president and CEO, Gregory Balestrero, reminded attendees time and time again that the organization is going through significant changes and change can be difficult. His advice was to be on the solution side of change management and keep focused on the project management "prize," the amazing amount of value the profession can add to organizations and the world.
    If you are reading this from outside the Colorado Convention Center you might wonder what changes are in store. That depends on your role in PMI. If you are a SIG leader, the Virtual Communities Project means SIGs will transition (that is, change) to Communities of Practice or Forums. PMI will run the infrastructure and the new electronic platform--now being piloted--will allow for much more two-way communication. SIG leaders will no longer need to be concerned with administrative details and can concentrate on providing knowledge within their specialties.
    Those who can benefit from knowledge from all areas of project management, whether it be risk management or the like, or areas that use project management, like IT, government, pharmaceuticals, etc., will find it easier after VCP is fully completed. A decision is pending that will allow members for one nominal fee to access information from all Communities of Practice Forums. They will not have to join every virtual community to benefit from those communities' expertise. In other words, we come closer to being "One PMI."
    On the chapter front, leaders are gearing up to use the new Catalog of Core and Extended Services, Strategic Alignment Scorecard and Multi-Year Business Plan. This will mean a bit of work for chapter volunteers but the "prize" at the end will mean "One PMI"--a "normalized" experience for members, and strategic alignment across the Institute, around the world. This change means that a member living in one part of the world will be able to enjoy much of the same chapter member benefits if he or she moves to another part of the world--and that all chapters will be following the PMI Strategic Plan.
    One thing that did not change in this LI meeting was the positive reaction of leaders attending. Whether they were new to LI meetings or veterans, all were impressed by the insights they will be able to take to their home chapters, finding ways to add value to members, connect with organizations in their communities and spread the word on the benefits of project management.

Although my time demands are tight, as no doubt is true for most everyone else, I have come to realize that making a commitment to expand my contact groups is important. It gives me an opportunity to broaden my knowledge on women's issues, especially as they relate to working in the project management field.
    In addition to being active in PMI's chapters and virtual communities for several years, I recently became active in one of my employer's women's networking groups as well as a couple of other virtual networking groups. Thus far, the experience has been very rewarding both professionally and personally.
    Just learning that there are others "out there" with so many similar challenges is comforting. And better yet, I can use those contacts as a sounding board to help me manage my own situations. From a personal perspecitive, making a commitment to actively network has introduced me to many interesting people, some of whom have become good friends that I will cherish for many years to come.      

All good project leaders should have a good relationship with their people and project stakeholders, but sometimes cultural differences make it a little harder.
    In Spain, for example, people look in the face of the other person when speaking, while in some Asian countries they consider it offensive to look into the face or eyes of the person you are talking to all the time.
    Listening is such a routine project activity that few people think of developing the skill. Yet when you know how to really listen, you increase your ability to acquire and retain knowledge and understand and influence your team members and project stakeholders.
    Listening is hard work. Unlike hearing, it demands total concentration. It is an active search for meaning, while hearing is passive. Try to listen with these questions in mind:

• What's the speaker saying?
• What does it mean?
• How does it relate to what was said before?
• What point is the speaker trying to make?
• How can I use the information the speaker is giving me?
• Does it make sense?
• Am I getting the whole story?
• Are the points being supported?
• What does this relate to what I already I know?

I strongly believe project managers must listen at three levels in cross-cultural exchanges:

1. Pay attention to the person and the message.
2. Create rapport.
3. Share meaning.

    Listen better to your project stakeholders and you will learn more about your project.

PMI Global Congress 2008--North America is in full force.
    This morning I had the chance to walk over to the Colorado Convention Center, the venue for this year's event, and complete my registration. It was actually very simple. If you pre-registered all you have to do is go over to the Quick Registration Desk, place the sheet with the barcode (it should have been mailed to you after you registered) under the scanner and presto; your smart badge will print out.
    If you are like me, however, and left that sheet of paper at home or in your hotel room, waiting in line to get your badge printed is very painless.
    There is quite a buzz in the air surrounding Sunday's keynote address. Be on the lookout tomorrow for coverage of that event on PMI.org and in the Congress Connections newspaper. Congress Connections are handed out throughout the day at the convention center and will also be available in PDF form here on Voices on Project Management.

From left to right: Greg Stine, Connie Figley, Charlie Waligura, Brantlee Underhill at the PMI Leadership Showcase




We are having rich, content-filled days here at the "LIM" (Leadership Institute Meeting). Membership and credential holder engagement are hot topics amongst the volunteer leadership. With nearly 420,000 combined members and credential holders in PMI--50 percent of Project Management Professionals (PMP^®) credential holders are members--our opportunity and challenge is to rethink the mindset of how we deliver.
    There are many reasons people come to PMI. Even the reasons why a person acquires membership vs. PMP certification are different. Generally, PMI research can help tell us why--and locally, chapters need to validate that information. Chapters have the opportunity to build creative solutions with trusted partners like PMI and others in the project management community, to give their members what they need, while doing the same for credential holders.
    For example, while knowledge and networking are some of the top reasons why people join and renew their PMI membership, it is not the case in Japan. I met with our Tokyo Chapter today.
    The Japanese don't consider networking a primary value offering. The chapter offers opportunities, yet networking is not one of the top drivers of involvement. Knowledge is key, and the chapter has worked with PMI to translate several PMI standards into Japanese, which makes the Japanese version of A Guide to the Project Management Body of Knowledge (PMBOK^® Guide) one of PMI's best sellers. And working together, we have enabled a technical solution for the Tokyo Chapter to send members to a Japanese language membership renewal process.
    What a model of maturity and forward thinking. My team was impressed with the discipline and process they have instilled in their operations. It was the first time I saw a chapter define a branch development and maturation process. They truly understand and embrace the value of business development planning and strategic alignment. They are considering their markets and understand what the segments need.
    Good things are yet to come, and the leaders keep coming back. Today I caught up with some "old timers" (they said it, not me!). Just check out Connie's "flair" in the picture--the pins say it all and document her years of involvement.

Of the three components of a project's baseline, scope has to be the weakest. Why? Cost baselines are captured in amounts of currency or resources that can be quantified with a high level of exactitude. Ditto with the schedule baseline, since the units we use to measure time haven't changed for centuries--the sole exception being the French Revolution, a period of time not exactly known for the advancement of managerial concepts.
    But scope is different: it is captured using words, and words are difficult, magical things. Yes, they have their precise side, their denotations, but they also have their uncontrollable side, their connotations.
    For example, "pathetic," denotatively, simply refers to an emotionally based argument. But its connotation has become so powerfully associated with "pitiful" that it's impossible to use the word and assume your listeners will only take in its denotative meaning. If you also note that the words "pompous" and "awful" were considered high praise just one century ago, it becomes easy to see why any inclusion of "quality," "seamless," "integrated," or "effective" can quickly lead any declaration of scope into the hinterland of near meaninglessness.
     If your organization has a mission statement, take it off your bookshelf, blow the dust off and read it with this question in mind: How many ways could those words be interpreted to a successful end? I'd bet, with the mushiness intrinsic to so many such statements, the number would be near infinite. Small wonder why so many projects are utterly undone by scope creep. If you don't know precisely where you're going, they it's easy to take a slightly more difficult path, a little more difficult, a little more ... and then you find yourself in the land of impossibility.
    What's the solution? Hire more English majors in your project office. Not the wimpy, overly opinionated snobs from obscure private colleges. No, I'm talking about state university-graduated, massive American-car driving, engineering-as-a-dual-major writers. Now, that's the type of person who can nail down a scope statement, with only the willfully opaque being unable to clearly understand it.

If and when a PMI Global Congress comes to your hometown, will your chapter decide to simply attend--or will you make the decision to "come and play" in a proactive manner?
    That was the issue before the Colorado PMI Chapters--PMI Mile-Hi in Denver and PMI Pikes Peak Regional in Colorado Springs--last summer.
    The Colorado chapters very actively promote the project management profession all along the Front Range of Colorado. Additionally, we consistently look for ways to add value to our members by offering new and once-in-a-lifetime opportunities for growth.
    Based on those facts, the Mile-Hi Chapter and Pikes Peak Regional Chapter teamed up to form the Host Community Global Congress '08 team.
    How did we get started? And what did we determine would be our foundational guiding principle?
    To kick off this collaboration with PMI, we strongly believed that it was time for relationship building, and that meant face-to-face contact. So, we sent Laurie Haberthier, PMP, vice president of education for the Mile-Hi Chapter and project manager of the Host Community Global Congress '08 team, to PMI's offices in Philadelphia, Pennsylvania, USA for a week.
   But this was far more than a meet and greet.
   Planning here in Colorado had begun last summer when the core teams was formed, so Ms. Haberthier had new, in-depth ideas to present.
    The foundational principle of that planning was that Colorado's participation would be based on running the event as a project, based on PMI standards, according to an extensive project management plan. That included innovations such as in-depth training for volunteers working our chapter booth, a communications plan and metrics.
    One of the most significant developments from our team has been a comprehensive Host City Best Practices Guide to pass on to the next PMI chapter who considers hosting a global congress.
    Additionally, we have been working extensively with presidents of other PMI Region 6 chapters to make the Leadership Institute event held prior to congress a huge success.
   
    Editor's Note: Charles Knezevich, as host city chapter president, welcomed over 800 attendees to the Leadership Institute meeting on October 16. If you would like a copy of the Host City Best Practices Guide, contact Charles at president@pmimilehi.org and he will be happy to send you one upon its completion. 

All successful project management offices (PMOs) have one thing in common, while all failed PMOs lack this same thing. Indeed, if your PMO has this one thing it's next to impossible for it to fail; similarly, if your PMO lacks this, you will not succeed, not matter how much more, time and energy you invest. So, what is this "brass ring" of PMOs?
    Cooperation.
It's funny, too, because of the wildly divergent theories out there about how project management ought to be performed and advanced, and what manifestations of the organization are indicative of success or failure. Some believe that only cost and schedule baselines contained in one software represent a successful PMO, while others hold a rival software combination as the only acceptable setup.
    Many auditors will express outrage at the lack of internal procedures and guides, still others want widespread professional certifications. Many managers who, at some time, had been associated with what they perceived to be a successful PMO will have misidentified the primary casual factor that led to that success. As I discuss in my new book, Things Your PMO Is Doing Wrong, the idea that organizational clout can be leveraged to compel successful project management advancement is a myth, whether that clout-leveraging takes the form of forcing the tool (mandating the use of a certain software), issuing procedures and guides, or any of the other so-called coercive strategies.
    The only way your PMO will succeed is if you adopt a technical approach to advancing project management capabilities that centers on obtaining that brass ring--cooperation--from the other parts of the macro-organization. And that level of cooperation can be elusive, indeed, but consider what you, the PMO director, are asking: You essentially want everybody else to change the way they've been doing business, for decades in some cases. I would submit that asking anybody to change anything they've been doing a certain way for years, even in the face of overwhelming evidence that the new way is better for everyone involved, is difficult in the extreme.
    Difficult, but not impossible.
    How is it done? To find out, you can pose a question on the blog that leads me to tip my hand and disclose the optimal technical approach. But there are two problems with that:
1. You still won't know my take on things that can blow up your implementation, even with the optimal technical approach
2. I'm expecting people to try to get me to reveal this secret, so I'm on to you.

Editor's note: You can purchase Michael Hatfield's new book, Things Your PMO Is Doing Wrong, in the PMI Marketplace. During the month of October it is available at a discounted rate.

This week, over 700 volunteer leaders from PMI's chapters, specific interest groups (SIGs) and colleges will gather in Denver, Colorado, USA for the last PMI Leadership Institute Meeting of the year.
    PMI's Leadership Institute program offers volunteer leadership development that incorporates focused, disciplined training opportunities in both virtual and face-to-face settings. Association governance, individual "soft skills" and PMI organizational knowledge are the keystones of the program.
    This Leadership Institute Meeting is by far the largest we have ever hosted and exceeds the attendance of some of PMI's global congresses. Thank you to the volunteers who have all taken a role to build and execute all four of this year's meetings. We met with success in Sydney, Australia; Malta; Sao Paulo, Brazil; and now Denver. What a team!
    In planning for the "LIM" (we love to make acronyms!), our team of staff and volunteers contemplated the effect the economy and recent financial downturns would have on our attendance. In tough economic times, individuals and families attempt to shave costs and reduce spending. They will, however, hold onto what they value, whether it is a meal at a favorite restaurant, an annual getaway or career development opportunities.
    At a time when there is much uncertainty about what will happen next, PMI is right there with its members and practitioners, constantly defining and redefining the value that draws people to our organization. For as much as you consider what is happening around you, so does PMI. And that is one reason why the higher-than-ever attendance at this week's LIM both surprised and didn't surprise me.
    I was surprised that many leaders had opted to travel when travel is usually one of the first things that individuals and companies will cut. In addition, I have heard some individuals say they are staying at work for fear of not having a job should they leave for a couple of days.
    Yet, a strong contingent of PMI volunteer leaders is drawn to Denver from as far away as Russia, Pakistan, Australia, Jamaica, Israel, Brazil and Nigeria. I am always impressed with the lengths that people will travel--physically and psychologically--to attend PMI events.
    What didn't surprise me is the commitment that these leaders make, to their professional, to their PMI chapters, SIGs and colleges, and to themselves.
    When I orient new staff to the volunteer community, I try to describe the personality culture. You know how there are A-type personalities and B-type personalities? Well, PMI's volunteer leadership is "Triple A!" They are so passionate about what they do within PMI, volunteering in their spare yet shrinking time, for no money, while balancing life, family, career and more.
    They see the value that leadership training and volunteer experience will deliver to them. It comes in the form of new jobs, speaking and presentation opportunities for other PMI communities, and testing one's own ability to lead while building the skills and tools to succeed.
    The volunteers are the lifeblood of our organization, no doubt about that.

Starting tomorrow, you will see some new names on Voices on Project Management. In honor of PMI's Global Congress 2008--North America, we are opening our doors to guest bloggers, including PMI chapter and specific interest group leaders, PM Network columnists, and PMI members and staff. They'll be discussing everything from project management offices to project management trends in Europe to professional development.
    Cyndee Miller, Dan Goldfischer and I will still be on hand, and starting Friday we will be reporting live from congress. If you can't be there in person, you can keep up on everything from award winners to Colin Powell to the latest on PMI's Researching the Value of Project Management study right here. And Sunday, Monday and Tuesday, we will be posting PDF versions of Congress Connections, the daily newspapers handed out to attendees.

Cross-cultural teams are a fact of life in the world of project management. Just this morning I was reading an article in The Economic Times about the large team working on the New Delhi airport project, which includes 25 foreign nationals.
    Pick up a copy of PM Network or any other business or project management publication and you'll usually see some of the same. And whether you are in person or working virtually, being a part of these global teams can be good for your resume. But first you have to get your foot in the door.
    For project managers looking for "on site" cross-cultural experience, I would suggest turning to Facebook, Orkut, LinkedIn and other community sites for help. I have been a member of project management groups on these sites for a while. I often see job postings from around the world.
    But where else can project managers turn when they are looking to find work in another country?
    Share your thoughts by leaving a comment.

Social responsibility is no longer just a "nice" thing to do. Organizations are now taking a hard look at their practices and providing accountability and ROI for their efforts.
    Yet few people address the role of project management in social responsibility. So PMI devoted the entire October issue of PM Network to the topic. Stories cover everything from greening the supply chain to business ethics to the corporate social responsibility advocates making a difference around the world. The issue also includes a special 40-page section that includes 10 social responsibility case studies covering everything from water management to internet connectivity.
    If you are not a member of PMI, you can read a selection of the stories on PMI.org.
    Social responsibility is not longer an option, and PMI and project leaders around the globe are facing the issue head-on. As Gregory Balestrero, PMI president and CEO says in the issue's opening letter:
    "Today, project managers play a central role in helping the world deal with challenges such as resource scarcity, climate change, growing population, hunger, education of children, and disaster relief and recovery. More and more, a project's ROI will be measured in terms of environmental and social gains as well as financial gains. Throughout the world, project decision criteria is changing, and global sustainability is affecting the project scope, budget, schedule, quality and risks."

Recently PMI graduated its first class of PMI Scheduling Professional (PMI-SP)^SM credential holders. The credential, which was established this year, is meant to recognize project team members who specialize in scheduling.
    The 92-credential holders hail from all parts of the world, including India, Lebanon, Brazil and the United States. They will be recognized at PMI Global Congress 2008--North America in Denver, Colorado, USA.
    Earning--and maintaining--a credential is a major undertaking for anyone and we would like to extend a special congratulations to the trailblazers of this certification.