As the Project Conductor… ORCHESTRATE!

MaryGrace Allenchey, PMP,

The leadership role of the enterprise project, program or portfolio manager correlates directly to the role of a conductor… the leader of a trio, quartet, band or orchestra!

As the Project Conductor… ORCHESTRATE!The conductor must optimize the performance of the various instrumental groups as well as each of the individual musicians. The string, wind, brass and horn sections, as well as the players of each individual instrument…. violin, viola, bass, cello, harp, oboe, clarinet, flute, saxophone, French-horn, trombone, trumpet, piano, guitar and/or drums… must all be apprised of the composition to be performed and exactly when their instrument must be played!

The conductor ORCHESTRATES… leads by means of clever and thorough maneuvering of the team of experts…to optimize the expertise of each musician, and deliver synchronized and harmonious music to the audience!

So too must the project, program or portfolio manager ORCHESTRATE enterprise resources to optimize their capabilities and performance.

Like the conductor, the project, program or portfolio manager simultaneously and effectively leads both groups and individuals. The capabilities and expertise of various enterprise groups…. End-Users, Executive Committees, Project/Program Advisors, Functional Managers, Project/Program Office and Implementation Team Members, as well as the skills and expertise of individuals…Project/Program Sponsor, IT-developer, Engineer, Sr. Manager, Accounting Manager, Project Advisor, et al… must be synchronized to effectively deliver products and services that meet… and even exceed… required performance specifications and stakeholder expectations.

Master leadership skills as you continuously use Project/Program/Portfolio Management (PM) best practices to effectively ORCHESTRATE….

 

PM Best PracticesMaster leadership skills as you diligently apply Project/Program/Portfolio Management (PM) best practices LEADERSHIP TECHNIQUES to effectively ORCHESTRATE….

MANAGEMENT BY EXCEPTION:

  • Empower all project and program stakeholders… the persons impacting the success of the project or program… to make all required implementation/delivery decisions for their specific deliverable EXCEPT in the following situations:
    • Decision requires additional or revised work-effort from another individual or group
    • Decision impacts/changes the triple constraint: SCOPE, TIME, COST
    • Decision impacts/changes QUALITY of functional specifications and/or performance expectations

SITUATIONAL LEADERSHIP:

  • Adjust management/supervisory BEHAVIOR to the capability level of the individual:
    • DELEGATING to the expert level…   SMEs.. significant knowledge and experience
    • SUPPORTING the experienced level …   Knowledgeable and some experience
    • COACHING the knowledgeable level …   Knowledgeable with little/minimum experience Ø DIRECTING the novice level … Trained with no experience

Be the Conductor…

ORCHESTRATE to optimize delivery of quality products and services… and ensure a SYMPHONIC project, program or portfolio management experience!

[For effective leadership techniques, as well as unique and successful application of critical PM best practices, check-out the various self-directed courses on PDUs2Go.com!]

If you found these tips from MaryGrace Allenchey, PMP of value and are a PMP looking to earn PMI PDUs, you might be interested in her self-paced, downloadable courses at PDUs2Go.com.

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