PM Magazine - Spring 2023 by Morgan State University

EDITORIAL MESSAGE

Most project managers know all know about the technical aspects of project management. This includes developing the associated documents and processes whether they are managing a project traditionally or via agile with prescribed ceremonies.

When it comes to knowing what soft-skills to employ, project managers are sometimes at a loss in knowing which soft skill tool to use and during which times. When you are dealing with many team personalities all with different needs, it becomes a huge task for a person to manage both the project, the processes and the people.

The 19th issue of the PM magazine seeks to inform readers on the different soft skill tool sets they can use in the application of their project. The PM magazine’s theme is Soft-Skills – A Guide to A Contemporary Project Manager’s Success. You will read examples of servant leadership, using emotional intelligence, applying business strategies and of course promoting communication to increase your knowledge when delivering projects against their objectives.

Whether you are a novice in project management or a seasoned professional, it is always a good idea to revisit the soft side of project management to do a self-check to see if you are indeed utilizing these skills appropriately.

The project team for the Spring 2023 issue is composed of a small but mighty team, taking on multiple project roles in order to produce this magazine. The students, Monyét Bynoe, Akinbobola Ibosiola, Kehinde Ibosiola and Ikenna Oguledo through discussion and article development, sought to express that soft skills are just as important if not more, than the technical skills that project managers must possess in order to be successful. While you read the articles, ask yourself which soft skills do you employ the most or the least. Hopefully in your reading you can enhance and refine your soft-skill tool set. As always, please enjoy our magazine.

Dr. Monica N. Kay, PMP

Adjunct Professor, Morgan State University Editor-in-Chief, 19th Edition MSU PM Magazine

It is with great pleasure and mixed feelings that our journey at Morgan State University draws to a close, and a new dawn beckons with hope. Earning our Master of Science degree in Project Management from a prestigious university tagged the “National Treasure” has indeed been a voyage of endurance, concentration, fortitude, and resolve. Our appreciation extends to all the instructors, staff, administrators, and faculty at the Earl Graves School of Business & Management, as well as to everyone who has contributed to make our dreams a reality.

In this 19th Edition of the PM magazine, seasoned professionals with diverse views and perspectives have come together to provide insights into the magazine. As a team, we decided to write on a theme that is very crucial to us as we venture into the real world of project management. We looked at describing the

many types of soft skills and the need for developing these skills within the practice. These skills will apply to practical issues in the real world, such as the impacts of emotional intelligence in managing projects, the role of soft skills in technology and artificial intelligence, and the shift in the project management leadership approach. We used the Project Management Body of Knowledge (PMBOK) as our guide, and our project owner’s expertise to steer us in the right direction in our course of study and project work. As we embark on the next chapter, we are hopeful that our readers will incorporate the various soft skills in their various walks of life to ensure success in managing future projects. So let us all go forth and as our University anthem says, FARE THEE WELL!

PM Magazine CONTENTS

Message from the Editor Monica Kay, PMP

Message from Contributing Authors

Monyét Bynoe, Akinbobola V. Ibosiola, Kehinde Ibosiola, Ikenna Oguledo

The Impact of Emotional Intelligence in Project Management – Monyét Bynoe, CASP, A-CSM

Negotiation: A Necessary Tool for Project Managers

– Orlando Gonzales, PMP

Decision Making - An Art and a Soft Skill for Project Manager’s Success – Michael Gills, PMP, CSM

Using Soft Skills to Move Projects Forward – Cecily Austin, PMP

Motivation: The Essential Driver of Team Morale in Project Delivery – Montressa Washington, Ph.D.

Navigating Communication Challenges in Project Management – Ugo Iteogu, PMP

Skills for Executing Business Strategies In Projects – Steve DelGrosso, Ph.D., PMP, CSM

The Need for Adaptability on a Project Where Requirements Evolve – Kevin Jackson, A-CSM

Leveraging Artificial Intelligence to Enhance Soft Skill – LeVaughn H. Crawford, PMP

Understanding and Managing Conflict in a Project Environment – David Hunter, PMP, PMI-ACP, PMI-RMP

The Essence of Trust Building for Project Teams – Sharon Kenner, PMP, CSM, PMIACP, SAFe SM

How to Effectively Manage Time in a Fast-paced World of Project Management – Dalen McWilliams

Servant Leadership: A Shift in Project Management Leadership Approach – Akinbobola Victor Ibosiola, PMP, PMI-ACP, DASSM

Graphic Design by Sydney Nicole Kay

Monyét Bynoe, CASP+, A-CSM

Advanced Scrum Master, Senior Program Analyst SAIC

THE IMPACT OF EMOTIONAL INTELLIGENCE IN PROJECT MANAGEMENT

Per Oxford Languages, emotional intelligence is defined as “the capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically.” (Oxford University Press, 2023) The term was contrived in 1990 by Peter Salovey and John Mayer and has continued to be researched in all fields of study where humans are concerned. It is broken down into the categories of social skills, empathy, motivation, self-regulation and self-awareness. While many businesses and people in the workplace can benefit from understanding emotional intelligence, it is truly important in the role of a project manager and their subsequent teams.

Social Skills

When communicating and interacting with project teams as a leader or project manager, it is essential to learn to read the room. Hearing the words that are spoken and unspoken, body language, facial expressions, and simply listening to comprehend and not to respond are all a part of the social skills that make up one’s emotional intelligence. (Project Management Institute, Inc., 2021) These social skills should be taken into account when looking for a great leader to help staff work together to complete a project. Success is not just completing a project on time and within budget but doing that while balancing the team dynamic as a whole and individually. In my current role as a Scrum Master, conducting meetings virtually has hindered my ability to fully utilize my social skills due to the lack of visual representations to help me read my teams. I have had to become creative during information gathering and perform more one on one meetings so that I can keep an eye on the team and its members.

Empathy

Not all leaders possess the ability to empathize with others but the great leaders do. One may ask, “Why is empathy important while leading a project?” The answer is simple. Possessing this skill demonstrates how a leader is going above the definition of their role and caring about the being performing the work. The members of a team are more than skilled people but they have a life and exist in a world that is larger than the project they are a part of. Their work life balance, family, hobbies and struggles are all a part of what makes that team member successful. Knowing how they feel, relating to them and then being able to take that information and respond to a situation is important. This leads to the team member feeling cared for and valued.

Motivation

Possessing empathy creates a leader’s aptness for motivation as they are interdependent. I have been both a team member and a leader and I can say that I prefer and work best when I have a leader who pushes me and inspires me to do my very best. Even as a leader, I have been inspired and motivated to learn more by my teams. Watching my teams and coworkers show up and give their all even when they could get by with minimal work, sparks my ambition and desire to perform at my best. A project manager and a team have a symbiotic relationship driving motivation and leading to success on all levels: organizational, project, team and individual.

Self-regulation

In this life, we cannot control the world around us. Traffic occurs on our way to work, our flight gets delayed, and a family member becomes ill when we have to go to work or we have a project teammate that is difficult to work with. These are all circumstances out of our control but there is something we can control. We can control our behavior. Our ability as leaders in a project or as team members to exert full self-control directly correlates to how our surroundings react during situations outside of our control. Feelings of frustration, sadness, anger and happiness lead to outward expressions and the need to be able to control those feelings so that it does not affect others is crucial. Self-regulation must be regarded at all times especially while in the company of others.

Self-awareness

We have all been in those awkward meetings where someone is unaware of what they are saying and the reactions and repercussions it will have on those in attendance. This may be because self-awareness is less than what is needed in that situation. As individuals, we are all unique and have differing cultures, beliefs, personalities, priorities and many other things that make us who we are. Even though these things are a part of us, it does not mean that we share these opinions and expressions in all group settings. Being aware of the situation, audience and discussion topics need to be kept in mind when speaking. Doing this shows that we have the ability to understand that not all things that make us ourselves, are appropriate in all situations. For example, I love to hear about my teammate’s lives and stories about their hobbies but I need to be aware that those conversations are reserved for “watercooler” chats and not sprint reviews where executives may be present. Being self-aware for all levels of employees goes a long way especially during project management.

During my time in the workforce, my ability to understand the emotions of others was not originally valued but as time has passed, I can see that it has become one of my greatest skills. I am able to lead without fear and I have increased my ability to help others. I have grown my network due to the increase in my work relationships because at the end of the day, I truly care about the people I work with. Projects will come and go but it is the people who are completing the projects that are to be understood and valued. Possessing emotional intelligence and continuing to work on this essential soft skill will be to the betterment of everyone involved.

“ Hearing the words that are spoken and unspoken, body language, facial expressions, and simply listening to comprehend and not to respond are all a part of the social skills that make up one’s emotional intelligence. “

References:

Discover the story of English more than 600,000 words, over a thousand years. Home: Oxford English Dictionary. (n.d.). Retrieved March 17, 2023, from http://www.oed.com/viewdictionaryentry/ Entry/11125

Project Management Institute (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) and The Standard for Project Management. 7th ed. Newton Square, PA: Project Management Institute, Inc.

Orlando Gonzales, PMP

Technical Project Manager

U.S. Federal Government

NEGOTIATION: A NECESSARY TOOL FOR PROJECT MANAGERS

Skills in Project Management

Project management is “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements” (Project Management Institute, 2021). Our focus is on the soft skills that are essential in project management. Although it is true that soft skills are generally required throughout the project lifecycle, we can be even more specific about where in the project they arise. In Figure 1 below, a generic process is shown with inputs, tools and techniques, and outputs (often referred to as ITTOs). There are a total of 49 processes across five process groups. Soft skills fall into the category of tools and techniques used to perform or accomplish a process. In fact, negotiation is a technique (not a tool) that falls into the sub-category of interpersonal and team skills. Over 35% of the 49 processes specifically list interpersonal and team skills as a tool and technique for that particular process (Project Management Institute, 2022).

“Lose/Lose is the philosophy of adversarial conflict, the philosophy of war. “

Hard and Soft Skills

For comparison, let us quickly discuss what soft skills are not. For example, technical skills or “hard skills” include activities such as quantitative risk analysis, project schedule network analysis, earned value analysis, and duration and/or cost estimating. Soft skills, on the other hand, are simply the people skills a project manager uses in their day-to-day activities. Research reveals that the top 2% of project managers demonstrate superior relationship and communication skills while displaying a positive attitude (Project Management Institute, 2022). It is clear that soft skills have a big impact on a project manager’s success. The project manager uses soft skills (e.g., interpersonal skills and the ability

to manage people) to balance the conflicting and competing goals of the project stakeholders in order to achieve consensus. In this context, consensus means that the relevant stakeholders support the project decisions and actions even when there is not 100% agreement (Project Management Institute, 2022).

You are probably wondering where negotiation fits into the PMI Talent Triangle. The three sides of the new triangle are Ways of Working, Power Skills, and Business Acumen. Power skills were formerly called soft skills. Power skills include leadership, communication, mindset, and empathy. In fact, one of the many qualities and skills of a leader is managing relationships and conflict by applying persuasion, negotiation, compromise, and conflict resolution skills (Project Management Institute, 2022). Soft skills are now called power skills; they fall into the category of tools and techniques; and the top 2% of project managers have them. It is clear that good leaders and good project managers have developed strong soft skills. Negotiation is one of these soft skills.

Negotiation

“Negotiation is a discussion aimed at reaching an agreement” (Project Management Institute, 2022, p. 282). It is used to achieve support or agreement that supports the work of the project or its outcomes and to resolve conflicts within the team or with other stakeholders; it is used to reach consensus on project needs; and it can build trust and harmony among team members (Project Management Institute, 2022). In the executing process group, there is one process for which negotiation is essential.

Managing Stakeholder Engagement

You might have identified many, many stakeholders that could positively or negatively impact your project. This can make negotiation challenging, which is why project managers need to develop these skills.

You will likely not have a clear sign you are about to begin a negotiation. Instead, it will be subtle (you might not even realize it is happening). Whether you choose an in-person discussion, an email, or a phone call, you just might have a negotiation at

hand. A negotiation is more likely to arise in the “gray” areas of the project, rather than the black and white areas. In the gray areas, you might encounter the difference between what is referred to as the letter of the law and the spirit of the law. If parts of your project do not have clearly (legally) defined outcomes, it means that some “wiggle room” is available to explore via negotiation. If some giveand-take is possible, that is another indicator. If you need to meet with a functional manager to discuss project resources, that is negotiation territory. If you need to reach out to a key stakeholder to get more engagement, that is negotiation territory. If your project experiences changes to scope, schedule, cost (or any of the other areas), any wiggle room will need to be explored via negotiation.

“Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. “

One model of negotiation is identified in Steven Covey’s principle of “Think Win-Win” (Covey, 2004, as cited in Project Management Institute, 2021, p. 169). Six outcomes are possible in this model:

1. Win/Win

2. Win/Lose

3. Lose/Win

4. Lose/Lose

5. Win

6. Win/Win or No Deal

The win-win outcome should be what all parties work towards. A win-win perspective is generally possible when the parties involved have the right character (e.g., maturity and integrity); the parties trust each other and establish agreements on how to operate while being accountable; and that the right approach is used such that each party is willing to look at the situation from the other’s point of view (Project Management Institute, 2022). By keeping these in mind, the negotiating parties will potentially avoid the win-lose/lose-win outcome, or worse, the lose-lose outcome when competition triumphs over collaboration. As the project manager, keep everyone focused on the desired end state – a successful project. Make it clear when any decisions or outcomes put this desired end state at risk. Foster a collaborative environment with an underlying spirit of teamwork to avoid combative and competitive interactions. While negotiating, it is critical to find common ground, to focus on We rather than Me, and to put the project’s needs first.

References:

Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful lessons in personal change (25th anniversary ed.). New York: Simon & Schuster.

Project Management Institute (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) and The Standard for Project Management. 7th ed. Newtown Square, PA: Project Management Institute, Inc.

Project Management Institute (PMI). (2022). Process Groups: A Practice Guide. Newtown Square, PA: Project Management Institute, Inc.

Michael T. Gills, CSM, PMP Program Manager American Systems Corporation (ASC)

DECISION MAKING –AN ART AND A SOFT SKILL FOR PROJECT MANAGER’S SUCCESS

It is often said that managing projects is, “more art than science”. The “art” is being able to determine the parameters of the problem and solve it. To some degree, it is the ability to use what you do know to make the best decisions about what you do not know. This decision-making approach aligns to many aspects of adaptive and incremental development approaches (Project Management Institute, Inc., 2021).

Challenges of Decision Making in Project Management

Project goals must align with organizational business strategy. In other words, if the goals of the project do not align with the company’s overall strategy, the less success there will be for that organization. To help overcome some of the inevitable challenges with project management, it is important to understand the barriers that block efficient decision-making in the workplace (Gido, 2018).

Application of Project Management tools – To facilitate more efficient project management, a lot of this depends on how familiar and at ease personnel are at utilizing the company’s chosen systems. Employers frequently face the issue of utilizing new technology and adjusting to its numerous changes. For new and more experienced team members to keep their expertise current, training and development should continue to be a key priority.

Scheduling – Disputes in scheduling are common, particularly when a company is working on several projects at once. Lack of coordination when it comes to syncing all the required calendars together and bringing in the necessary resources to enable a seamless pipeline of concurrent assignments, as well as demands of other projects and how they affect particular groups, are all problems.

Rapid changes – Internal management may occasionally adjust procedures in an effort to find better and more efficient ways to complete various duties. The project manager in collaboration with the project’s main participants and leadership, must be able to hold in-depth discussions about the modifications and find solutions that are advantageous to all parties. When project requirements are frequently outside of standard procedures, it becomes difficult for the team to function. Due to the workflow being slowed down, there will be a backlog of work until a solution is discovered.

No established procedures –There are numerous instances where a business is creating new procedures in an effort to determine what would work best for their staff. More robust decision-making may be hindered because this process is frequently time-consuming and requires constant feedback from all parties involved about what is and is not working. Managers may have varied methods for handling issues, or the procedure may need to be tried out several times before the team finds its rhythm.

Team skills – In order to promote efficient collaboration, managers should be aware of their direct reports’ strengths (and offer training for areas needing improvement), assign them duties that stimulate their growth as employees,

and understand how the team as a whole works together. Making sure the proper people are in the correct seats so the project moves forward successfully is an essential step in the decision-making process. Also, managers must be able to recognize when to fill roles that call for specific skill sets in order to fill any gaps in the current team structure and offer additional support.

Budget constraints – Budgets serve as a roadmap for how to proceed, helping to identify which initiatives should be prioritized and which might be taking up too much time without providing enough benefit. The leadership team must be aware of where it stands financially in order to make wise decisions for the long term, productive operations, and continuing growth and expansion.

Communication – Employees frequently struggle to stay focused and motivated at work in environments where there is poor communication. Any breakdown in communication between management and employees can have fatal repercussions that go well beyond project management because project management heavily relies on how well a team communicates with one another to complete a project and fix problems along the way. Although there are various obstacles that can negatively affect the team’s ability to make decisions, there are solutions to make this process more efficient.

“Project managers must have the “managerial courage” to make decisions and not fall victim to other decision/risk responses.”

Identify the purpose of your decision. The objective of the decision that needs to be made must be easily understood. It is very important to clearly define the nature of the decision you intend to make. This first step is very important and must be done with utmost care.

Have all the information you need directly related to the problem. Gathering all necessary data (internal and external) is necessary before making a choice. Consider the project manager whose team was tasked with creating a piece that will be read out on a podcast in order to increase the company’s visibility. To be able to decide on a workable timeline while also comprehending the needs of the external customer and their own expectations, the project manager internally needs to be aware of the team’s availability. This guarantees that the group is reaching crucial benchmarks.

Consider the impact it will have on the rest of the team. When it comes to decision-making, you should consider how your proposed decision will affect the other members of the team while making decisions. In order to make better, more carefully considered judgments, workplace initiatives frequently demand regular input from the team members. The PM will need to assess the workload of the team in relation to the project’s requirements.

Have different methods as alternatives. Provide different approaches as alternatives. In case that the process does not proceed as expected, a PM’s responsibility includes considering alternative workflow paths and determining whether there is a method to function more effectively in the conditions. It is advisable to keep in mind that whatever secondary options there may be, alternatives must still be consistent with achieving the project’s main objective when weighing different solutions.

Execute your decision. Now that you have all the information you need and have considered the overall impact it will have on the relevant parties, it is time to execute the decision. This ensures the workflow process is running smoothly and gives an opportunity to identify, solve, and discuss any issues that arise needing the team’s input.

“The

“art of decision making” is being able to determine the parameters of the problem and solving it.”

Evaluate continuously. Evaluation is vital to keep procedures current and productive, just like it is with any other decision that affects the team and the job produced. You must take into account the outcomes of your choices and whether they have satisfied the project’s requirements. If not, more data could be required in order to examine and improve the processes in the future and make better, more informed judgments.

Decision making is ultimately about addressing risks and issues related to the project. As a result, project managers must have the “managerial courage” to make decisions and not fall victim to other decision/risk responses –avoidance, procrastination, delegating key decisionmaking needs.

In today’s data driven society, decisions are best made with accurate data. In the art of decision making, a project manager may not always have the data but he or she must find some quantitative information to support their decision or else the project sponsor may not approve, or a decision that is implemented may be detrimental to the project and customer satisfaction (Levin, 2010).

So, where does the decision making begin? Does the art begin here, or can some proven project management science be applied first? The Plan Human Resource Management is the process of defining how to estimate, acquire, manage, and use team and physical resources (Project Management Institute, Inc., 2021) and begins with lots of decision making. Project Managers should first consider building the function of team development. (Stein, 2022) notes that the five stages of team development are:

• Forming

• Storming

• Norming

• Performing

• Termination/Ending

Navigating a team through the decision development process is more art than science because much of the project manager’s information for decision making will be through observation, communication, collaboration, and engagement. To continue to manage through the project lifecycles with differing levels of project complexity, a project manager will find that there will be more artful than science driven management decisions.

References:

Gido, J., Clements, J., & Baker, R. (2018). Successful Project Management. Mason: South-Western Cengage Learning.

Levin, G. (2010). Interpersonal Skills for Portfolio, Program, and Project Managers (Vol. Kindle Edition). Vienna: Management Concepts.

Stein, J. (2022, September). Using the Stages of Team Development. Retrieved from MIT Human Resources: https://hr.mit. edu/learning-topics/teams/articles/new-team

Cecily Austin, MS, PMP, CSM

Immediate Past VicePresident (Programs)

PMI Silver Spring Chapter

USING SOFT SKILLS TO MOVE PROJECTS FORWARD

Within the past century, companies, industries and agencies have significantly shifted their organizational paradigms. Why? Perhaps some companies may associate their longevity with the need to keep in lockstep with emerging technologies and ever evolving cultural norms. Even workplace lingo has changed. Rote phrases have always been used to associate accepted cultural ideologies. However, as the world evolves, catchy phrases such as “Be so good that they can’t ignore you.” (Newport, 2012) may no longer convey understanding of current workplace sentiments. Nowadays, workers in the US scramble to find multiple streams of income to sustain their livelihoods, thereby becoming immersed in the drudgery of tiresome work schedules.

Organizational philosophies are constantly changing. As cultural divides shrink, it is essential for project managers (PMs) to take their masks of cultural divergence off. PMs must learn how to speak and interact to motivate their teams differently from previous times. It is critical to realize that their teams are now composed of groups of individuals with varying ideologies of what is more important. As such, the “new workers” tend to be strongly motivated by how leaders engage with them holistically. Research has shown that soft skills assist in building positive and successful team and stakeholder relations while improving team motivation.

The incorporation of “soft skills” into managing a team is critical for a PM. Unlike its fraternal twin ‘hard skills’ that entail job-specific technical skills, soft skills assist PMs in working and effectively interacting with their teams and stakeholders to achieve successful project outcomes. When leaders master these soft skills, they are able to “work well with others” with the understanding that merely being ‘smart’ or “competent’ does not necessarily lead to the creation of successful teams. So, what are soft skills? Well, effective leadership is one. A noteworthy point is the fact that leadership is not synonymous with management. Managing is maintaining the status quo where leadership is guiding teams and stakeholders from one point to another by aspiring organizational goals and clearly communicating the vision. This is done by coaching, mentoring, facilitating and engaging. PMs, to be effective, should consider whether they are truly leading or simply managing.

Communicating information clearly and concisely determines project success. Information is usually relayed in form of what experts refer to as ‘leading” which makes the team aware of future goals or ‘lagging’ which relays the current state. If information is not received through the appropriate channel (i.e. emails, memos, etc.), the intent may be jeopardized. Or, if verbiage is crafted without thought of reception, it may be received negatively. Nonverbal communication uses speech and body cues to express its intent. Facial expressions, body language, persuasion and storytelling also express information. PMs ought to be sensitive to both the information they convey and the medium they use. Without ever saying a word, both negative and positive impressions may result from these cues.

Interpersonal or people skills such as active listening, empathy, friendliness, bonding, diplomacy, as well as, accepting criticism with composure and accountability while building rapport enables PMs to convey their intent assertively without aggression. In fact, the PMBOK seventh edition (Project Management

“Interpersonal or people skills such as active listening, empathy, light humor, diplomacy, as well as accepting criticism with composure while building rapport, enables PMs to convey their intent assertively without aggression.”

Institute, Inc., 2021) recognized these skills as essential in the toolkit of PMs. This scenario could play out in a situation where for instance, one wanted to convey emotional or sensitive information to a superior who happened to be distracted by their phone or reading emails, then turns around to ask the subordinate to repeat him or herself. There is a perceived lack of empathy in this case. Establishing a solid work ethic and self-motivation shows your team that you are accountable and have self-direction.

Teamwork –another salient soft skill, is the ability to connect collaboratively with others to get the job done. This entails understanding the importance of diversity in teams is paramount. Diversity goes beyond ethnic, religious or socio-economic differences to include differences in thought. Every individual comes with skills critical for mission accomplishment and as such, PMs must appreciate and respectfully engage with every team member. Varying opinions should be respected and not shunned. So, PMs must be flexible and adaptable in order to respond to change, because change is inevitable. This is not to say it would all be smooth sailing as problems abound in the real world. Problem solving involves the ability to use critical thinking and logical reasoning to find paths forward. PMs should make informed decisions based on preparation, creativity and research. Technology and methodologies are changing fast; as such, critical thinking should always be integrated to help organizations stay globally competitive.

PMs should never create conflict. Rather, they are accountable to manage, resolve and negotiate them. Have you ever worked with a manager who nitpicked everything you did? I recently worked with someone like that, who seemingly basked in creating ‘win-lose’ scenarios. Every time I saw that person, the only thing I wanted to do was to avoid rather than aligning with their mission or even helping to further organization goals. In fact, this created such a hostile environment that the individual was invited to find another place of employment. While conflict is inevitable, PMs should always engage and try ‘win-win’ approaches to maximize value creation. I believe the need for soft skills will never dissolve with time. This is buttressed by Roger Enrico, former Chairman and CEO of PepsiCo (Roger Enrico Quotes, n.d.): “The soft stuff is always harder than the hard stuff, because it is”. It goes essentially against our inherent way of thinking, but incorporation of soft skills into a PM’s toolkit will always assist with retention, support collaboration, increase customer satisfaction and ultimately improve team and stakeholder engagement.

References:

Newport, Cal. So Good They Can’t Ignore You: Why Skills Trump Passion in the Quest for Work You Love. New York, NY: Business Plus, 2012.

Project Management Institute (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 7th Edition and The Standard for Project Management. Newton Square, PA: PMI Institute, Inc.

Roger Enrico Quotes (n.d.) Retrieved from http://thinkexist.com/ quotes/roger_enrico

Montressa L. Washington PhD, SHRM-SCP Owner & Chief Transformation Officer (CTO)

Consortium, LLC.

MOTIVATION: THE ESSENTIAL DRIVER OF TEAM MORALE IN PROJECT DELIVERY

In this context, motivation simply refers to the innate ability to influence and motivate others in performing to their utmost levels. The project manager (PM) needs this ability to find and put strategies in place that would help the team remain engaged and determined to succeed. This would include the use of reward systems or ensuring that individuals receive positive feedback and encouragement when performing well. It is important that a PM or leader recognizes strategies, incentives and any other elements that increases an employee’s overall motivation to perform their duties within the team towards the overall project. For instance, some employees or team members are motivated by bonus incentives, while others may find motivation in the opportunity to gain more paid-time-off days.

Motivation is necessary for all five Project Management Phases (Figure 1), as motivation is the internal drive that pushes teams to take action to reach their goals. Motivation can come from both external and internal sources. In this article, we will examine how motivation is key to building team morale which is important for a project manager in leading a successful project.

Phase 1: Project Initiation

The focus of this phase is to identify project sponsors and stakeholders and begin the initial research phase. According to the PMBOK Guide, activities and deliverables expected during this phase include communication plan, project kick-off meeting, possibly a feasibility study, business case, project charter and project roadmap (Project Management Institute, Inc., 2021). It is important that the PM understand team members’ preferred communication style to ensure messages are well received and understood. To increase the effectiveness of team communications, ensure that the following behaviors become project team norms. This includes

1. Encouraging open communications: encourage team members to openly communicate their thoughts, feelings and ideas; and,

2. Fostering collaboration: create an environment where team members can work together and collaborate to achieve common goals.

Phase 2: Project Planning

The focus of this phase is to create clear goals for the project that considers the needs of team members and clients. As illustrated in Team Asana (2022), the PM may decide to use goal setting techniques like the acronym ‘SMART’ which are goals that are specific, measurable, achievable realistic and time-bound; or CLEAR goals that are collaborative, limited, emotional, appreciable and refinable to set and enact strategies. Setting realistic and achievable goals can help to increase motivation. The PM must create a positive work/team environment that is positive, supportive, and encourages collaboration to successfully execute this phase of the project. Input from various stakeholders, departments and partners are also needed to participate in project conversations, workshops and planning sessions to discuss and agree upon the project strategic goals.

“Motivation can emanate from both internal and external sources, and it can be affected by positive as well as negative reinforcement.“

Phase 3: Project Execution

This is when the work and project tasks get completed. The focus of this phase is to execute and create the deliverables determined in Phase 1 and 2. This is the time to assign specific tasks to team members, create workflows in a PM tool, set deadlines, modify workloads, and update the project plan as needed. The PM relies heavily in the project team during this phase and maintaining great team morale is imperative. At this point in the project, the PM may focus on the following leadership skills to improve team morale by:

1. Recognizing individual contributions by acknowledging and rewarding individual contributions to the team’s success;

2. Providing timely, constructive feedback to team members to help them develop and grow

3. Showing appreciation for team members’ hard work and dedication.

Phase 4: Project Performance (Monitoring) & Control

The focus of this phase is to measure the effectiveness of the project. Motivation is a key factor in achieving

success. Motivation can be affected by both positive and negative reinforcement. The PM determines which key performance indicators (KPIs) are used to set and achieve strategic goals by executing these main steps:

1. Considering the initial project objectives;

2. Examining key performance indicators; and,

3. Communicating performance to stakeholders.

An important measurement is always, Did the project address the intended problem that needed to be solved?

Phase 5: Project Closure

The focus of this phase is to bring the project to closure. During this phase the PM may meet with the project stakeholders, lead a “post mortem” meeting, organize and store project materials, and the oftenmissed task of continuing to monitor the project.

Paying attention to team morale is especially important during this phase. The PM may use this opportunity to celebrate team success, both big and small, to boost morale. In fact, the PMBOK guide identifies motivation to resolve conflicts as a major factor in performance assessment (Project Management Institute, Inc., 2021). Regarding highly successful projects, PMs that incorporate these team morale building behaviors usually receive positive feedback and string evaluation ratings. Behaviors include:

1. Promoting a work-life balance by encouraging team members to take breaks and prioritize their mental and physical health;

2. Offering incentives, such as rewards or recognition, to motivate team members; and,

3. Most importantly having fun!

References:

Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) 7th Edition and The Standard for Project Management. Newton Square, PA: PMI Institute, Inc.

Team Asana, (2022). 5 Project Management Phases to Improve Your Team’s Workflow.

https://asana.com/resources/project-management-phases: Accessed date 3/13/2022.

Chrysalis

Ugochukwu Iteogu, PMP

Immediate Past

Vice-President, Communications

PMI Silver Spring Chapter

NAVIGATING COMMUNICATION CHALLENGES IN PROJECT MANAGEMENT

In today’s fast-paced world full of complexities, we are faced with ever-increasing interactions in and outside the workplace, in various roles amid growing spheres of relationships with people around us. This largely holds true whether one is seeking a job, trying to find new business or maintaining existing work. People need to be able to understand you and grasp the value of what you are doing, saying and what you expect of them (Bovée and Thill, 2000).

“ The dangers associated with poor communication are numerous and can be so critical as to derail any project – no matter the scale or stage of implementation.”

In the formal and structured space where work and operations are carried out, one is bound to spend significant chunks of time engaging with others. In a project management scenario, for instance, experts estimate that as much as 90% (percent) of your time is spent in communicating with different stakeholder groups. As stressed by the PMBOK guide, on a day-to-day basis, there are ad hoc requests for information, presentations, reports, and other forms of communication. (Project Management Institute, 2021).

This means responding to emails, conducting meetings with clients or sponsors, delivering presentations to leadership and engaging in status briefings or troubleshooting discussions with contractors and staff are inevitable. The same principles apply to all other forms of management as well. (Bovée and Thill, 2000).

Overcoming Challenges

No matter how good you are at accounting, banking, engineering and so on, irrespective of your level of subject matter expertise, it is important for you to be able to organize ideas and information in ways that others can understand. You have to be able to express and present those ideas well. You also need to be able to listen well and communicate effectively as well as respectfully lead a diverse group of people (Bovée and Thill, 2000).

Body language, individual character and soft skills such as emotional intelligence, exhibiting empathy and active listening count. Project managers can overcome the challenges associated with communication by understanding that project failures have deeper roots than just simple communication issues. In a project environment, fear causes project team members to be on their guard and this erodes or limits trust. To overcome this issue, prioritize having discussions on fairness and integrity within your teams while ensuring that you demonstrate these values. People must work together for team success, and nobody likes to feel disregarded or exploited (Dyer, 2017).

Next, you need to be clear about expectations and be honest about the path to achieving project goals. Facilitating open and honest discussions helps bring unspoken thoughts to the fore and allows for biases or misconceptions to be addressed. Then, it is important to provide clarity of purpose and ensure that people know what the path to success looks like. This is where assertive leadership is best showcased to inspire confidence and limits the natural tendency of people to jostle for power (Dyer, 2017).

“A study by the PMI found that in many cases, poor communication is not just a leading cause of project failure; according to about 42% of project managers sampled, it is the leading cause!”

Overall, good communication promotes unity of purpose. By listening to different perspectives and resolving issues quickly, project managers can foster the right kind of environment that results in team member satisfaction, commitment and greater productivity. Additionally, project managers should try to ensure stress levels are not lopsided, as well as strive to build a fun work environment. Mentoring should also be encouraged as this makes it easier and faster to cross-train team members (Dyer, 2017).

As project managers and team members, it is important to understand that simple behavioral adjustments make for effective communications. Sometimes people need training in active listening, or they have to be educated on how to facilitate productive team meetings without neglecting camaraderie.

As a former consultant, I have worked on IT Modernization projects touching multiple government agencies. We had to keep middle managers and their staff updated on the choices or options

affecting them. We often held meetings to discuss their preferences, or the potential work impacts of certain choices (carry people along). We always understood that some groups wanted to manage things their way and so being sensitive to how they felt really mattered.

We also had to sell system end-users on the benefits of new tools to THEM. We had to work with unions to assess labor impacts and soothe concerns (i.e., fear of layoffs). We had to build training curriculums to ensure the optimal delivery of information because adult learners are more receptive to a different approach. In all this, you are forced to ask such questions as “how can we best walk people through the process step-by-step?” Finally, good communication paired with wellhoned soft skills go a long way. Yes, we can follow theoretical approaches or use technology to teach people. However, we are only speaking to their heads. Let us seek to speak to people’s hearts as well to have a greater impact on our project teams and customers.

References:

Bovée, C. L., & Thill, J. V. (2004). Business communication today. 8th Ed. Upper Saddle River, N.J., Pearson Prentice Hall.

Dyer, Sue (2017). Seven Root Causes of Poor Communication: And Seven Tips for Overcoming Them. Professional Safety. 62(8):16. https://www-jstor-org.ezproxy.snhu.edu/stable/48690290

Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) 7th Edition and The Standard for Project Management. Newton Square, PA: PMI Institute, Inc.

Steven DelGrosso, PMP North Carolina State University

Edward P. Fitts Department of Industrial and Systems Engineering (ISE)

SKILLS FOR EXECUTING BUSINESS STRATEGIES IN PROJECTS

A Historical Perspective

People have been managing projects for quite some time. Some of the oldest projects recorded are of historical significance such as Nehemiah’s rebuilding of the Wall around Jerusalem or the Pharaoh’s construction of the pyramids. While these were amazing physical achievements given their occurrence in history, the projects were driven to completion by project managers who understood the project vision to be achieved and used their soft skills to make things happen.

Through the Old Testament book of Nehemiah, we have a detailed account of a vision being communicated by the project manager (Nehemiah) to a project team, issues being dealt with as risks occurred, and lots of negotiation skills on display. The relatively recent recognition by today’s senior leaders of the importance of a project manager’s soft skills was demonstrated clearly on this and other historically important projects. Project managers tend to fail unless they leverage their entire toolkit of skills.

The Contemporary View

Executing successful projects supporting an organization’s strategic direction is the essential element of business success. At its core, a company’s ability to effectively execute its strategy depends on its ability to successfully deliver projects. A strong connection between the two, strategy and projects, can lead to improved business performance and increased profitability.

Strategy execution is the process of taking an idea or vision and turning it into a reality. It involves making plans and setting objectives, as well as establishing timelines and resources. Since projects are specific initiatives designed to achieve a particular goal, they inherently involve planning, budgeting, and

“Soft skills get little respect, but they will make or break your career.”

scheduling activities, and they must be managed carefully to ensure the projects are completed on time and within budget.

Who better to manage this process than the currentday project manager?

A

More Complete View of a Project Manager

In the recently published Harvard Business School Project Management Handbook, author Antonio Nieto-Rodriguez (2021) points out, “The emergence of projects as the economic engine of our times has been little noticed but is incredibly disruptive and powerful.” He also says to be successful, project managers must “elevate your work to become more strategic and how to make senior leaders see the value of projects and project management.”

The Project Management Institute (PMI) is the largest professional organization supporting the project management profession and project managers around the globe. PMI has identified three legs of a triangle that highlight the important skill sets needed by project managers to be successful (Project Management Institute, 2021). These skills are:

• Ways of Working (formerly Technical Project Management);

• Power Skills (formerly Leadership); and,

• Business Acumen (formerly Strategic and Business Management).

For our focus, it is important to note that strategic and business management skills (Business Acumen) and strong Leadership skills (Power Skills) are required for successful project managers and successful projects. These skills are also leveraged by leaders of the Project Management Office (PMO) whose job it is to ensure a well-balanced portfolio

of projects is used to achieve strategic objectives. Leveraging these skill sets will bring about the senior leader recognition that the Project Management Handbook author notes is missing (Nieto-Rodriguez, 2021).

Many lists have been produced identifying the set of soft skills project managers (PMs) need to be successful. Typical lists include:

• Leadership skills: PMs must be able to lead and inspire their team members to work together towards a common goal.

• Communication skills: PMs must be able to communicate clearly and concisely.

• Problem-solving skills: PMs are adept at identifying problems and developing creative solutions.

• Interpersonal skills: PMs must be able to build positive relationships with team members, stakeholders, and clients.

• Adaptability: Successful project managers are adaptable and resilient.

In addition to these traditional soft skills associated with successful project managers, author Jeffrey K. Pinto (1989) adds to this a list of non-traditional skills that turn everyday project managers into Project Champions. These skills include:

• Cheerleader;

• Visionary;

• Politician;

• Risk Taker; and, Ambassador.

My personal perspective based on my affiliation with organizations that demonstrate very mature project management standards indicates a close correlation between the ability to successfully deliver projects and having project managers that demonstrate both the traditional and non-traditional skills that Pinto highlights. In fact, the Project Management Center of Excellence team I led at IBM made it a priority to develop project and program managers who could leverage this expanded set of skills. Organizations looking for a competitive advantage in the new world of the “Project Economy” need look no further than the set of soft skills honed by their project managers as an indicator of success. Taking a more selfish view of one’s personal success as a project manager, I agree with author Peggy Klaus (2007) who states, “Soft skills get little respect, but they will make or break your career.”

References:

Klaus, Peggy (2007) - The Hard Truth about Soft Skills: Workplace Lessons Smart People Wish They’d Learned Sooner. Collins Publishing

Nieto-Rodriguez Antonio (2021) - Harvard Business Review Project Management Handbook: How to Launch, Lead, and Sponsor Successful Projects (HBR Handbooks). Harvard Business Review Press

Pinto, J. K. & Slevin, D. P. (1989). The project champion: key to implementation success. Project Management Journal, 20(4), 15–20.

Project Management Institute (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) and the Standard for Project Management. 7th ed. Newton Square, PA: Project Management Institute, Inc.

Kevin Jackson, A-CSM Senior Program Analyst, Advanced Scrum Master SAIC

THE NEED FOR ADAPTABILITY ON A PROJECT WHERE REQUIREMENTS EVOLVE

It is safe to say that if a person has worked on projects over the years, one will rarely find that the project will close in the exact way it was planned. Like it or not, chances are that some factor will be introduced that will cause a change in the original plan of the project. The change can have a positive or negative effect. Budgets and timelines fluctuate, personnel come and go, and stakeholder requirements adjust. Many companies have seen failed projects, due to a lack of vision; with the results having detrimental effects on the business. The success of the project rests on the ability to adapt and deal with unexpected changes, while recognizing and embracing popular market trends. Whether or not constant communication with the stakeholders and team members is present will either make or break the successful completion of a project. One of the key persons must possess adaptability to respond to an evolving environment is the project manager.

“Flexibility and adaptability were used to overcome unforeseen obstacles that would have otherwise caused the project to fail.”

Let us use as an example, an IT project for setting up a proposal center to be used in a contract by the Government. You are the Project Manager…

You as the project manager transforms ideas to reality with the completion of a series of meetings to identify stakeholders and their needs, create charters, and formulate statements of work. Budgets and personnel availability are also discussed along with other logistics, including location and equipment. This discussion will be repeated several times before a consensus is reached. A team is gathered with a variety of talents, and a goal is set. Things are off and running without a hitch. However, as we move further into the project you find that coffee has become your best friend.

So far, things appear to be going well. The location is secured, and the Government has approved the use of the equipment. After several follow up emails, the equipment that was ordered, workstations, and servers, will arrive ahead of schedule. Then your network administrator emails you, complaining of chills and fever. This is still a time of the COVID pandemic, so the team had previously been instructed to continue to wear masks and use caution in close spaces. As another precaution, the network administrator is sent home to recover, test for COVID and to monitor health conditions. All the networking equipment has not yet arrived, so for now, there is still some float in the schedule and there are no other major disruptions. The following week, one of the system administrators hurt his leg in a bicycle accident over the weekend. Though not serious, he will be out of work for two weeks to recover. More coffee is needed, “One venti dark roast with cream please.” To save time and money, other members of the team fill in on a temporary basis to perform the duties of the person who are out on sick leave. Within a few weeks, the network administrator has returned after testing negative

for COVID, the system administrator has returned using a crutch and the remaining equipment has arrived. A positive status report is provided to the stakeholders.

While services were in the middle of being configured, a fire breaks out that at the office building where the equipment is being held. Luckily, no one was injured during the blaze, but many workstations and server equipment were damaged and in need of replacement. In preparation for this unexpected circumstance. You react quickly, contacting your sponsors to inform them of the situation. An emergency buffer had been placed in the budget to cover this event and an emergency plan with an alternate location is authorized to be utilized. You contact your team to keep them updated on the change in location. As you sip on your Starbucks coffee during your team’s daily Scrum Stand Up meeting via Zoom, you think to yourself that this could have been a disaster without your preparedness and quick response.

At the end of the project, you and the stakeholders are provided with a list of the accomplishments made. You ask if there are any outstanding items. An agreement and plans to address these items are documented, so they can be looked at later. Overall, the project is considered complete. You arrange a lunch for the team, in recognition of all the outstanding, hard work in making this project successful. Starbucks gift cards are given to the team. On to the next project!

Have you noticed that there is a theme occurring here? No, it is not the coffee. It is the use of constant communication amongst the stakeholders and the display of adaptability to overcome adversity. Effective and successful teams evolve how they work in favor of project success. (Project Management Institute, Inc., 2021) Everyone maintained good communication between one another using a variety of communication methods, such as face to face meetings, zoom meetings, instant messages, email, and phone. Flexibility and adaptability were used to overcome unforeseen obstacles that would have otherwise caused the project to fail. In utilizing and honing these skills, recognition of talent will be on full display, while opening the door for more project management opportunities.

So while you are waiting for the next project, load up that Starbucks card!

Reference:

“The success of the project rests on the ability to adapt and deal with unexpected changes, while recognizing and embracing popular market trends.”

LeVaughn H. Crawford, MBA, PMP

Senior Project Manager, Information Technology Washington Metropolitan Area Transit Authority

LEVERAGING ARTIFICIAL INTELLIGENCE TO ENHANCE SOFT SKILLS

In today’s professional world, soft skills play a significant role in determining an individual’s success. Soft skills like effective communication, interpersonal skills, and time management are essential for building strong relationships, boosting productivity, and advancing one’s career. To successfully manage projects, one needs to be adept in their soft skills especially when it comes to writing.

“‘AI’ is a relatively new trend in project management, and has the potential to radically change the way people work and the way enterprises engage with their stakeholders as a whole. “

Writing emails is an integral part of communication in the workplace, and it requires a particular set of soft skills. However, not everyone is born with these skills, and learning them can be challenging. This is where ChatGPT comes in - a powerful tool that can help individuals improve their soft skills, including writing emails (ChatGPT stands for: Chat: generative pre-trained transformer). It is a type of large language model (LLM) neutral network driven by artificial intelligence (AI) technology that can perform various tasks such as answering questions, summarizing text and even generating lines of code. Usage of this tool is currently open to the public free of charge because it is still in its research and feedback-collection phase. However, there is already a paid subscription version called ChatGPT Plus.

ChatGPT is an AI-powered chatbot that is trained to assist individuals with various tasks, including writing emails. By conversing with ChatGPT, individuals can improve their writing skills, get advice on how to craft effective emails, and receive feedback on their writing.

For example, in a situation where an individual needs to write an email to their boss or colleague, but they are unsure of how to start, they can turn to ChatGPT for assistance. The chatbot can provide guidance on how to structure the email, what tone to use, and which words to choose to convey the intended message. Additionally, ChatGPT can help identify and correct any grammatical or spelling errors, ensuring that the email is professional and error-free.

Conversely, if an individual receives an email from their boss or colleague and needs to respond, ChatGPT can assist in crafting an appropriate and effective response. By providing suggestions on how to address the issues raised in the email, ChatGPT can help individuals respond in a manner that is professional and conducive to maintaining positive relationships.

Furthermore, ChatGPT’s assistance is not limited to just writing emails. Individuals can also use the chatbot to improve their communication skills, build confidence, and enhance their overall soft skills. ChatGPT can provide feedback on how to improve one’s speaking or presentation skills, for example. This can ultimately help individuals build strong relationships, boost productivity, and advance their careers. Yes, ChatGPT is a powerful tool that can help individuals improve their soft

skills, including writing emails.

The PMBOK seventh edition (Project Management Institute, 2021) recognizes the importance of soft skills in project management. In fact, this edition has introduced a new section on interpersonal skills, which emphasizes the importance of effective communication, leadership, and teamwork in project management.

Effective communication is critical in project management, and writing emails is one aspect of communication that requires soft skills.

The PMBOK seventh edition emphasizes the importance of effective communication in project management, and it recognizes that project managers must communicate with a variety of stakeholders, including team members, clients, and sponsors. By improving their writing skills with the help of tools like ChatGPT, project managers can communicate more effectively and build stronger relationships with stakeholders.

“ChatGPT is a natural language processing tool driven by AI technology that allows you to have human-like conversations and much more with a chatbot.”

In addition, the PMBOK (Project Management Institute, Inc., 2021) emphasizes the importance of leadership in project management. Leaders must be able to motivate and inspire team members, and they must also be able to resolve conflicts and negotiate with stakeholders. Soft skills like effective communication, active listening, and emotional intelligence are essential for effective leadership. ChatGPT can help project managers improve these soft skills by providing guidance and feedback on how to communicate more effectively, how to listen actively, and how to manage emotions in challenging situations.

Finally, the PMBOK (Project Management Institute, Inc., 2021) recognizes the importance of teamwork in project management. Project managers must be able to build and lead teams that are diverse, collaborative, and effective. Soft skills like teamwork, collaboration, and conflict resolution are essential for building strong teams. ChatGPT

can help project managers improve these soft skills by providing guidance and feedback on how to work effectively in teams, how to resolve conflicts, and how to build trust and rapport with team members.

In summary, it is evident that soft skills play a vital role in project management, and it is imperative that project managers develop their interpersonal skills. By using tools like ChatGPT to improve their soft skills, project managers can communicate more effectively, lead more effectively, and build stronger teams, ultimately leading to more successful projects. Finally, as you use ChatGPT to assist with your soft skills, you will begin to learn from the AI and your soft skills and writing will improve and of course your project outcomes will too!

References:

ChatGBT. (2021). What is ChatGBT?. Retrieved from https://openai. com/blog/chatgpt/

Project Management Institute (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and The Standard for Project Management (7th ed.) Newtown Square, PA: Project Management Institute, Inc.

David Hunter, PMP, PMI-ACP, PMI-RMP

Project Manager

CPA Ontario

UNDERSTANDING AND MANAGING CONFLICT IN A PROJECT ENVIRONMENT

According to the PMBOK Guide “conflict is inevitable in a project environment” (Project Management Institute, Inc., 2017, p. 348). Conflict has many sources in a workplace. It is borne out of differences (values, beliefs, choices) and will arise in any situation where people are required to interact with one another. No matter how well you manage your projects, nor how skilled you are at managing people, conflict will arise.

“Ultimately, we must learn to embrace conflict. It’s the gift that keeps you flying towards your GOAL.”

Conflict is a gift. In judo we are taught that the redirection of an incoming force causes an equal imbalance that can be used as an advantage. Yet to find those advantages, we must actively seek them out. The problem with great project ideas born from a passionate vision is that they can quickly degrade into an abusive project relationship filled with conflict. But like in judo, this is exactly where there is opportunity. Opportunity that we did not see previously. When conflict comes, it builds up through a sequence of increasingly powerful negative states: from irritation, to -anger, to-abuse, to-violence. If we are prompt in spotting the signs of escalation early, one can almost easily resolve the conflict, before it becomes acute.

Conflict management aims to make conflict a productive part of the workplace, and project managers with the skills can contribute to an environment where conflict is accepted, managed and used positively. Dealing with conflict is a key management skill.

The project manager needs to resolve conflicts in a timely manner and in a constructive way in order to achieve a high-performing team. To break free of our self-made shackles, we have seemingly tried

everything. For example, the latest craze is embracing the practices of agile as we would a superhero. With agile being here to save us from forces of (project) evil beyond our individual control. Yet as we started to rely on our new found hero, we found the results to be inconsistent. The agile methodology would only work for certain problems and not others, creating flavors of agile that have become the equivalent of religious denominations, defining what God(s) we believe in and more importantly, what God(s) we do not. From these situations, the conflicts continue.

We often think we are clear with requirements when we simply do not understand where we are not clear. We oscillate from doubling down on our original scope for the purposes of accountability all the way to avoiding that scope entirely at the expense of any accountability at all. As we do this, we force everyone to join a rollercoaster of morale, productivity, and performance. Sometimes we feel hope building. That long climb towards the top. The project is moving. We know if we just push a little further, we will get to the other side. Other times we feel hopeless, like we are passing the same place we started, even with all the hills we climbed behind us. When conflict arises, we can follow a simple four step framework: GOAL. Ignore the cliché title. Contextual acronyms have been shown to increase retention.

First, we must know where we are (G)oing. Without a point of reference, we cannot locate where everyone else thinks they are going. An award-winning investment advisor once said to me about their approach to the financial markets, “You have to take a side.”

Secondly, we must (O)bserve. Actions speak much louder than words. Actively observing how the team acts will give us subtle and important hints about where they think they are going, even when they may not know themselves. If everyone agrees the plane is headed for Italy, fantastic, but Milan and Rome are quite far apart. Watch for how deliverables are described, what risks are identified, and how quality is being measured.

Thirdly, you must (A)lign. Once you realize that people think they are going to different places, you must understand why they think they are going there and if

that is even where they want to be. This involves using techniques like the five why’s, cause and effect diagrams, and other tools to build a more in-depth picture of their thought process.

“No matter how well you manage your projects, nor how skilled you are at managing people, conflict will arise.”

Lastly, you must (L)ead. Leadership is not management. It is not about telling people what to do, but showing them that there are other options available and they may be missing out. It is impossible to change anyone’s mind. It is not impossible to sell a vision of the future so compelling that they change their own mind.

Another approach to conflict management resolution is:

• Accommodation

• Compromise

• Avoidance

• Competition

• Collaboration

A project manager can make use of any of this approach depending on the scenario or issues at hand. Ultimately, we must learn to embrace conflict. It is the gift that keeps you flying towards your GOAL. Successful conflict management results in greater productivity and positive working relationships.

Reference:

Project Management Institute (PMI). (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th ed. Newtown Square, PA: Project Management Institute, Inc.

Sharon Kenner, SPC, PMIACP, CSM, PMP, SAFe SM Agile Coach

Health Care Information Technology

THE ESSENCE OF TRUST BUILDING FOR PROJECT TEAMS

Trust is the foundation upon which all relationships fail or succeed. The ability for project teams to work effectively to achieve outcomes is rooted in their ability to trust each other, to trust their project manager and to trust their leadership to provide the environment for them to succeed.

How then does a team build trust? Let us first define what it means to trust; to trust is the firmly believe in the reliability, ability, truth or strength of someone or something. (Merriam Webster, 2023) In order to “build” trust within a team there must be an effort put forth to first form a relationship as well as a common sense of purpose. When teams share a common sense of purpose, i.e., a goal that they must be willing to work together as a team to achieve the goal.

“Aristotle’s quote ‘The whole is greater than the sum of its parts’ is realized when team members trust each other to work as a team to accomplish their goals.”

As is the case it is easier to trust someone you know, rather than someone you do not know. This is also true for teams. Working with a stranger is quite difficult. It is harder to communicate. It is also more difficult to evaluate a person’s strengths or weaknesses to know how to complement each other’s strengths and weaknesses. Therefore, quite often leaders, including managers, project managers, and scrum masters create opportunities to build teams. Popular trends are to encourage team members to meet on a regular basis called “team building” meetings. These meetings are usually informal and involve games where team members are encouraged to get to know each other. Popular games allow team members to engage in activities or discussions. For example, one “ice breaking” game is called 2 truths and a lie, which is an odd game for “building” trust; however, it is very effective in allowing team members to share information about themselves in a way that can reveal their interests, hobbies, family information.

Another popular trend for building teams is meeting in “escape” rooms. Additionally, depending on the organization, offsite meetings are popular and effective in team building. Some offsite meetings can occur during happy hours or other places where teams are encouraged to have “fun” getting to know each other.

With the regular occurrence of these team building meetings, team members knowledge of each other increases as well as their ability to trust each other and therefore become increasingly more comfortable and confident in working together to accomplish a common goal. The bond that forms when people share a common goal and are committed to achieving that goal is strong and powerful and manifests itself in the success of everyone and the team. Aristotle’s quote “The whole is greater than the sum of its parts” is realized when team members trust each other to work as a team to accomplish their goals. (SE Scholar, 2019)

Let us explore briefly what can happen when team members have a lack of trust. First, the ability to engage in effective communication suffers. This inability to effectively communicate results delays in completing goals and the quality of the outcomes is also questionable. Additionally, low morale is apparent often resulting in high turnover of team members, impacting the ability to deliver results.

Ongoing encouragement for team unity can often be supported by creating mottos. These mottos can be reminders of the importance of team cohesiveness in accomplishing team’s goals. Two popular mottos come to mind; “Individually, we are one drop. Together, we are an ocean”(Ryunosuke Satoro, 2023); The three musketeer’s mottos “All for one and one for all, united we stand divided we fall…”(Alexandre Dumas, 2023) For example, team members and leaders can reinforce team unity by displaying these slogans in project rooms, in project team boards or other places to remind the team of behaviors and thought patterns that reinforce trust and commitment to the common goal.

In conclusion, building trust, creating opportunities for team members to get to know one another outside of the context of work will incur costs, however the

benefits/rewards of doing outweighs the cost in intangible and tangible ways. Trust is essential in most of the highest performing teams. (Project Management Institute, Inc., 2021) Some of the rewards are high morale, a feeling of belonging, the knowledge that you share a common goal. Achieving the goals is rewarding to the individual, to the team, the organization and to the client, the ultimate benefactor of successfully completed projects.

References:

(2019, June 6). Who said “The whole is greater than the sum of the parts”? SE Scholar. Retrieved March 17, 2023, from https:// se-scholar.com/se-blog/2017/6/23/who-said-the-whole-is-greaterthan-the-sum-of-the-parts

Merriam-Webster. (n.d.). Trust definition & meaning. Merriam-Webster. Retrieved March 26, 2023, from https://www.merriam-webster. com/dictionary/trust

Raby, Peter. (1977). The Three Musketeers: adapted from Alexandre Dumas’ novel. New York: Dramatists Play Service.

Satoro (2019). Retrieved March 26, 2023, from https://www.brainyquote.com/quotes/ryunosuke_satoro_167565

“Some of the rewards are high morale, a feeling of belonging, the knowledge that you share a common goal. ”

Dalen McWilliams Data Analyst II, Risk Operations

Blue Cross Blue Shield Association

HOW TO EFFECTIVELY MANAGE TIME IN A FASTPACED WORLD OF PROJECT MANAGEMENT

With so much to do and so many moving parts, it is easy to become overwhelmed with managing projects. Project management requires oversight from the concept stage to the conclusion of a project. Project managers, also known as PMs, are tasked with choosing the right people and resources to complete a project, creating a budget, setting timelines, producing deliverables, and communicating with stakeholders. I have found that planning and prioritizing are the best ways to help me effectively manage my time as a project manager.

Planning

As a project manager, you may view planning as creating a simple daily to-do list. While this is beneficial for you in the PM role, your team may not appreciate being assigned random tasks with little insight into the scope of the task. Project managers may manage multiple projects at a time and in some cases, it is essential to create a high-level project plan to establish goals, objectives, and requirements for each project. A project plan will give your team visibility into what needs to be done to complete the project and who will be needed for the required work. Within this plan, be sure to schedule checkpoints, realistic deadlines, and identify milestones for each specific project. Timelines are a great way to ensure that everyone is aware and working toward the same completion date, and if this is explicitly stated early on, it increases the chances that the project will be

completed successfully. When you provide your team with a project plan, they are able to confidently see a path to completion, which will reduce overall stress levels for stakeholders.

Prioritizing

I cannot stress enough the importance of prioritization. You must be able and willing to say “no” when things that are not beneficial to the project arise. If a PM, is the type of person who is always eager to say ‘yes,’ this may be difficult to adopt. There is no harm in telling someone, “let’s circle back to this at a later date,” or even listing out the priorities for the specific project. There may also be give and take where priorities and requirements are concerned. Project managers need to set clear priorities for their team and other stakeholders and force rank them in priority order starting with what is of highest priority. By setting priorities, you will be able to create tasks and think through the level of effort needed to complete each task and its importance. If a task is neither urgent nor important, it should be considered low priority, and it should be something

that you can revisit if time permits—this should not negatively affect the project but serve as a “nice to have.” Project teams are more productive when each member understands where they should place their focus and what they should be spending their time working on.

In conclusion, without planning and prioritization, time management would be less effective and nonexistent. (Project Management Institute, Inc., 2021) The ability to have the milestones in view while managing the day to day priorities is a skill that takes time and experience to develop. Never underestimate the skill of time management for those who have it will lead successful teams who are organized and focused on accomplishing their projects.

Reference:

“When you provide your team with a project plan, they are able to confidently see a path to completion, which will reduce overall stress levels for stakeholders.”

Akinbobola V. Ibosiola, PMP, PMI-ACP, DASSM Information Technology Project Manager

Mariner Finance

SERVANT LEADERSHIP: A SHIFT IN PROJECT MANAGEMENT LEADERSHIP APPROACH

Servant leadership is a non-traditional leadership philosophy, embedded in a set of behaviors and practices that place a primary emphasis on the well-being of those being served (Greenleaf, 1970). According to the PMBOK, a servant leader focuses primarily on the growth and well-being of the people and the communities to which they belong, they share power unlike the traditional leadership which involves the accumulation and exercise of power by one at the ‘top of the pyramid.’ The servant leader puts the needs of others first and helps people develop and perform as highly as possible. The concept ‘Servant Leadership’ was introduced by Robert Greenleaf as an essay in 1970.

“What matters is how leaders serve, and not about leaders being servants. Servant leaders are those who embrace the spirit of a servant in their leadership expression.”

Servant leadership is a viewpoint in which the goal of the leader is to serve. This style is based on the idea that leaders prioritize serving the greater good, and serving their team and organization first. They do not prioritize their own objectives but seek to achieve a vision by providing strong support to their team or employees. They are serving instead of commanding, showing humility instead of dishing out authority. They are always looking to enhance the development of their staff or team members in ways that unlock potential, creativity and a sense of purpose. The end result is always outstanding as performance goes through the roof and employees feel more engaged and purpose-driven which in turn helps to create a positive work environment, increasing employees’ sense of belonging, loyalty to the organization and lower staff turnover (Liden et al, 2008). Servant leaders build relationships with staff primarily by listening closely and by asking various questions and many topics from the employee’s background to detailed queries about assessment of the organization’s business environment. The true test for servant leadership is whether those who are served grow as individuals. Do those being served become the best employees and people they can be? Are they healthier, wiser, freer, more autonomous, and more likely themselves to become servants? If an employee is struggling, leaders should ask questions about what might be hampering his or her progress. The message this sends to the team members individually and collectively is that their opinion does matter, and that leaders want their feedback. Servant leaders can do more than listen to team members, they can encourage them, and they do not think of themselves as any better than anybody else (Tenney, 2014)

A servant leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Instead of the people working to serve the leader, the leader exists to serve the people. Servant leadership in project teams encourages open communication, leading to better organized team efforts and increases their commitment towards attaining team objectives. This collaborative culture and knowledge sharing methodology within the team or organization. Servant leadership helps the leader focus on individual and team interest for a collective synergy of goal attainment by fostering a culture of communication, flexibility, and adaptability (Coetzer et al, 2017). Followers’ interests are in the forefront and it helps subordinates grow and increase collaboration. Building competencies of followers, removing hindrances, encouraging innovation and empowering creative problem solving. Project teams before now were headed by bosses, which had negative impacts on project deliverables and team morale.

The concept of leading from behind stems from an interpretation of a passage by Nelson Mandela (1994) in his autobiography that reads, “A leader is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind” Similarly, the contemporary project teams and departmental staff must be allowed to wander across domains and adapt to new environments. They must maintain a wide field of vision to identify, coordinate, and deploy organizational resources when and where needed. The managers and senior executives must encourage experimentation, reflection, and adaptation to ensure that all their staff and team members feel greater autonomy to work creatively with different lines of business. They all must be encouraged to seek opportunities to facilitate innovation instead of solely developing concrete plans for the teams and departments and handing out directives. The servant leaders must look ahead to envision where their organizations need to be and ensure that the team is empowered to take them there by adopting the following qualities:

• Values diverse opinions and cultivates a culture of trust and stewardship

• Develops other leaders and is committed to the growth of others

• Encourages the team and acts with humility

• Listening and awareness, understands and empathizes with others

• Think “you,” not “me”. Also thinks long term and has foresight

Servant leadership style, if appropriately used will improve the team’s performance, helps them selforganize and self-manage, determines their velocity and capacity, helps the leader focus on individual and team interest for a collective synergy of goal attainment. Followers’ interests are in the forefront and it helps subordinates grow and increase collaboration. It also builds competencies in followers by removing hindrances, encouraging innovation and empowering creative problem solving. Even the Holy Books affirmed the importance of servant leadership in Mark 10:43-45

“The servant-leader is servant first, it begins with a natural feeling that one wants to serve, to serve first, as opposed to, wanting power, influence, fame, or wealth.”

(New International Version, 1984), “Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all. For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many”.

As we begin projects, we must always remember that “Good leaders must first become good servants.”

(Greenleaf, 1970)

References:

Coetzer, M.F., Bussin M., Geldenhuys M. (2017) - The functions of a servant leader. http://0-dx.doi.org.library.acaweb.org/10.3390/ admsci7010005

Greenleaf, R.K (1970) - The servant as leader. The Robert K. Greenleaf Center, Indianapolis

Liden, R.C., Wayne, S.J., Zhao, H., Henderson, D. (2008) - Servant leadership: development of multidimensional measures and multilevel assessment. Page 161–177. https://doi.org/ 10.1016/j. leaqua.2008.01.006

Mandela, N. (1994) - “Long Walk to Freedom, the Autobiography of Nelson Mandela”. Back bay Books Publishing Project Management Institute (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) and the Standard for Project Management. 7th ed. Newton Square, PA: Project Management Institute, Inc.

Tenney, M. (2014) - Serve to be great: leadership lessons from a prison, a monastery, and a boardroom. Wiley, Hoboken

The Holy Bible, New International Version. (1984). International Bible Society. (Original work published 1973).

STUDENT TEAM Biographies

Monyét Bynoe, CASP+, A-CSM

MSPM c/o 2023

Monyét Bynoe was born in Los Angeles, CA and obtained her Bachelor of Science in Biology from the University of Mary Washington in 2007. After graduation, she studied and became a Certified Pharmacy Technician at a retail pharmacy then progressed to become a Pharmacy Trainer for all future technicians in Virginia and Maryland. After 3 years, Monyét changed her career path and transitioned into an IT Engineering role at a government contracting company where she led successful projects and obtained the Security+ and CASP+ certifications. She also received the Science Spectrum Trailblazer Award from the BEYA STEM Conference in 2020 where she was first introduced to a representative from Morgan State University.

After 10 years of growth and evolution at her current place of employment, Monyét is currently an Advanced Certified Scrum Master (A-CSM) for two Scrum teams, one Kanban team and assists with leading a Fluid Scaling Technology (FAST) deployment for a state of the art project with executive visibility. She specializes in Agile methodologies and appreciates being on the leading edge of innovation where project management is concerned. Upon graduation, Monyét plans on pursuing the Project Management Professional (PMP) Certification.

Akinbobola Victor Ibosiola, PMP, PMI-PBA, PMI-ACP

MSPM c/o 2023

Akinbobola Victor Ibosiola currently works as an Information Technology Project Manager and Scrum Master. He has over 12 years of project management experience. He earned a Bachelor’s of Science degree in Accounting from University of Ilorin, Nigeria in 2001. He has over twenty years work experience within various units and departments from retail banking to corporate banking, asset management, insurance, consulting and consumer finance. He is a certified Project Management Professional (PMP) and highly experienced Scrum Master. He is currently completing a Master of Science degree in project management from the Earl G. Graves School of Business and Management at Morgan State University. He intends to pursue a doctorate degree in business management and intends to make a switch to the academics.

Kehinde Adetoun Ibosiola, PMP, PMI-ACP, CSM, SASM

MSPM c/o 2023

Kehinde A. Ibosiola was born in Lagos, Nigeria and earned her Bachelor of Science degree in Insurance and Risk Management from Enugu State University of Science and Technology, Enugu State, Nigeria in December 2000. She is currently enrolled in the Masters of Science in Project Management Program at Morgan State University. Kehinde is an experienced banker, certified project manager (PMP) and scrum master, offering over 15 years of experience in financial services, insurance and healthcare industries, with 13 years of those experience gained from Zenith Bank Plc, Lagos, Nigeria. She is a member of the Project Management Institute (PMI), Scaled Agile Inc., and the PMI Silver Spring Chapter. Post-graduation in the spring of 2023, Kehinde intends to pursue her Ph.D. in Business Management. At her leisure, she likes to swim, travel, network, and engage in church activities.

Ikenna Oguledo, CSM, CAPM

MSPM c/o 2023

Ikenna Oguledo hails from Nigeria where he received his early education and his Bachelors degree in Accounting, graduating in 1995 as the youngest in his class. Afterwards, he completed his Masters in Business Administration (MBA) in 2003 at the University of Nigeria and started his career in the banking industry. By the year 2000, he had several years of experience in the finance and accounts sectors with expertise in commercial banking, project finance, treasury services, as well as consulting and advisory services. He worked for the Citibank Training Academy (specializing in currency trading) and is an associate member of the Nigerian Institute of Management (NIM), the American Management Association (AMA) and the Institute for Sustainable Infrastructure (ISI) in the US.

Ikenna is currently enrolled in the Master of Science Project Management Program at Morgan State University and is an Administrative Specialist (Intern) with the Maryland Department of Transport; he is an active member of Project Management Institute (PMI) Silver Spring Chapter and is a Certified Scrum Master (CSM) with Scrum Alliance. As an avid scholar, he plans to contribute to efficiency in infrastructure delivery across industries while supporting value creation in highly competitive business markets and the public sector.

The Graves School of Business and Management (GSBM), Master of Science in Project Management (MSPM) is a traditional as well as online only (MSPM-O) program, designed for the needs of working professionals or those seeking a career change, who are interested in Project Management in various fields The Graves School's MSPM & Post-Baccalaureate Certificate in Project Management prepares students for success on the PMP or CAPM exams The MSPM provides the tools and training you need to achieve project success no matter of the size of the project or level of complexity MSPM @ Graves School Program Objectives Specialization

Develop effective leadership & teamwork skills

Data analysis for effective business decisions

Technology training for professional growth

Understand the global competitive marketplace

Expose students to executive mentoring network

Information Systems

Accounting or Finance

Marketing

Human Resources

Supply Chain

Entrepreneurship

WITH OUR APPRECIATION!

On behalf of the 2023 Spring Capstone Project Team, we appreciate the support from former student, Mr Anmar Alshatry, PMP!