Project Management Discussion Group

Three Burning Questions with … Yoshiro Shibasaki

In the “Three Burning Questions” series we talk to experts, practitioners and professionals from sectors and disciplines that have a relevancy to the project management profession. We ask them three “burning” questions related to their area of expertise and competence.

In the sixth interview of the series we have been talking about international project management, business development, cross-cultural relationships and Japan with Yoshiro Shibasaki, consultant, freelance interpreter and translator, Edinburgh, UK.

Yoshi received an MSc in hygiene and preventive medicine from the Hokkaido University, Japan. He was also awarded a doctoral degree in human genetics and medical science from the University of Heidelberg, Germany, and an MBA from the Open University, UK. He has been working in pharmaceutical industry for over twenty years, holding senior management positions in international pre-clinical and clinical contract research organisations (CROs). His interests and specialisations include marketing and PR, customer management, cross-cultural consulting, communications, regulatory affairs (FDA, EPA EMA, and ICH guidelines) advice and support, linguistic support between English and Japanese as well as scientific expertise in medical sciences.

We have started asking …

“Yoshi-san, thanks for talking to us today. Looking at you career, it is interesting to see your transition from science to business. We would like to hear more about it…

PMDG: What made you to move from science into business development?

Yoshi: It was a not a transition, really. I am still a scientist deep in my mind. And I have always believed in science serving the society and the community. Therefore, I looked at the close relationship between science and the business world as a necessity. I have always valued the “utility” of my research achievements.

I see science and business complementing each other and business skills are critical for a scientist with project management responsibilities. A solid scientific training gives a person the right attitude towards data, metrics and statistics and makes the person more oriented towards evidence-based decisions. On the other hand, a business education would provide the scientist with communication and negotiation skills which are critical for research scientists in the present world.

For a project manager focusing on life sciences projects, it is important that interpersonal skills, which are typically required for a business-oriented professional, are to be learned and applied. Science is not just about the lab results and data, or the project is not just a series of interdependent tasks on the project plan. It is also about communication, good presentation skills to engage and convince stakeholders, managing the expectations of a demanding sponsor, ensuring that the right business case is included in the funding applications, good negotiation skills … the mastering of the “business talk”.

PMDG: You have worked for many years with the management of international customer relationships for pre-clinical and clinical CROs….

PMDG: In your opinion, what are the two more recurrent oversights of project managers in their attitude towards international projects?

Yoshi: First, the concept of “time”. The value of “time” differs across cultures. Whether it is in the coordination of an international project team, the management of expectations of a foreign sponsor or the scheduling of work for a panel of international contractors, the project manager needs to be conscious of the value that different cultures assign to the concept of time. For example, if a project report is planned to be ready for “next month”, this could be interpreted by a person in a certain culture strictly as due on the first day of the month, whereas in a different culture it might be seen as due during a certain timepoint between the first and last day of the month or even not expected until midnight of the last day of the month. Let aside the other cultural differences in managing a schedule and the rituals for a business meeting!…. A project manager must be mindful of this important aspect.

Secondly, in the interpersonal relationship, the project manager should avoid stereotyping the counterpart. It is true that the regional and national cultures affect hugely the way of thinking and behaviour of the people when they are brought up in a specific region in the world. At the same time, differences between various cultures are often smaller than that of the individual variations within that culture. The PM shall have to understand the person’s life experience and professional career. I recommend a project manager to be careful about the trap of jumping to a conclusion. The counterpart could be a professional who has spent many years studying internationally, working across the continents, and may not necessarily behave or respond as one could expect for the presumed nationality.

There is a lot to talk about intercultural and cross-cultural issues affecting business and management. It is a very interesting subject and I would recommend reading Geert Hofstede’s famous book “Cultures and Organizations: Software of the Mind, Third Edition: Intercultural Cooperation and Its Importance for Survival”.

PMDG: And finally, can you give us your own view about the Japanese business culture?

Yoshi: Every country has its own culture and business etiquette. Japan may be known for its prominent ritualised business culture. I would say first that the general rule here is the same as for any other culture. Whenever a business meeting is to be held, it is good practice to pay respect to each other’s culture, especially, the visiting party should try to understand the local culture and rituals and accept it, but not necessarily adapt to those. Therefore, I would recommend those working with Japanese clients or parties to learn about Japanese culture.

In Japan there is a particular attitude towards the decision-making process that is sometime difficult to be appreciated by foreigners. It is important to reach a consensus and a mutual agreement before Japanese people would decide, but Japanese are not as rigid as we often believe. Changes to the deal under discussion may actually be acceptable, providing that there is a sensible, logical justification and it is well contextualised. However, the decision by the Japanese counterpart is likely to require a broader consensus as it has to ensure that harmony within the own organisation is preserved, so it is very unlikely that at a meeting there is a quick decision, on the spot, or there is an immediate approval to a change to the original plan.

In Japanese culture, people appreciate that circumstances with the project or with the work may change – there is no fear of change and this may be sometime subtle, difficult for foreigners to notice. For Japanese people it is important to build confidence and trust between the two parties before any serious business relationship starts. It may take time for this relationship to develop. Then, changes can take place…” –

We thank Yoshi-san and we leave here with one of his favourite quotes:

“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change”
Charles Darwin

I hope that this post will be of interest for our followers and we look forward to seeing you again soon. If you need to contact Yoshi-san directly:
Email: yoshi@easynet.co.uk
Tel: +44 780 892 5795

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.

Three Burning Questions with … Tom Osebe

In the fifth interview of the series we have been talking about the experience with the PRINCE2 qualification and AGILE principles with Tom Osebe, Senior Manager in the Commercial Development Department, Africa, GALVmed.

Tom has trained in the field of applied parasitology and has a PhD from University of Nairobi, Kenya. He is also a certified PRINCE2 project manager. His commercial experience was in banking, starting with analytics then subsequently project and strategy management. Currently, for GALVmed in Africa, he implements commercial projects aimed at availing quality animal health inputs to small holder farmers.

We have started asking …

“Tom, thanks for talking to us today. With our blog we have been trying to help our readers to navigate through the various project management certifications that are available at the moment. You are a certified PRINCE2 project manager and you have managed (and are managing) projects successfully. Based on your practical experience…

PMDG: What are the key features of the PRINCE2 training that you see as instrumental and that have helped you the most?

Tom: PRINCE2 has 7 themes, 7 principles and 7 processes. In all these components, the one that intrigues me the most is the principle of “Continued Business Justification”. This principle says whether a project is being implemented to increase revenue, reduce cost, comply with regulatory requirements etc, the business case must be relevant throughout the life of the project. It should not be a surprise that the forecasted benefits are not realisable at the end of the project. This principle advocates that if a project’s benefits are not realisable, the project should be terminated saving the organisation crucial resources.

The other aspect of this principle that I drive in my project management work is “Business Ownership”. A business case is not owned by the project manager. A business owner (the person who will realise the benefits post implementation) should develop the business case and owns it throughout the project. There should really be no room for a business owner to disown any of the commitments of the business case.

PMDG: …and conversely, what have you perceived as a limitation in the PRINCE2 framework?

Tom: While the jury is out on whether PRINCE2 is a project management methodology or a project management philosophy that is compatible with any methodology, it is worth stating that it follows a “waterfall” approach, where project activities are broken down into linear sequential phases or tasks, where each phase/task depends on the deliverables of the previous one and corresponds to a specialisation of tasks.

Now, in my view, the major disadvantage of waterfall methodologies is their unresponsiveness to changes that will affect the project outcomes. Once the requirements are documented and signed off, it is difficult to make significant changes. Markets dynamics tend to change, so projects should ideally be adapted in order to realise expected outcomes.

PMDG: …..Economy & society are in continue evolution and projects develop now in very challenging environmental conditions….More and more we see alternative, innovative PM standards receiving greater interest. What is your view about the AGILE Project Management applied to life sciences or commercial & supply chain sectors?

Tom: The Agile method is revolutionary in that all requirements are not defined at the outset, but instead gathered throughout the project’s life. This allows the implementation to adapt to changes and the project is deliberately designed around customers’ needs.

While it was developed in software development environment, there are principles that are universal and can be applied in non-tech environment such as the ones you mentioned, life sciences or commercial & supply chain. These include the following:

The team maintains a list of all potential tasks, known as a “backlog”;
Tasks are not worked on until explicitly prioritized;
Work is made visible by tracking tasks on public boards;
Team conducts regular check-in meetings;
Team conducts regular “retrospective” meetings to identify on what is working well and what needs improvement.

I see ample opportunities for at least considering Agile methodologies in those sectors.” –

Thanks Tom. I hope that this post will be of interest for our followers and we look forward to seeing you again soon.

We leave you here with one of the favourite Tom’s quotes:

“I have told you these things, so that in me you may have peace. In this world you will have trouble. But take heart! I have overcome the world.”
John 16:33.

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.

Three Burning Questions with … Derek Robertson

In the fourth interview in our series we have been talking about individual training, team cohesion and team development for project success with Derek Robertson, Managing Director of Robertson Training Ltd.

Derek is an accelerated learning expert with 30 years in people development, several of which working internationally. A Chartered Fellow of CIPD, NLP practitioner and coach, his recognitions include a short listing for HR Professional of the Year. He devotes his working life to helping clients achieve their business objectives through modern and measurable people development programmes. He is currently promoting an interactive board game that, in under two-hours, increases people’s resilience capability.

“Thanks Derek for talking to us today. Success in projects relies not only on robust project management procedures, but also on effective teamwork and leadership. You and your team have been working for decades helping organisations to reach excellence in team operations…..

PMDG: What are the skills for the individuals that are key for project success and that are still much in demand for training?

Derek: You’re right. Sound project management procedures are just part of the success story. It’s all about the people who use the procedures and all successful projects rely on people working well together. Today we see much more recognition of having to flex and adapt your approach to achieve results between and among people. Fundamental to this is project managers’ understanding themselves and reading other people. Conversations then, for example, become more about what to do rather than whom to blame.

So profiling tools, Everything DiSC© is our favourite, together with strong coaching skills remain in high demand for us. Allied to this is helping people through change and the ever-practical transferable skills of running consistently effective meetings. Finally, from a leadership perspective, bringing a project’s intended results to life for project teams and stakeholders requires the painting of vivid pictures in everyone’s mind. For this reason, storytelling with the use of metaphors, analogies and sensory language is increasing in popularity. I saw no market for storytelling training a few years ago and now there’s a noticeable spike in demand.

In short, like the laws of natural selection, the best project managers are the ones that adapt best to circumstances.

PMDG: Your organisation works developing training programmes using the Patrick Lencioni’s “The Five Behaviours of a Cohesive Team” model. I have read that the model got some criticism, saying that it has somehow inadequate empirical support. How is your team applying the model?

Derek: It’s true that every model comes in for criticism. A healthy skepticism is right and proper. I depend more on the results we get. I truly believe that “The five behaviours” is a powerful asset in team development. Our starting mindset is that the programme is a tool, not a straitjacket. This means we fit it around the culture and context of the team we are working with. Fundamentally, we see it as a device to help teams have quality conversations with one another and action plan in each of the model’s five areas.

We are crystal clear with a team’s leader that, provided he or she commits fully to the programme, it will deliver. And there is no hiding from the results reporting. This means the programme has focus for everyone involved.

Every tool can be used well or less well. We have found that wrapping the programme with coaching for the team’s leader and staying in touch with the whole team through the process keeps up momentum for actions.

Rather like NLP (Neuro Linguistic Programming) where there are often heated debates about the lack of empirical supporting evidence, I focus on the measurable results for the teams that we help support. It works and we know it works.

PMDG: And finally, something about leadership. Organisations are challenged these days by particularly difficult circumstances, whether technologically or operationally, and project managers require probably new leadership skills. What is the leadership model that you see fit these difficult times?

Derek: A client introduced us to Steve Radcliffe’s FED approach (Future Engage Deliver). I’ve really warmed to it for several reasons that fit today’s and tomorrow’s challenges. It distills complexity to three simple areas. Inside each there are straight forward actions for leaders and thirdly perhaps most importantly its centred on the people. The notion of the heroic single leader is extinct. With humanity having to deal with accelerating automation, and social and environmental upheaval, people need the conditions to do what humans do best, work in teams, create and solve problems.

Following the practical, pragmatic and no-nonsense advice within FED will be an approach to leadership that I’m sure will continue to grow in its popularity. Here is a link to get you started: https://www.futureengagedeliver.com/ “-

Thanks Derek. I hope that this post will be of interest for our followers and we look forward to seeing you again soon. We leave you here with Derek’s final thought:

Our participants love quotations in our programmes. Recently we edited a quote from US founding father Benjamin Franklin to “You attract more flies with honey than with vinegar.”
It’s true for a relationship business like ours and the successful project manager.
Derek Robertson

Should you need to contact Derek:
www.robertsontraining.co.uk
derek@robertsontraining.co.uk
Tel: 07977 143 233

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.

Three Burning Questions with … Billy Guinan

In the third interview of the series we have been talking of “Collaborative Project Management” and the BrightWork solution with Billy Guinan, Demand Generation Manager at BrightWork.

Billy is a Demand Generation Manager at BrightWork, a project and portfolio management solution for Microsoft SharePoint. In his role, Billy is focused on delivering practical content, tools, and guidance that help customers successfully manage their projects and portfolios with SharePoint. BrightWork offer a Free Project Management Template for SharePoint as a starting point for customers who want to transform SharePoint into a project management solution.

“Thanks Billy for talking to us today. BrightWork have published an interesting handbook, entitled “Collaborative Project Management: A Handbook”. As you state on your website, in recent years there has been a shift away from the traditional managerial hierarchies to a much more collaborative approach to managing projects, which emphasizes teamwork and cooperation. A collaborative interaction is at the core of every project team. I guess nowadays all project managers strive for a collaborative project management framework for their projects!

**PMDG: You state that “…. the more teams collaborate, the more obstacles they face”. For our readers, could you expand on that? What are the key obstacles?**

Billy: Here at BrightWork, we find that our customers are increasingly working on projects that are designed to be delivered collaboratively with a team. But in the modern workplace, these teams can be spread across different departments, locations, and even cultures. So ironically, with remote or distributed teams, the desire to collaborate actually makes project management more challenging.

At the end of the day, clear communication plays a vital role in supporting effective collaboration, but as you probably know from experience that doesn’t always happen. Some of the most common obstacles to collaboration that we see on project teams include:

Silos within an organization
Too many tools and processes within teams and departments
No support or vision from senior management
Previous negative experiences with collaboration
Personality clashes
Forcing collaboration from the top-down.

All these challenges make choosing the right tools for collaboration critical. For many teams, email, spreadsheets, and phone-calls remain their primary communication tools – none of which are particularly suited to modern collaboration.

PMDG: The BrightWork solution is based on SharePoint On-Premises, the collaborative platform from Microsoft. What are the features of the BrightWork SharePoint solution that would make it stand out over other project management software solutions?

Billy: BrightWork realizes that when deploying a project management solution, there are two key factors to consider:

The amount of project management that your project needs to be successful.
The amount of project management that your team is capable of taking on.

s a result, we offer a suite of best-practice templates designed to deliver project, portfolio, and work management with varying amounts of process. The spectrum of BrightWork templates helps organizations to get started quickly with the right amount of project management:

Selecting from this range of project management templates, it is easy for project managers to kick-off a project the right way. Each template is set up to mimic project management processes, so they guide project managers through the stages of initiation, planning, managing, and closing a project:

For senior executives, BrightWork provides visibility across the entire portfolio of projects – including project statuses, resource allocation, and new project requests:

BrightWork allows for any number project sites to roll up to portfolio dashboards to provide a summary of all the projects across the organization, with the ability to easily drill down into individual project sites for more information. BrightWork also enables seamless collaboration for the entire project team. With BrightWork, each project gets its own collaborative site where all the project information is housed. Team members always know where to go to for project updates and to find their responsibilities:

Finally, BrightWork is designed to help your organization continuously improve its project management practices. As I mentioned above, you start quickly by selecting one of the out-of-the-box templates with the right amount of project management.

PMDG: Interesting to learn about the flexibility, attention to customer needs and forward-thinking attitude that BrightWork is offering. I guess the final question is about the future – What is the challenge that BrightWork is seeing for the future of a project management solution?

Billy: One of the shifts we’ve seen in organizations is a growing prevalence of what we call “Project Managers by Accident,” or PMBAs for short. As the structure of the modern workplace is becoming more and more flat, we end up with team members who are inexperienced in formal project management, but need to manage projects as part of their job. So in order to enable successful project management, you need a tool that supports both the experienced PMP and the inexperienced team member.

Another challenge aligned to this is that different teams, divisions, and departments within the same company will have varying needs and distinct ways of working. A lot of the time, all of these groups will end up using different tools to collaborate and manage their projects.

So even if the organization already has a project management tool in place, if it is too difficult to use, or is not suited to the needs of a particular team, they will just go find one that works for them. Instead of having all projects managed on a centralized platform, you end up with projects, documents, and information stored across lots of systems, with no visibility into the big picture.

That’s where a tool like BrightWork can be immensely helpful to an organization. Project management will continue to evolve into a much more collaborative endeavour, so organizations must find a tool that is flexible and highly configurable to provide the right level control that each team needs. Project management solutions should support your processes, rather than you having to change your processes to support the solution.” –

Thanks Billy. We leave you here with Billy’s Final Thought:

“The secret of getting ahead is getting started.”
Mark Twain

I hope that this post is of interest for our followers. Should you want to have more information, please check BrightWork website or contact Billy directly (wguinan@brightwork.com).

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.

Three Burning Questions with … Susan Grandfield

In this second interview we have been talking about management of time with Susan Grandfield MSc, BA, MCIPD, SG Development Solutions.

Susan has been working with people in business to enhance their personal and professional effectiveness through self-awareness, emotional intelligence and resilience for 20+ years. She is passionate about enabling individuals and teams to create healthy, effective and engaging places to work. Susan has worked with organisations in a variety of industries including oil and gas, banking, pharmaceuticals, hospitality and public sector. Her key area of expertise lies in enabling people to become more conscious and purposeful. Having completed research into mindfulness in the workplace as part of an MSc, she is at the forefront of this emerging field. Susan is a qualified mindfulness and compassion coach working with people to manage the increasing demands of busy, uncertain and dynamic workplaces.

“Thanks Susan for talking to us today. We always start with a slightly provocative question… In your book “Pressing pause: develop a healthier relationship with time” you focus on the management of time. All project managers would probably agree in saying that the management of time in their projects is one of their biggest challenge. Much have been written about effective time management, planning and scheduling, but no matter what we try, it seems very hard to find a way to “win” against time.

PMDG: Is there an easy solution that we can adopt to get better control of the “project clock”?

Susan: The first step is to stop trying to control time and instead explore our relationship with time. Most of us experience time as numbers on a clock and dates on a calendar. In that sense time feels solid and finite. The effect is that we fear we will run out of it and as a result become obsessed with trying to control it. In fact time is far more fluid and expansive than we think.

Have you ever noticed that in some situations time goes quickly (often when you are enjoying yourself) and with another set of circumstances time seems to drag (often when you are bored, worried or anxious)? If the hands on a clock are a true representation of time then this shouldn’t happen. It is commonly accepted that a minute is 60 seconds, an hour is 60 minutes and a day is 24 hours which means we should always experience time as passing at the same speed. And yet, that is not the case. Something else is going on. It is the difference between universal time (clock time) and psychological time. Universal time is helpful. It gives us a language and framework in which to work with others, we can plan activities and know when be at the train station for our commute to work.

But the unintended consequence of our obsession with clock time is that we have lost touch with the psychological nature of time. When we are relaxed, engaged in what we are doing and are performing well we get into a state of “flow”. In flow, time loses its power over us, we are out of the usual dance (or fight) with time. The consequence is we get more done.

PMDG: So, it sounds like getting into flow with time could be helpful. How do we do that when we are under pressure with deadlines and demands from other people?

Susan: It’s all about balance. Balance between structure and discipline, and space and fluidity. It’s like stepping stones over a fast flowing river. The stones give you clarity on a way across the river, they offer you solidity for each step. The space around the stones allows the river to keep flowing. Think of your tasks and projects as the stones and the space as points in your day where you allow the natural flow of life to happen and where you can respond to the unexpected.

It is so easy for us to get entangled in activity; back to back meetings, long to-do lists and a full in-box that our day becomes like a ferocious river with no room for the water to flow. We waste so much time entangled in activity and yet we are so entangled we don’t even notice that is what’s going on! Decision making becomes difficult, communication breaks down, energy and resources are wasted on doing the wrong things.

The way out is through practicing becoming disentangled from the doing and allowing space to gain clarity. It’s a bit like when the river slows down and becomes calmer; you can see the clarity of the water, you can see the fish, the plants, good solid stones from which to create your path across, all of which were obscured by the frenetic energy of the water. Your mind is just like that river.

The critical factor is to be willing to develop a different relationship with time. One in which you are not controlled by it nor trying to control it. You are more attuned to the experience you are having and therefore better able to make the right decisions at the right time about what to do (and what not to do).

PMDG: What do you see as being the biggest challenge in trying to do that in the reality of a busy, time pressured workplace?

Susan: Our biggest challenge in developing a healthier relationship with time is distraction. Never before have we been so distracted. We spend a large proportion of our time ruminating on the past or worrying about the future. A study carried out at Harvard revealed that for 47% of their day people were distracted i.e. doing one thing whilst thinking about something else. Another study carried out by an American I.T. company discovered that people became distracted within 11 minutes of starting a project and it took them 25 minutes to return to the point at which they became distracted.

Distractions can be internal (thoughts, worries, daydreaming) as well as external (people, environment, technology). In traditional time management training people learn techniques to help them eliminate or minimise external distractions such as switching off alerts, putting your phone on silent, working in an office where you can close the door, putting your out-of-office on and so on. Those techniques have limited impact and often only last for a short time after people have been on a training course.

In my experience, more emphasis needs to be placed on the distractions of our own mind – that is where the real power lies. When we become familiar with our internal distractions we unlock our potential to free ourselves from the trap of time management. Developing clarity of mind and the ability to focus our attention consciously rather than it being involuntarily pulled away are the keys to being more resilient to external pressures. That is a far more empowering way to be and an infinitely more effective and productive way to work”.

Thanks Susan. I hope that this post will be of interest for our followers and we look forward to seeing you again soon.

We leave you here with Susan’s final thought:

“When you can clear through the clutter of a busy mind, see clearly what is not serving you or your business and focus your energy on what is truly important……that is where big change can happen”
Susan Grandfield

Should you need to contact Susan:
susan@susangrandfield.com
www.sgdevelopmentsolutions.com
Tel: 07940 386 358

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.

Three Burning Questions with … Donna Festorazzi

In our first interview we have been talking about projct risk management with Donna Festorazzi (FIRM MAPM), Risk Director, Consultant.

Donna is an experienced risk management professional with over fifteen years’ experience within the construction, rail and water sectors. Starting out as a Project Risk Analyst, Donna is now responsible for designing and implementing Risk Management strategies. She has a strategic understanding of risk management frameworks, systems and risk insights, whilst understanding the importance of risk and commercial alignment. Donna has previous experience of working and leading teams and has been part of Teams that have had Alliance and behavioral coaches for improving performance. Donna has been recognised by the Institute of Risk Management and recently elected as Certified Fellow and Chair of the Scottish Regional Group. Donna has also been chosen as a Glasgow Caledonian University Alumni Inspirational Leader.

“Thanks Donna for talking to us today. I would like to start asking a slightly provocative question – All PM accreditations standards put a lot of emphasis on project risk management in their syllabus and today there is much awareness about the importance of effective risk management.

PMDG: In practice, do you think that Project Managers are managing risks in their projects in an appropriate manner?

Donna: I totally agree that there is a growing emphasis on project risk management and that comes from stakeholders, partners, investors, funders and clients’ expectations in driving value and efficiency into projects. However, from my experience, as an example, risk registers are completed for approval and governance purposes only, whereas personally I believe the key to successful risk management (and project success…) is active management. The APM released statistics stating that >80% of projects DO NOT meet their objectives; hence it is important that together we acknowledge that the earlier we identify risks the better chance we have of project success, and not retrospectively (focus on managing issues) which is common in the current workplace. In my opinion, Risk Managers are key, and they need to work collaboratively with Project Managers to understand all the challenges and constraints faced to ensure that there is a tailored and realistic project risk management process and procedures to enable threat minimisation and maximising opportunities.

PMDG: In your experience, what risk practices could the project risk management community utilise to manage their projects? Is there something that the Project Managers are systematically missing?

Donna: I would say that Risk Insights are underutilised and they are powerful tools in managing project risk. Risk Insights are key in understanding what we have learned and how we can use this to become more efficient and effective. For example, risk data integrated with other PM functions such as commercial, change, planning etc can provide great strategic insight. Working together, to gather quality risk data that a Risk Manager can interpret and analyse to provide early warnings indicators, enabling enough time to re-adjust to potentially still meet their objectives is a great step forward. If I were a Project Manager, I know this would be of great benefit to me! Converting this data into information and bringing it in to business as usual processes is crucial to supporting the delivery of project objectives.

Throughout the last 15 years + I saw many instances where the Project Manager and Risk Manager do not often see themselves as having the same goal, leading to a lack of accountability. In teams that I work within, a common approach, integration and alignment are key to success. The misconception that Risk Managers are compliance and assurance roles often exacerbate this issue. In contrast, successful Risk Managers are Advisors and Project Managers should seek to utilise their knowledge to their advantage.

PMDG: In your opinion, in the area of project risk management, what are the three main challenges you can see that will be key in 2020?

Donna: Within the project industry we are seeing a lot more rigorous performance metrics, cost and time challenges from the top management…..more for less! In this environment it is recognised that there is an urgent need for Risk Managers from being viewed as obstruction, hindrance or another step in Governance, to be considered enablers who can assist the Project Manager in driving successful project delivery. In this space it is imperative that we recognise that Risk Management is interlinked with the organisations’ risk appetite, culture and their willingness to enable and embed change. Currently, my team work on many transformational risk change ventures, as companies are quickly realising that having the correct processes, procedures, capability and advice they can maximise the return to their business and increase risk maturity for resilience purposes.

I believe in 2020 you will see many organisations adopting a ‘back-to-basics approach’, as many companies have introduced very sophisticated processes that are not embedded and adding no-value. The key is all about enabling informed decisions to be made, and the field of risk management is one of the best areas in a business that can help address that question.

Looking beyond 2020 I expect to see a shift from the traditional Risk Manager role in project delivery. I see the Risk Manager’s role evolving from a Risk Register “custodian” and moving to have a wider focus on investment planning with a Programme Focus; looking at ‘Are we promoting the right projects?’ as opposed to ‘Are we doing the projects right?’. Project Managers should be aware of this possible programme management evolution.

Thanks Donna. I hope that this post will be of interest for our followers and we look forward to seeing you again soon”.

We leave you here with Donna’s final thought:

“Risk is in everything we do…. challenge your thinking and others around you and success will follow.”
Donna Festorazzi

Should you need to contact Donna:
riskandvaluesolutions@hotmail.com
Risk & Value Solutions Ltd, tel: +44 (0)7470 320 086

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.

The “Burning Questions” series

Three questions about key issues relevant to Project Management

To be successful, project managers and project planners need to be dynamic, open to contributions coming from various sectors and disciplines, always keen to learn and experiment.

The PMDG will engage with experts and practitioners to elaborate on subjects that are key to the project management profession.

We will ask them three burning questions with the purpose of getting advice and direction.

Keep in touch and look in the blog session…

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.

The journey begins…

“A goal without a plan is just a wish.”
Antoine de Saint-Exupéry

Thanks for joining me! Here begins the journey for the PMDG. But .. where do we start from? Our first objective is laying down a clear path ahead of us, hoping that this will lead to more blog content in the future.

We will be looking at the following main “strands”. We will post an article for each one, hoping to stimulate interest, get some feedback and contribution:

Project Management framework – The “3Ps” PMDG approach
Project Management accreditation – which one is for me?
Planning software: do I need one?
Project risks
The human factor in Project Management
Does the fact of being “lean” help project management?

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.