What kind of PM are you?

It all started when I received at call from another program manager, informing me that reorganization had occurred and he was now my new manager.  He asked me to meet him at a local Starbuck's, so I did.  After a bit of small talk he informed me that a req was going to be opened for my position and I would be reporting to that person once hired.  When I asked what My responsibility would be, he said, "I'm not sure . . . maybe you'll be assigned a few projects to work."

I had been a fairly passive PM up to this point in time, but after that conversation my thinking shifted.  As projects in the portfolio were handed down to me, I had worked diligently with project teams to create and execute project plans.  But now, my future was in question, and I felt an urgency to proactively look for projects to lead rather than wait and hope for projects to come my way.

My search for a meaningful project did not take long.  Not long after the Starbuck's meeting an engineer explained to me the challenges we were facing retiring my organization's legacy network.  For my part, I could see the connection to our CIO's key strategies to reduce cost.   Several SMEs recognized the huge potential as well and joined the development of the action plan.   A few successful buy-in meetings later and the action plan submitted to our VP was approved.

What happened to me helped me realize that organizational improvement projects are all around us.  And if they're not already in the project portfolio, maybe they should be.  What's necessary are proactive PMs leading creation of compelling action plans and presenting them to senior managers for consideration.  Which type of PM are you?  Which type of PM would you like to be?

Make Time to Make Rewarding Work

At a recent All Hands held by the VP of my department I heard for the first time - at any organization I've been a part of - a senior manager encourage us in the rank and file to submit action plans that we believe would improve the organization.  He shared some general figures from his annual budget, explaining a significant portion had been placed in a category referred to as consulting work.  There was freedom to redirect those funds toward other efforts he saw fit.  I'd like to believe he shared these thoughts after reading my PM Network article (click here see pg 24) or hearing my presentation on the demand for leaders at all levels, but something tells me I'd be fooling myself (that something might be the very irreverent voice of my wife).  He recognizes what more and more senior managers recognize:  technology moves so fast and in so many different directions that in order to beat competition project proposals to improve the organization must come from all levels.

 Many of us individual contributors in cross functional organizations fail to realize the tremendous opportunity we have to join executive leaders in contributing project ideas to complete the project portfolio.  If the cost-benefit compares with that of other options on the table, then worst case is you're going to get senior management visibility in a positive light for bringing the proposal to their attention.  Best case is you find yourself leading a project of the most personally rewarding kind - one which owes its existence to you, one which your organization will recognize came to be because of your leadership.  You'll be able to look back on this great accomplishment with pride.  And what's more, as you move through each project phase you'll find yourself excited about getting up and going to work everyday.

 Despite all the up side potential, few choose to pursue the opportunity when it's right there in front of them.  An awareness that there's a senior manager welcoming such ought to make a difference.  Over the past month I've discussed leader from the bottom opportunities with four colleagues, but only one has decided to take on the challenge.  Most people say they are simply too busy.  Indeed, extra time and energy is necessary in the early stages to assemble the team, prepare the action plan, and obtain buy-in.  But once this heavy lifting is behind you, leading the project will likely become your day job as it did in my case.  Some of the greatest workplace moments could be at stake.

 Approach someone you know who's gone though a lead from the bottom experience for help getting started or feel free to contact me.  Remember, behind every good idea there could be an exciting, rewarding, and memorable experience that awaits.  Make the time to make your work rewarding.