Project Manager 5.0: The Project Manager of the Future
Industry 5.0 is here, and it’s changing how we lead projects. Project Management 5.0 teams human judgement with smart tech (AI, digital twins, real-time data) to support faster, better decisions at the frontline. This is the main idea of the paper I co-authored with Associate Professor Yongjian Ke and Dr Suhair Alkilani. (Link to the published paper is here. Link to a pdf version of the paper is here.) Industry 5.0 is here, and it’s changing how we lead projects. Project Management 5.0 teams human judgement…
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To AI or not to AI in Project Management, That is No Longer the question
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in November 2024) I recently skimmed through the book The AI Edge by Jeb Blount and Anthony Iannarino, and I liked their description that AI and Humans are “better together”. The authors argue that the key to plugging into AI is to adopt it, adapt it, and become adept at it. Taking this concept to project management, the question is not whether to use AI in project management or not, but…
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The Agile Dilemma – It Is Time to Rethink PM Approach
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in June 2024) In the evolving landscape of project management, a critical question lingers in the minds of many practitioners: Is Agile, in its myriad forms, truly enhancing our ability to manage projects effectively? While Agile methodologies have dominated discussions and practices over the past decade, recent trends and observations suggest a potential shift in the paradigm. The Evolution of Project Management Methodologies Project management has a rich history of evolving…
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Gen Z as Project Managers – Shaping the Future of Work
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in May 2024) In one of my early articles for The Critical Path (April 2022), I discussed the dynamic entry of Gen Z workers into a multigenerational workforce, where they interact with Millennials, Generation X, and the remaining Baby Boomers who are on the offramp for retirement. This generational diversity, I concluded, is a blessing. Leaders can harness the rich tapestry of wisdom, expertise, enthusiasm, creativity, and curiosity that each generation…
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Stakeholder Management: Deliberate Relationship Building
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in February 2023) Stakeholder Management is one of the key pillars of effective project management. Managing their expectations and keeping them in the know of project progress and status are good practices that work well with committed and already engaged stakeholders. However, to surpass good project management towards making a real difference by delivering long-impacting projects, you need to go beyond merely managing your stakeholders: you need to deliberately build a…
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Meet the great grandfather of your laptop and smartphone, and the 6 pioneering women who helped create it.
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in March 2022) ENIAC (Electronic Numerical Integrator And Computer), heralded as the “Giant Brain”, is considered to be the first large-scale computer to run at electronic speed without being slowed by any mechanical parts. In other words, it is the great grandfather of everything on your smartphones and laptops. It was built between 1943 and 1945 in the University of Pennsylvania and was first put to work on 10 December 1945.…
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Beating Burnout – Strategies for Detecting and Defeating Team Burnout
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in July 2024) Burnout is a growing concern among project teams, characterised by emotional exhaustion, cynicism, and reduced personal accomplishment. As a project manager, it’s crucial to recognise the impact of burnout on team performance, morale, and mental health. This article will discuss how project managers can observe, address, and prevent burnout to maintain a productive and healthy workforce. Identifying Signs of Burnout Common signs of burnout include fatigue, reduced productivity,…
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Returning to Office – Balancing Flexibility and Career Development for Gen Z
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in September 2024) Flexible working arrangements have been a topic of discussion long before the COVID-19 pandemic. Initially, these arrangements were seen as perks offered by progressive companies to attract top talent and improve work-life balance. However, the onset of the pandemic in early 2020 forced organisations worldwide to adopt remote work almost overnight. This sudden shift not only proved the feasibility of remote work but also highlighted its benefits, such…
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The Hidden Dangers of the Façade of Conformity
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in October 2024) In 2015, the Volkswagen emissions scandal shocked the world when it was revealed that the company had deliberately installed software in millions of cars to cheat emissions tests. Engineers and employees knew about the illegal software but stayed silent, bowing to the pressure of achieving unrealistic goals. Similarly, in the early 2000s, Enron, one of America’s largest energy companies, collapsed after years of corporate fraud that went unchecked…
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You Will Do Well When You Do Good
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in June 2022) The aim of my ‘Beyond Project Management’ corner is to expand the circle of concern of project managers beyond the traditional scope, quality, cost and time constraints. There is no doubt that these constraints are important and necessary to have successful projects, but they are not enough. There are other factors and considerations that influence the real success of projects. When I train aspiring project managers, I always…
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The Great Resignation – Predictions, Reality, and Ongoing Challenges
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in August 2024) Burnout The Great Resignation, a term coined in 2021 by Anthony Klotz, predicted a mass exodus of employees from their jobs, driven by pandemic-induced burnout, a re-evaluation of career goals, and a desire for better work-life balance. Experts anticipated this trend would last for several years, significantly impacting employers and shifting power dynamics in favour of employees. Businesses were expected to face challenges in retaining and attracting talent,…
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Generation Gap or Generational Diversity? A curse or a blessing? A limiting difference or an enriching variety?
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in April 2022) It is not unusual to have four, or probably five different generations in one business unit or team. With retirement age increasing, people working for longer time, and the exponential technological changes in the last few decades, all of this introduced significant differences in the mindsets, behaviours, and assumptions of people from different generations. Ignoring these differences will turn an enriching generational diversity into annoying gaps. More Generation…
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Make Everyone Smarter – Be a Multiplier
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in May 2023) If someone asks you to describe the characteristics of different managers you worked with or know of, it is very likely that you would describe someone as ‘brings out the best in me’ while you describe another as ‘puts me down every time’. Liz Wiseman describes the first type as “Multipliers”: the leaders who use their intelligence to amplify the smarts and capabilities of the people around them,…
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Motivate your team – the Enneagram way
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in March 2023) Projects are delivered by people, and this will continue at least until AI takes over project management. While the Project Manager should master the tools and processes they are using to manage their project, project delivery will undoubtedly suffer if the Project Manager ignores the human factor of the project team, and the stakeholders influencing the project. What “makes or breaks” project success is knowing what makes people…
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The Art of Asking Questions
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in July 2023) If you’ve ever wanted to make an impact, win hearts, or persuade others to take action, then sharpening your skill of questioning is an absolute must. The way and type of questions you ask can truly captivate the minds and hearts of people, drawing them closer to your way of thinking. Project Managers as advocates and implementers of Change rely heavily on the power of questions to persuade…
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The Four Stages of Learning
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in August 2023) In the dynamic world of project management, the ability to master new skills is a critical factor for success. The journey of learning progresses through four stages: Unconscious Incompetence, Conscious Incompetence, Conscious Competence, and Unconscious Competence. For project managers, like all business leaders, understanding and harnessing this journey can significantly enhance their ability to excel in their roles. 1. Unconscious Incompetence: At the outset, individuals are unaware of…
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Manage Stress with Resilience.
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in September 2023) We are all facing increased challenges in today’s workplaces characterised by blurred boundaries, overload, complexity, and addiction to work. The unprecedented advances in technology that keep us connected 24/7, coupled with the widespread of remote and flexible working arrangements, have removed the demarcation lines between our work and non-work activities. This is leading to increased levels of stress and mental health issues. Much like the boiling frog syndrome,…
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Emotional Agility for Project Managers – A Path to Success
(This article first appeared in the Critical Path, the monthly newsletter of PMI Sydney Chapter in October 2023) We are increasingly bombarded by a huge number of bits of sensory information every day. The human mind works tirelessly to make sense of the humongous amount of information it is getting every second, and to respond with the right decision. This is exacerbated in the high-stakes world of project management, where deadlines loom, teams need to be guided effectively, and stakeholders demand results. Dr. Susan David, a…
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The Power of Project Management Technology Quotient (PMTQ)
(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter published in March 2024) In the dynamic landscape of project management, staying ahead of the curve is not just a desirable trait—it’s imperative for success. With technology evolving at breakneck speed and AI platforms and solutions spreading rapidly, project managers and organisations need a robust framework to effectively integrate and leverage technology. Enter PMTQ, or Project Management Technology Quotient, a game-changing concept that is reshaping the way we approach project management…
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Intelligent Disobedience
The (true) story goes, a young nurse, fresh out of nursing school, was assigned to a hospital emergency room. A cardiac patient was rushed in. After a quick assessment, the experienced emergency room doctor ordered the new nurse to administer the medication he judged the patient needed. The nurse was stunned because she had been taught that this particular medication carried grave risks for a cardiac patient. What would you do if you were this freshly graduated nurse and the doctor was older with years of…
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Replenish your smarts – unlearn and relearn
In a rapidly changing world, experience become a curse while inexperience can be a blessing. You need to unlearn and relearn new things to stay ahead – you need to replenish your smarts.
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Stop Managing Start Leading: The Engaging Leader
You can’t but wonder why there is a high rate of failed projects despite the many frameworks, disciplines, methodologies, trainings and continually improving processes. It is certainly time to look beyond ‘how’ we do things (methodologies and processes) and carefully consider ‘who’ are doing things (people).
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Civility Intelligence
Emotional Intelligence, Social Intelligence, Strategic Intelligence, Leadership Intelligence, Cultural Intelligence. These are some of the skills and behaviours of effective leaders, as promoted by many scholars and thought leaders. I would like to add a new one: Civility Intelligence.
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Stop. Revive. Survive.
When you drive around countryside New South Wales, Australia, you will undoubtedly notice the many billboard signs with a ‘Stop. Revive. Survive.’ message. These signs urge drivers to take a break during long drives to refresh and rejuvenate. You might think it is ‘common sense’ to stop and revive during long drives. However, as Shawn Achor says in his book The Happiness Advantage “Common sense is not common action… The fact of the matter is, positive habits are hard to keep, no matter how commonsensical they…
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Cost-Benefit Paralysis
This is an article I wrote about portfolio prioritisation. Published in PM Network Magazine in November 2014 Cost-Benefit Paralysis Prioritising projects is straightforward when it comes down to ROI. Here’s how to do it objectively when the budget’s unclear. Click here to read the article.
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Are you happy?
One fine morning, and instead of the usual greetings of ‘hi, good morning, how are you’, my friend Deena surprised me by asking straight away: ‘Are you happy today?’ I smiled and started thinking whether I was really happy. I answered her with an apparent grin: ‘Yes, why shouldn’t I be happy?’ Deena responded cheerfully: ‘Great, that proves it’. Deena went on explaining that when starting a conversation with ‘are you happy today’ instead of the usual greeting you get people ‘happily’ surprised, get them to…
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To Trust or Not To Trust – That’s Leadership
In my early days of ‘professional’ project management of IT solutions, I was running a data migration project when I was also assigned to a new Business Group to lead a team supporting an existing in-house-built solution. After few days of the assignment, I was going out for a coffee with my new boss, the Business Group Manager. As we were stepping into the coffee shop he suddenly asked me: “How much time you’re going to spend on your data migration project before you can move…
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Oblivious Self Awareness
A participant in one of my project management training courses said something that was an eye-opener for me. The training course was a preparation course for the Project Management Professional (PMP) certification. In this course, I use a lot of sample questions to ‘train’ participants on the structure and content of PMP exam questions. I usually display a question with four possible answers, give the participants a couple of minutes to think about it and to select an answer, and then I highlight the best answer…
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Communicate as a child
Photo courtesy of the talented Diana Ayoub (dianaayoub.wordpress.com) – thank you Diana “We don’t tell you what you like to hear, we tell you what you need to know.” This was the tagline in a radio promotion for an Accounting & Taxation Services company, sometime ago. Its simplicity and honesty made it click and stay in my mind. Since then, I’ve been using it to explain ‘how’ to communicate project progress every time I teach project management. With similar simplicity and honesty, was the child’s question…
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The Silent Treatment
In a chat few years back, my manager, Peter, told me about a commercial negotiation he won just by being silent. Peter and his negotiating team were on a conference call with the other party negotiating a contract amount and payment terms. Midway through the heated discussion, everyone suddenly went silent. The negotiating team looked at Peter and hand-signalled him to say something to break the silence. Peter scribbled something on a piece of paper and showed it to his team: “who speaks first, loses”. Obeying…
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The Triple Bottom Line: People, People, People
In the recent Strathclyde Dialogues* in Abu Dhabi, I presented the view that the triple bottom line of organisational success is People, People, People, in contrast to the generally used triple bottom line of Profit, Planet, People. My view is that the profit and planet are indeed necessary criteria for measuring the success of organisations, but they are not sufficient. The development of ‘human capital’ and in particular inspirational leaders is crucial to ‘pick up the baton’ and charge ahead driving profit, planet, and of course more…
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Creative Conflict
Jack and Daniel are two brilliant IT programmers admired by everyone for their wit and professionalism at work. Although they were working in two separate sections, they used to have lengthy, intelligent discussions near the water cooler or whenever they got in a meeting or a gathering. However, as soon as they were assigned to work together on an important project, things turned really ugly. Almost every day they bitterly argued about serious and trivial matters. They were not helping each other, and worse than that,…
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Stop managing and start leading
A presentation on Socially Intelligent leaders. Delivered on 24 April, 2013 in Istanbul, as part of the PMI Global Congress EMEA 2013. The white paper for the same subject is found in the Publications section. Click here to see the presentation.
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Ibrahim Dani 