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PMP

5 Most Effective Skills Innovators Need

When I tell people that I work in innovation management, I am often asked what product I make.  Of course, with my hobbies, I make lots and lots of scrapbooks and greeting cards.  But, in my business serve my clients more than I create products.  I want to create knowledge and skills for individuals and businesses to take their innovation programs to the next level.  Innovation management is more about learning a continuous improvement process than it is about making “things”.

One of the most rewarding features of my job is to watch an individual or a company develop their own mastery of innovation.  There are five critical skills that innovation managers and new product development (NPD) practitioners need to be effective and to build sustaining innovation programs.

#1-Know the Fundamentals

In sports, music, or theater, participants practice drills on the fundamentals.  Quarterbacks catch the ball from the center and pass it, over and over again during the week and during the off-season.  Pianists play scales, repeatedly, to provide nimble fingers and practice for a concert in B-flat or F-major.  In theater, voice coaches train actors and actresses in delivery as they practice raising and lowering their pitch to build suspense for the performance.

NPD practitioners also need to practice the fundamentals.  Too often, we assume we know what customers want since we assume the project goal is to add features and functionality to the product.  Assumptions are performing, without the practice, and that can be a disaster!

Instead, innovation managers need to ensure that the NPD effort is based n fundamental customer needs.  NPD teams must understand the basic challenge or problem that a customer is trying to solve.  Those customer expectations are matched, one-to-one, with NPD project goals in successful innovation.

For example, a friend of mine had five dogs.  She would launder their blankets and bedding, then undergo a cleaning process for her washing machine.  A purely product-centric view of her challenge would be to make the bleach bottle easier to pour.  Yet, digging into the core need, new products have been released to clean and disinfect the washing machine by running a normal load.  Successful NPD teams focus on the core customer need and seek fundamental understanding.

#2 – Identify and Manage Barriers to Innovation

Innovation introduces change.  That’s why it is such a fun field in which to work.  Yet, change presents a tug-of-war for most people.  We are excited to try something new while at the same time, we are unsure if the risk is worth it.  Resistance to change is one barrier to innovation.

During conversations with existing and potential customer, innovation teams will identify any barriers or constraints to new product development.  I recommend creating a handful of personas, or generic customer profiles to help envision the barriers to innovation.  In this way, the NPD team can “query” the persona during product design and development to validate concepts, features, and functionalities.

For example, one persona may be a family with a lot of pets, like my friend.  Another persona may be a family with kids that play sports and have very dirty clothes needing daily laundering.  And yet another persona may be a single person living in an apartment who rarely needs to do laundry.  The NPD team uses these personas to understand resistance or constraints in the product design, since the challenges of each are unique.

#3 – Plan, Execute, and Be Flexible

There has been a ton of debate in recent years about the best project management methodology for innovation efforts.  Phased and gated processes rose in glory to be dissed by proponents of agile.  Many companies then jumped onto the agile bandwagon to find products still failing in the marketplace.

What’s most important in successful innovation is to plan your work (including customer observation, testing, and validation), execute to the plan, and be flexible (be agile) as needed.  NPD managers and CIOs (Chief Innovation Officers) should be trained as exceptional leaders first, and then, in the particular NPD processes for project management.

Successful leaders often have coaches or master mind groups to share ideas and to learn best practices.  Transformational leaders understand the importance of customer inputs and balance these needs with operational demands in manufacturing and distribution.  Innovation leaders are flexible and adapt to each situation to continuously develop team members and to improve the innovation management process itself.

#4 – Collaborate with Everybody

Another aspect of successful innovation is learning how to collaborate effectively.  Collaboration is not a one-way customer interview or survey, and it is not assigning and directing tasks to NPD team members.  Instead, collaboration builds on the skills and needs of everyone involved in the project, both internally and externally.

Employees working in NPD are often motivated by learning.  This desire to learn can be capitalized by linking NPD team members with target customers to develop a customer journey map and to gain specific market feedback.  Technical folks learn and develop collaboration skills working directly with customers.  Likewise, sales and marketing personnel grow in knowledge by collaborating with technical designers to groom features and attributes for a new product.

And, we don’t want to leave out the customer as a resource.  Customer collaboration means observing, questioning, and testing.  You may meet the customer in the environment where s/he is using the product or service, or you may invite the customer to your facility.  What’s crucial for innovation success is a long-term, interactive relationship with both external and internal customers.

#5 – Evaluate and Measure Success

In peer coaching, I am constantly reminded that success has not a singular definition.  One person views success as a launching a new business, while another views success as selling their enterprise.

Each innovation project has a set of measures that define success.  The metrics ought to be aligned with the organization’s mission, vision, and values.  And the success metrics must be agreed by the NPD team upfront.

For instance, one NPD project used sales volume and market penetration as measures of success.  Sales volume is a readily acquired number – how many units were sold?  Digging deeper you can also gain additional insight into the value of the new product by calculating the ratio of manufactured items and sales price (profit margin).

Market penetration gave the NPD team another measure of success with their target customers and a measure to compare against competition.  Market penetration provides the percentage of branded products sold versus the entire set of products and product solutions available.  “We sold 63% of single use washing machine packs; our nearest competitor controls 20% of the market.”

If innovation success metrics don’t align with the project plans and goals, it’s time to make a change, including further conversations and collaborations with customers.

Necessary Skills for Innovators

Improved speed-to-market and increased return on investment (ROI) depend on the successful initiation and execution of NPD projects.  Successful innovation managers practice, refine, and excel with all five key skills.  The first of these competencies is maintaining customer contact to gain insights regarding market challenges and problems.  This is a foundational innovation skill.

Next, innovators and NPD teams must identify constraints and barriers to developing products and services that delight the customers.  These barriers may be internal processes or a customer’s willingness to invest in a new product solution.  This leads to the innovation skill set of planning, implementing, and adapting.  No project management system is perfect and successful innovators are flexible in how a project meets its goals to deliver exceptional products to a target market.

Fourth, collaboration is a skill that successful NPD managers use in developing their teams, the new product, and customer relationships.  Collaboration requires an open line of communication, empathy, and favors doing something rather than talking about it.

And, finally, innovation success is measures to verify value delivery and to learn.  Metrics for each project are different, but are always objective, leading to more effective decisions.

Learn More

There are two ways to learn more about leadership skills for innovation.  First, New Product Development Professional (NPDP) certification addresses best practices in innovation from devising a business strategy to idea generation and to market research for product concept testing.  Second, CIOs, NPD leaders, and R&D managers who are committed to taking their innovation program to the next level must participate in the Innovation Master Mind (IMM).  IMM is a 6-month peer coaching group that allows you to extend your NPD knowledge beyond NPDP certification and to collaborate with other CIOs and innovation managers.  You will realize improved efficiency and growth from our Life Design Master Mind (LDMM), IMM, or through NPDP certification which entails a deep dive into strategy and NPD processes, including design thinking.  Feel free to contact me at info@simple-pdh.com or 281-280-8717.  At Simple-PDH.com where we want to help you gain and maintain your professional certifications.  You can study, learn, and earn – it’s simple!

 

Study. Learn. Earn. Simple.

© Simple-PDH.com

A division of Global NP Solutions, LLC  

Three Reasons You Need Design Thinking

Today’s world is hyper-competitive.  There are fewer jobs, more talent, and higher needs.  Companies compete with products in their own industries, yet new categories offer novel solutions to existing customers.  Schools and churches even limit the number of kids they can accept into various sports and extra-curricular programs.  To the jaded observer, it seems that only the very, very best survive.

But, is it a matter of being the “best” or really a matter of being the “best prepared”?  Companies and individuals that know themselves well – and understand customers and stakeholders even better – are the true, profitable survivors.  A competition isn’t won by having more skills or more product features.  The competition is won by sticking to a core set of principles, doing the basics well, and by understanding the rules of the game.

So, how do you accomplish the simple elegance of talent, skill, and competency to serve customers and stakeholders?  Let’s look to Design Thinking for three ways to inspire positive change and to beat the competition.

#1 – Customer Empathy

Design thinking is defined as “a collaborative and creative problem-solving approach that integrates customer and user empathy throughout the development process.”  Empathy is the key word in this definition.  Recall that empathy is different than sympathy or acknowledgement.  Empathy is putting yourself into someone else’s shoes to understand how they see the situation and how they feel about it.

In new product development (NPD), we use empathy to identify customer needs.  New product development and innovation are not limited to the technical feature set and marketing campaign.  Instead empathy helps the NDP team observe a customer’s decisions and interactions with a product or service from the point of research through the transaction and to after-sales support.  If any point of the customer’s journey is difficult or challenging, the NPD team recognizes an opportunity for improvement.

In our own lives, we use empathy to understand our constraints and biases.  Often, we end up with tunnel vision and assume a problem can only be solved in one way.  Empathy allows us to view our own decisions and challenges from another person’s perspective.

#2 – Creative Curiosity

Design thinking doesn’t assume that there is one right answer.  In fact, we don’t use design thinking to identify a single answer.  Instead, we use the design thinking tools to generate lots of potential solutions to any question.

In design thinking, we demand curiosity.  Not an idle curiosity, like “Is it going to rain today?”  We demand a deep, core curiosity of how to do tasks better and how to improve the live of others.  Curiosity in NPD includes understanding all of a customer’s problems and learning new technologies.  In Life Design, we seek to find our energies and passions.

One way to regrow your curiosity is to disconnect from the grid for a few hours each week.  Take a hike in the woods or a long bike ride.  Play an old-fashioned board game with your friends and family.  Go to the symphony.

The idea is to let your mind wander and enjoy fresh air and renewed relationships.  On an outdoor trek, you might wonder about the shape of the trees, the colors of the flowers, or the destination of the birds flying across the sky.  Downtime encourages our brains to seek new meaning through curiosity of how the world works.

#3 – Try New Things

In NPD, we often use prototypes to test customer reactions.  With design thinking, you will try new stuff with earlier prototypes.  Instead of testing a new product with a fully designed marketing campaign, test the form and function of a product improvement.  Early prototype testing is inexpensive and can frame the context for a better designed product that will truly delight the customer.  Not to mention, the customer interactions and feedback throughout the NPD process will lead to more competitive product and services.

In your own life, it is important to try new things, but within the boundaries of acceptable risk and expense.  A participant in one of my PMP training classes told me that his wife decided she wanted to do triathlons.  She wanted a new bicycle for her first event.  He suggested she participate in a race first, with her current bike, to see if she liked it.  She didn’t.  And they saved the money for a new bicycle.  However, she also discovered from the experience that she really enjoyed the running leg of the triathlon.  So, the two of them began running together in all distance races (5K, 10K, half- and full-marathons).

Trying new things should not mean abandoning all that we’ve done until now.  Instead, we can prototype parts and pieces to identify the best features and attributes to add, eliminate, or modify.  Especially in innovation, we want to manage new features while understanding customer needs to use and interact with the product or service.

Design Thinking to Embrace Change

Because the world is competitive, we cannot rest on our laurels and hope that things will turn out okay.  We must embrace change and identify opportunities to enhance our competitiveness.  Winning business or winning happiness requires a different approach as our world becomes higher speed and more technologically integrated.  Design thinking tools allow us to refocus on the person with empathy and to generate creative solutions to even the most challenging problems.

In NPD and in life, we use design thin king tools to (1) empathize with the customer and stakeholders throughout the development process and user experience, (2) to generate curiosity about how a product or service can be used and what new combinations of features and attributes will satisfy a customer’s needs, and (3) to establish frequent and candid feedback from customers on prototypes including form and function.  Design thinking allows us to create connections with the people we serve and through empathetic relationships, we often benefit more than those we serve.

To Learn More

Join us in an introductory Life Design Master Mind group in Houston where we start with how you spend your time today.  Over the next 6 months, we will use design thinking tools to take a deep dive into professional and personal motivation to frame and test what next steps you can take to live a joy-filled life.  Check out our on-line tutorial on Design Thinking, too.  Feel free to contact me at info@simple-pdh.com or 281-280-8717.  At Simple-PDH.com where we want to help you gain and maintain your professional certifications.  You can study, learn, and earn – it’s simple!

Speaking on Design Thinking

  • 7 September 2018 at Texas Association of Change Management Professionals Conference

 

Study. Learn. Earn. Simple.

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A division of Global NP Solutions, LLC  

The Curse of Knowledge

I was recently teaching a Project Management Professional (PMP®) prep course to a group of 15 experienced project and program managers.  The gray hairs in the room attested to the years of experience, and all of the participants actively described their current project work and challenges.  Several of the attendees were employed by a government agency working on capital construction projects – roads, bridges, and drainage.

Not surprisingly, the government agency had a lot of strict and rigid policies and procedures in place to manage projects.  Contractors were granted procurement agreements when they had the lowest bid, regardless of past experience.  Bidding and acquisition followed specific procedural steps with no allowances for deviations.  In no circumstance was budget allowed to overrun, yet cost estimates could be padded beyond a normally-acceptable allowance for private industry.

During the PMP prep class, one individual (let’s call him Spencer), struggled to align practices from the Project Management Institute (PMI®) with the policies and procedures he was used to in his job.  Change orders were a particular stumbling block since the government agency required full accountability of any change before it was approved.  A general industry practice is to estimate the overall impact scope, schedule, and budget for the change, and to work out the details later if the change is approved.

Spencer’s problem was the curse of knowledge.  His experience in one job had taught him that there was one right way to do the job.  Of course, his knowledge had served him well in his job and resulted in success in that job.

The Basis of Cognitive Bias

Spencer had learned to follow the rules.  He had made sense of complex projects according to one set of policies and procedures.  Following these practices to the letter meant he could successfully execute a project in that environment.  He simply could not conceive of an alternate way to do things.

All human beings are bombarded with data and information daily – even more so today with social media and technology available to us 24/7.  We are exposed to risks and we must make trade-off decisions to balance time, money, and relationships in a constant rhythm.  To survive the onslaught of information, we necessarily filter this vast amount of information through our history of past experiences to make the best choice.

For example, we know that if there is a car accident on our primary route to work, a secondary road will be a good alternative.  Because we are familiar with the roads, we can easily estimate the trade-off in terms of the delay in time to reach our workplace.  Our history leads us to an effective decision in the present.

However, in projects and in innovation, cognitive bias can lead us to uninteresting, trivial tweaks of technology.  Our new products and services are “lukewarm”, and sales have only marginal improvements.  The Apple iPhone’s latest version advertises “brighter colors”.  I have to wonder if the average consumer can discern these subtle intensity changes for brighter colors and if that alone will motivate him to spend $1,000 on a new smartphone.

Reframing the Problem

One of the key principles in Design Thinking is to reframe the problem.  This technique is also helpful for project, quality, and risk managers.  Looking at a problem from a new perspective can help us generate new insights to a better solution.  Even more important is to view the problem from the customer’s perspective.

Andy Zynga shares a story (“The Innovator Who Knew Too Much,” HBR.org, 29 May 2013) in which an organization sought a new vaccine for AIDS.  Scientists experience in working on solutions for the dreaded disease did not submit any proposals.  Yet, when the organization reframed the problem as a need to stabilize proteins, they received dozens of high-quality proposals.  Protein stabilization is a step toward a vaccine, but cognitive bias prevented the scientists from viewing their work from that perspective.

Tools for Overcoming Bias

The first tool to overcome cognitive bias is observation.  All too often, R&D scientists, engineers, and project managers sit in offices working on so-called innovations in isolation.  Get out there!  Talk to potential customers and end-users.  Learn what their problems are and seek to understand issues from their point of view.

A second useful tool to generate alternative perspectives is the SCAMPER heuristic.  The acronym SCAMPER encourages us to view a product or solution with a different perspective:  Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse.

Finally, we can use standard project management techniques such as interviews and focus groups to gain insights to the problems our customers face.  What these tools have in common is that they are qualitative market research techniques.  While data is important, we also have to understand the emotional impacts of trade-off decisions and of how our customers interact with our products and services.

The Curse of Knowledge

I finally convinced Spencer that his experience was very valuable for the government agency and for us to learn from him.  But, for four hours, while he sat for the PMP exam, he needed to visualize the ideal world that PMI envisions for successful project management.  Spencer suffered from the curse of knowledge, assuming that the right answer in one situation translate to the right answer in another circumstance.  While following our internal compass usually results in a predictable outcome, project, product, and engineering managers need to overcome such cognitive biases in order to generate truly innovative solutions.  We do this by viewing a problem from new perspectives and especially through the eyes of our customers.

To learn more about problem-solving for project, product, or engineering managers, please join us in an NPDP Workshop.  Feel free to contact me at info@simple-pdh.com or 281-280-8717.  At Simple-PDH.com where we want to help you gain and maintain your professional certifications.  You can study, learn, and earn – it’s simple!

 

Study. Learn. Earn. Simple.

© Simple-PDH.com

A division of Global NP Solutions, LLC

Risk Responses

In product, project, and engineering management, we are often faced with uncertainties.  In fact, much of what we do includes risk.  Risk is defined as an unexpected outcome that can impact the deliverables of a project through distortions of the scope, schedule, budget, or quality of work.  Note that the Project Management Institute (PMI) specifically defines risk as uncertainty with a positive or negative impact on the project deliverables.

We spend most of our time focusing on how to manage and/or mitigate negative uncertainties.  In my career as a chemical engineer, we concentrate on identifying and minimizing safety risks using tools like hazard identification and analysis, job aids, and engineering controls.  We don’t very often consider the potential for a surprise, positive outcome.

However, in product, project, and engineering management, such positive uncertainties do, indeed, occur.  Why should we identify positive risks?  What is the reason for developing risk response plans for a positive uncertainty?  Are there drawback to looking only at negative risks and ignoring positive risks?  Let’s take a quick look at these questions to learn more about risk management in the product, project, and engineering fields.

Why Identify Positive Risks?

Identifying positive uncertainties in a project is much the same as recognizing negative risks.  However, humans seem to be better conditioned to identify negative risks in science and technology.  Meetings extend for long periods of time when opened for criticism, yet silence ensues when a facilitator requests positive comments.

This is unfortunate because when we identify positive uncertainties for a product development or engineering design project, we access several advantageous opportunities.  First, when team members recognize and identify potentially pleasant surprises on the project, they are more motivated to work on the project.  Building camaraderie around positive project outcomes can lead to enhanced teamwork and collaboration.

Next, identifying positive project uncertainties can have an affirmative effect on product revenues and ease of project implementation.  For example, consider a new product development (NPD) project in which the market is unknown.  A full risk analysis will include determination of the maximum market size and penetration in addition to analysis of a product that fails at launch.

This positive risk analysis allows the NPD team to consider the optimum size of the production line, inventory, and distribution channels.  Isn’t it just as likely that your new product will become the next “Tickle Me Elmo” doll as it is to become the Apple Newton?  Risk assessments must account for and create response plans for unexpected market reactions in both tepid sales and blockbuster revenue situations.  The only way to do so is to first identify the potential positive outcomes that are equal in impact and probability as safety risks.

What are the Reasons for Risk Response Planning?

After quick consideration of the question, most of us can readily understand why we need to develop risk response plans for positive as well as negative project uncertainties.  A project can fail if the scope, schedule, budget, or quality elements are not met.  Yet a project can fail under conditions that lead to overly rapid business growth, too.

Consider the case of Krispy Kreme, a popular donut shop in the southern part of the United States.  Krispy Kreme recognized the market need to sell more of it donuts.  Customers love Krispy Kreme donuts.  So the company began a large expansion project and built dozens of stores in prime locations.  At the same time, recognizing the demand for their product, Krispy Kreme began selling donuts at service stations quick-stop shops and at supermarkets.  Unfortunately, with so many outlets available to purchase a Krispy Kreme donut, the stores suffered due to higher operating costs.  If the company had conscientiously and thoroughly evaluated the positive risks of rapid growth, they may have changed the strategy and saved millions of dollars lost in store construction as well as a hit to their brand reputation.  Product, project, and engineering managers should consider fast market acceptance and rapid growth among other positive risks when evaluating project uncertainties.

 

Are There Drawbacks to Ignoring Positive Risks?

If we ignore a risk, there is some probability that it will have an impact on the project deliverables.  Depending on the severity of the risk event, a safety incident can range from a near-miss to a fatality.  Because we don’t want our staff to get hurt at work, we design risk responses for almost all negative uncertainties.  These responses range from eliminating the risk by automating the task to machine interlocks and procedural controls.

While the disadvantage of ignoring a negative risk is obvious, we tend to struggle with the concept of positive project uncertainties.  If a product is launched to higher-than-expected market demand, we assume we will just make more profit by charging a higher price until we can build another manufacturing facility.  Of course, by ignoring an analysis of the potential positive outcome (high product demand), we also ignore the possibility of competition and market timing.

A competitor may also have recognized the customer need for a new product but is slower at launching.  However, when the competitor observes the popularity of the product, it may be in a better position to ramp up production.  The competitor may launch a slightly better product or one with more features or better economics.  In any of these circumstances, the competitor is ready to take the majority market share while you are willing to accept status quo due to a lack of planning.

Secondly, some products have a short-lived cycle in the market.  Remember PDAs (personal data assistants)?  If a firm does not evaluate the positive risks in a short-term sales situation, production may lag and the product misses a wave of popularity.  This results in very negative outcomes by failing to anticipate positive market responses.

Positive Risk Analysis

Normally, we are conditioned to consider negative outcomes as risks.  In fact, working in product, project, and engineering management, we are trained to identify, monitor, and mitigate negative risks.  Yet if we fail to anticipate positive uncertainties, projects can also suffer scope, schedule, budget, and quality outcomes.  Risk identification should include analysis of potentially unexpected, pleasant impacts on the project deliverables, such as increased sales or market penetration.

We need to include positive uncertainties in a risk assessment so that we can plan risk responses just as we do for negative risks.  Simply ignoring the potential for a positive outcome can negatively impact the revenue inputs or success of a project to the same degree as ignoring the potential for a health, safety, or environmental risk.  A company needs to be poised to take advantage of rapid growth or high customer demand with a marketing, production, and distribution plan that delivers maximum value to all stakeholders.

You can learn more about risk management with certification training in New Product Development Professional (NPDP) workshops including an affordable self-study course or in a customized face-to-face training session.  Contact me at info@simple-pdh.com or 281-280-8717 for information on new product development training or professional management coaching.  We also offer several options for Project Management Professional (PMP) training and practice test questions, including risk management.  At Simple-PDH, we want to make it simple for you to study, learn, and earn and maintain your professional certifications.

And for inquiring minds – Egyptian cotton has longer fibers than Turkish cotton making the towel feel softer but it will take longer to dry.

 

Study. Learn. Earn. Simple.

© Simple-PDH.com

A division of Global NP Solutions, LLC

Work-Life Balance

Depending from which generation you hail, your definition of “work-life balance” probably is quite different than your co-workers of another age.  Baby boomers stereotypically report to the office daily and value work above many other pursuits.  Gen X-ers (myself included) put as much energy into our time off work as we put into work.  Finally, Millennials are struggling to find out where the line is that seems to blur work and social life.

Regardless of your age and approach to work-life balance, it is true that all of us spend more time than ever connected to technology.  You know, that annoying habit of pulling out your smartphone to check a fact in the middle of a conversation.  Or asking Siri to identify the artist playing the background music at the coffee shop while you meet with an old friend.  And, of course, constantly checking email to see if the project work was done correctly while you were out of the office.  We certainly do rely on technology!

Technology for Learning

A second aspect of work-life balance is that we often stay connected in our off-hours so that we can get ahead.  While it is probably fruitless to imagine digging out from under the gigantic heap of bits and bytes that make up our cluttered inboxes, we can use technology to better manage our work tasks.  The calendar function is a great way to parse the day and schedule important activities.  In addition to project team meetings, you can use your calendar to block time for in-depth, quiet, strategic thinking and for personal growth.  My calendar is blocked Thursday starting a 3 pm for a networking event which will cover both items (quiet time for thinking during the drive to and from the event location, and personal growth by meeting new people at the event).

We also can use technology for learning.  Block time on a regular basis for building skills that will advance your career.  The amount and frequency of learning events will be a function of your educations and knowledge-building goals, but the time commitment needs to be regular and long enough to complete a new activity in each session.  Five minutes normally won’t cut it!  For new product development professional (NPDP) training, we recommend one hour per day for six weeks, with one day off each week.  Committing to learning new skills for a professional credential will reap huge rewards for personal and career growth.

Learning for Work-Life Balance

Learning a new skill can help us better balance work goals and find joy in our personal lives.  Career-oriented objectives often are only met through demonstrated commitment to our chosen profession.  Without a doubt, professional certification is rapidly growing and demanded by employers to show that you are absolutely dedicated and knowledgeable in the field.  Many job openings today require certification, such as Project Management Professional (PMP), to even apply for open positions.

Unless you let your certification lag (and we hope you don’t!), professional certification is yours.  You are equipped with the demonstrated education, knowledge, and experience regardless of your current job.  Professional credentials are portable and show your commitment to learning in the industry.  Most valuable certification require continuing education and your professional development hours (PDH) expand your skills to include emerging topics of interest and new best practices.  Learning is truly a lifelong endeavor.

As you learn and master new skills, you will find that it enhanced the work-life balance.  Your passion for your chosen career cannot help but spill into your personal life as you grow.  Leadership and team management skills are not limited to on-the-job implementation.  You can use leadership skills as Boy Scout Troop Leader, to organize a community garage sale, or to head a medical mission in Africa.  We all need continued improvement in our team skills to better manage new product development projects, engineering teams, or even sensitive family decisions.  Learning for career growth does not stop at the office door.

Using Time Wisely

While many of us check our work email as often as we check Twitter or Facebook, it is important to unplug.  Studies (CEP, March 2017) shows that the best workers actually take their annual vacation time, get enough sleep every night, and exercise regularly.  I tend to combine these pieces of advice and go hiking on vacation which leads to very restful sleep.

But, of course, we are not always on vacation.  In fact, most of the time we’re not.  Most of the time, we are striving to get better at what we do.  So, using the calendar function discussed above, along with the benefits of continuous learning, schedule time to gain or maintain your professional credentials.

For those that are already New Product Development Professional (NPDP), PMP©, or Professional Engineering Manager (PEM) certificates, you will need to commit at least two hours per month to on-going learning.  Some of that will occur during network meetings designed to bring together like-minded professionals.  However, re-certification for many candidates requires 60 PDHs every three (3) years.  You can supplement network meetings with easy-to-use online learning.

The advantage of online learning is that you can block one hour in your schedule every month for quiet time.  You can use downtime at the office, during your commute, or time at home.  Because online learning is easy to access on any platform, you can choose when and where to learn.  If you are seeking a new credential to advance your career, you will probably balance your home life against attaining new skills.  If your current employer actively supports educational initiatives, you can block one hour per day for six weeks to gain the necessary knowledge to back-up your work experience.  Online learning gives you flexibility to manage your own time against your own work, family, and leisure commitments.

Check out any of our online courses at Simple-PDH.com.  We know that work-life balance is important so we want to make it simple for you to study, learn, and earn your professional certifications.  For more information, please contact us at info@simple-pdh.com or 281-280-8717.

 

Study. Learn. Earn. Simple.

© Simple-PDH.com

A division of Global NP Solutions, LLC

Transitioning from a Technical to Managerial Role

Project, product, and engineering managers have exciting careers in which they make a real difference in their organizations and communities.  Yet, many managers do not initially plan a management career.  Instead, engineering and business majors in college learn technical skills such as fluid flow, thermodynamics, and accounting.  After years of working as a technical expert, individuals may suddenly be promoted to management ranks.  How do you transition from a technical role into a management position?

The LPU Model

The LPU Model (Learn-Practice-Use) describes how an individual can gain new skills.  (For more information on the LPU Model, please see CLOmedia.com, Sept. 2016.)  It is a helpful resource for technical experts transitioning into management roles.  Many of the technical skills that created success as an individual contributor will not serve you in a management position.  In fact, many new skills, as explained below, are necessary for success as a manager.

The LPU model started with learning.  New managers must learn a whole set of new skills to be successful.  Learning can occur on-the-job, through mentoring and coaching, and via formal training.  As with all learning, a new manager needs to access skills and knowledge training when s/he needs it.  Usually a new skill is best learned when a manager has the opportunity to practice the skill.

Practice (“P” in the LPU Model) of management skills can be conducted in low-risk environments.  Many face-to-face courses and workshops allow new managers to role play and engage in other activities to develop their new skills.  While the situations in a training course may be somewhat artificial or may not reflect the industry in which the manager works, the opportunity to practice a skill builds confidence in how to approach a real-life situation.  Consider that major league baseball players spend hours and hours drilling.  While he may not encounter a fly ball to outer right field with the bases loaded in a real game, he has practiced the paly enough to know how to respond if the situation does occur.

Finally, a new manager will use the skills that s/he has learned and practiced.  This is the “real ball game.”  In using our skills consciously, we will evaluate how effectively we’ve deployed the skill and can make adjustments the next time a similar situation arises.  Analyzing whether the skill was used at the right time and in the right way (teaching) leads to continuous improvement.  It is also helpful to have a mentor or coach who can provide feedback on the use of management skills in new situations to frame further learning.

Management Skills

Employing the LPU Model can help a new manage learn, practice, and use new skills. But, what skills does a new manager need?  And how are these skills different than those utilized in technical positions?

Delegate

First, a new manager will need to learn delegation.  This is perhaps the most difficult challenge that faces a technical expert transitioning from an individual contributor position to a management role.  It is likely that you were promoted because of demonstrated expertise in your chosen technical field.  Yet, you are new in a position to motivate and monitor the team’s work, and not to do the work.

There are dozens of acceptable ways to perform engineering design or write software code and deliver a working product.  A new manager must accept that his/her preferred style may not be the same style as the team member doing the work.  New managers must be able to effectively delegate technical work and review the work only for completeness, not style.

Communication

Next, a new manager must learn to communicate and share information with a wide group of stakeholders.  Previously, in a technical role, you simply needed to explain the solution to a problem, indicating risks or quality concerns to your boss.  Someone else ultimately made decisions.  Now, as a project, product, or engineering manager, you are making these higher level decisions and communicating the impact of decisions to others.

Communication for managers goes upward, downward, and sideways.  Decisions and problems must be explained to upper management.  Information regarding project activities, schedule, and cost is shared with customers, clients, and the team doing the work.  Finally, managerial work cuts across functions so a new manager will be communicating with other departmental and project managers on a regular basis.  Learning effective oral and written communication skills will be crucial to succeed as a new manager.

Time Management

Another important skill for project, product, and engineering managers is effective time management.  Technical experts often feel as if they attend too many meeting, taking them away from their important design work.  Yet, the typical schedule of a manager has him/her running from meeting to meeting.  While this is not to say that there are too many meetings in the corporate world today, meeting are used as a primary communication tool in many organizations.

Thus, a manager will need to learn effective time management skills in order to better administer a much busier schedule.  Time blocking is one technique that allows a new manager quiet time to invest in continued learning and strategic thinking.  Note that effective time management also includes balancing personal and professional needs.  A new manager will need to spend time learning the new job, but s/he cannot neglect family, friends, or fitness.  Include time on your calendar for the gym, hobbies, and vacations to recharge your soul.

Becoming a Successful Manager

New project, product, and engineering managers are often identified and promoted based on demonstrated technical expertise.  Yet, many people find the transition from technical expert to supervising manager challenging.  Just as you needed to learn theories and practices in engineering or business school, new managers must also learn new skills.  Following the LPU Model will ease this transition.

Some of the important skills new managers must learn, practice, and use include delegation, communication, and time management.  New leaders should practice these skills in low-risk environments, such as training labs and workshops.  This allows a new manager to refine his/her new skills so that when a real-life situation arises, he/she has the confidence to deploy the right tools at the right time.

If you have questions about existing or upcoming certification or PDH courses with emphasis on project, product, or engineering management, please contact us at info@simple-pdh.com or by phone at 281-280-8717.

 

Study. Learn. Earn. Simple.

© Simple-PDH.com

A division of Global NP Solutions, LLC

Practice and Talent

olympic-medal120727As we’ve watched the joys of gold medal winners at this summer’s Olympic Games, we recognize their hard work and dedication to their sport.  These athletes practice and practice, putting in hours daily to achieve the highest rewards offered in swimming, gymnastics, and running.  Many of these young athletes are lucky enough to become household names for a few weeks or months.  Although, Ryan Lochte may regret sharing a special spot in the Olympic game of name recognition, competing alongside Tonya Harding as a great Olympic goof-up.

Even so, practice is the enduring and shared quality of athletes around the world. We may view their “talent” with great admiration from our armchairs in front of the television set (as I do Ryan Lochte’s speed and strength in swimming).  After all, the 100m track race is over before I can even lace up a single running shoe.  I’m still adjusting my goggles by the time the 100m freestyle winner has touched the wall.  But, as Geoff Colvin presents in his 2010 book, “Talent is Overrated,” practice is what really makes the difference.  He argues there is no such thing as in-born talent.

Is Talent In-Born?

Colvin presents significant evidence that counters our belief in natural talent.  Using examples of Tiger Woods and Jerry Rice, Colvin chronicles their hours of daily practice – practice in the basics of their skills to be an elite athlete and practice that is almost painful, certainly not fun.

Of course, most of us have heard of the “10,000 hour rule” and Colvin presents examples form chess, music and sports fields to demonstrate the validity of practice over talent.  Moreover, successful artists required years of non-success, and even failure, to reach the pinnacles of their careers.  The Beatles toiled for nearly 10 years before their first hit album. Even Mozart produced so-so composition for a decade before writing the scores we love and admire today.

These examples hint at dedication and hard work, just as we see with the Olympians.  But, how do we apply an argument of practice vs. talent to project management or any other business function?

Basic Skills Training

In “Talent is Overrated,” Colvin relays a story of Tiger Woods’ practice regime.  Tiger would drop a golf ball into a sand trap and then stomp it into the ground as deep as possible.  Then, he’d work to perfect hitting the ball out of the sand trap.  And, he’d repeat the exercise dozens and dozens of times.  When Tiger encountered the same situation in a real game, he was prepared to tackle the situation since he had practiced and perfected the basic skills required for a successful outcome.

Likewise, chess masters study the game board and moves in depth.  They read volumes of different strategies and practice the moves mentally many times before participating in a high-stakes chess match.  Again, the basic skills are practiced as much as the full game.

Of course, Olympic swimmers like Michael Phelps and Katie Ledecky spend hours in the pool but also hours in the gym building strength and agility.  Simone Biles left public school and had a private tutor so she could practice jumps, leaps, and balance on her quest for Olympic gold.

Engineers and project managers must also practice our basic skills.  We must know the steps to initiate and plan a project.  We must know the fundamental skills to motivate a team to accomplish great feats.  We must practice communication and listening to understand the new product development needs of our customers.

However, our training is not so obvious as hours at the gym or running on the track.  Engineering and project managers often demonstrate basic knowledge skills through education and experience.  Instead of a gold medal worn around our necks, we proudly hang our framed credentials on our office walls – Project Management Professional (PMP®), Scrum Master (SCM™), New Product Development Professional (NPDP), and Professional Engineering Manager (PEM).

Certification Training

In business, engineering, and project management, our credentials demonstrate our dedication, diligent practice,guitar player and success.  It takes hard work to become a PMP, SCM, NPDP, or PEM.  All good Olympians have a strong coach guiding them in basic skills and training.  You, too, need a great coach to guide you in gaining your professional certification.  Simple-PDH offers convenient and affordable online courses in project management, new product development, and Scrum.  We also offer you an easy way to maintain your certifications after you’ve passed the exam.  It’s simple to study, learn, and earn.  Check it out with a 50% discount for our popular Disruptive Innovation course.  (Please email us at info@simple-pdh.com for the discount code.)

Good luck in your quest for the gold standard!

 

Study. Learn. Earn. Simple.

© Simple-PDH.com

by Global NP Solutions, LLC

Leadership in Learning

learningI am huge believer in the strength of lifelong learning.  Learning allows us to connect with the new ideas born into the world on a daily basis and learning allows us to stretch our imaginations beyond any known boundary.  Without lifelong learning, our brains and bodies stagnate.  We will rot away in the muck of sameness and predictability.

Organizations need learning as much as do individuals.  There are new theories to test that may (or may not) improve productivity and efficiency.  Learning new ways to execute projects can save resources and motivate the workforce, for example.  Like individual learning, organizational learning must be a continuous passion.  However, organizational learning must be exemplified by leaders.

Leadership

Leaders are very different than managers.  Most of us are familiar with the old adage that “managers manage things and leaders lead people.”  Yes, that’s true.  Yet leadership is more than directing the people on a team.  Leadership involves inspiring others to achieve greatness.  It involves helping your team members to stretch beyond their capabilities to create bigger and better solutions to age-old problems.  Leadership demonstrates a vision and the pathway to reach faraway goals.

Leaders don’t just dream about a different future.  They also put in place mechanisms and tools to build that exact future.  A leader doesn’t have the technical solutions in his or her back pocket but he or she can encourage and motivate the team to find designs and to develop solutions that create a better world for all of us.  Leaders inspire, motivate, and encourage even when the chips are down.

Leading by Example

Leaders are just managers if they don’t have natural followers.  Often, leaders can be compared to managers by their actions.  A manager dictates work by command and control.  She will tell her team members what to do and check to see if it gets done.

Leaders, on the other hand, will stand beside the team member to learn the task and to identify a solution.  He is not afraid to get his hands dirty seeking a better way.  Leading by example is a fundamental characteristic of successful and inspiring leaders.

Leading by example includes lifelong learning.  Leaders that read and share new information, concepts, and theories demonstrate that learning is important.  Team members will follow that example and also read to share new information, concepts, and theories that they encounter.  Shared experiences are a key to successful team growth as the team members collectively find new solutions to project problems or technical challenges.

Learning Together

Leaders also demonstrate a commitment to lifelong learning through continued professional development.  InLeadership today’s busy world, many careers demand that workers hit the ground running when they are hired for a new job.  Professional certifications like Project Management Professional (PMP®), New Product Development Professional (NPDP), Scrum Master (SCM™), and Professional Engineering Manager (PEM) also demonstrate a commitment to lifelong learning.  Professional certification demonstrates education, experience, and subject matter knowledge exemplifying technical and market leadership.  Many jobs today require applicants to hold such professional credentials to validate their skills and capabilities as well as to demonstrate the candidate’s leadership competencies.

Teams can learn together to expand their skills in these fields.  PMP exam prep training and Scrum Master training are great classes for teams to take together to learn a common vocabulary and approach to problem-solving.  Simple-PDH.com offers a company discount for PMP Boot Camps, next scheduled for 26-30 September 2016 in Houston, Texas.  You’ll earn 35 professional development hours (PDH) in this course as well as be prepared to pass the PMP exam on the first try!

NPDP training is also well suited for innovation teams.  The course presents a common framework and best practices for teams engaged in radical innovation and applied R&D.  Our next NPDP face-to-face class is scheduled for 12 & 13 October 2016 in Houston, Texas.  You’ll earn 16 PDHs during this intense learning workshop.

Leadership in Learning

Leaders exemplify the behaviors they want their teams to demonstrate.  Lifelong learning is foundational to long-term organizational success.  Great leaders not only encourage and share learning with their teams, they also practice lifelong learning through professional development.  For more information on gaining and maintaining professional certifications, please contact us at info@simple-pdh.com or by phone at +1-281-280-8717.

 

Study. Learn. Earn. Simple.

Simple-PDH.com

by Global NP Solutions, LLC

Project Management Knowledge Areas

project managementProject managers are responsible for the completion of projects during a given time period ad with limited resources.  Projects are temporary endeavors creating a unique product, service, or result.  The work may be tangible as in a construction project with a new building as the result.  Other projects create value through less tangible outcomes by creating software code or other services.

The 5th edition of the PMBOK™ (Project Management Body of Knowledge) identifies ten (10) knowledge areas that help a project or engineering manager ensure that all aspects of a project are covered.  Proficiency in each of these areas can make the difference between a smoothly run project and one in which change and chaos rule.

1.       Stakeholder Management

Stakeholders are all parties with a vested interest in the project.  They may positively support the product, service, or result of the project or they may actively oppose the effort.  Regardless, a project manager should have a plan in place to understand all stakeholder needs and how to best communicate with them on a regular basis.

2.      Project Scope Management

The scope of a project explains what work needs to be done and why.  Much of the upfront planning work of a project focuses on the development and understanding of the project scope.  A key artifact, called the work breakdown structure (WBS), decomposes the high level expectations of the project (scope) into smaller, more manageable work tasks.  The WBS includes all of the work, and only the work, of the project.

3.      Project Time Management

Sometimes, the schedule of a project is the most important element of success.  Delivering a product on-time to meet a narrow market window is crucial to success for innovation and new product development projects, for instance.  In other cases, when a project misses deadlines, there are contractual or financial penalties.

Project Time Management translates the WBS or scope of work into a reasonable schedule of work.  The schedule will take into account resource availability, capacity, and capability.  Time or schedule trade-offs often must be balanced again budgetary concerns.

4.      Project Cost Management

Even internal projects have a cost associated with them.  Project resources may be assigned to one project over another, so an opportunity cost is naturally incurred by choosing a specific project.  Moreover, the cost of a project must be measured against its expected benefits.

Getting the costs right is one of the biggest challenges for project, product, and engineering managers.  Check out our course on Cost Estimating at www.Simple-PDH.com to learn more and earn two (2) professional development units (PDUs).

5.      Human Resource Management

No project work is done without humans doing the work.  Most projects require a set of skilled and talented knowledge workers to design and develop the systems and sub-systems required of a project.  Laborers and tradespeople are necessary to build and manufacture the tangible outputs of a project.  Project Human Resources Management encompasses the tools and techniques that a project manager can use to assemble, train, and manage a project team throughout the execution of a project.

6.      Communications Management

commManaging stakeholders and team members requires a set of communication tools to effectively balance project work and convey project status or needs.  Communications management includes an analysis of who needs what information when and how often.  Managing communications for a project is a key responsibility for the project manager and s/he needs to be aware of the different styles and types of communication that will effectively express the right messages at the right time.

7.      Risk Management

Project work always involves some degree of risk or uncertainty.  Understanding risk triggers and potential responses is an upfront planning activity for the project team.  Yet, risk management is also required throughout the life of a project as uncertainties become specific events and as other risks pass without occurrence.  Project managers should develop a flexible risk management plan that is supported by the project schedule and cost management plans.

8.      Quality Management

No project can be deemed complete if it does not meet the requirements of the customer or client.  Quality Management is integrated throughout the project.  A high quality project plan can lead to better results.  Mastering quality during construction or implementation leads to a satisfied customer.  There are seven traditional quality tools to help project, product, and engineering managers plan, design, and execute effective and efficient projects to deliver quality results.

9.      Procurement Management

In today’s complex world, no project is self-contained.  We must procure equipment, parts, and services in order to complete the work.  Procurement management interfaces with all other project management knowledge areas to describe what and how vendors are selected, which sub-systems they will provide, and how much the procured products or services will cost.  Procurement includes managing a variety of contracts and agreements.

10.  Integration Management

Perhaps the most important knowledge area in project management is Project Integration Management.  This is the place where all project management plans and limited resources come together.  The project manager coordinates work across the many functions and teams through Project Integration Management.  The project manager also makes decisions for project changes within project integration management by evaluating the impact on each arena of the project, especially focusing on the scope, time, and cost of the project.  A successful project requires successful integration and synthesis across all knowledge areas and activities of the project.

Project Management Knowledge

To learn more about the project management framework, please contact us at info@simple-pdh.com for a free course on Project Management Professional fundamentals.  (Please put “Free PMP Demo” in the subject line.)  To learn more about project and product management activities, please join us for a PMP Boot Camp or NPDP Workshop.  You may also be interested in quick refresher course to earn PDUs or PDHs.  It’s quick and affordable.

Every course at www.simple-pdh.com includes study guides, videos, practice tests, and expert instruction.  It’s simple to study, earn, and learn!  Understanding and applying the ten (10) knowledge areas is a must for successful project planning and execution.  Good luck in your project adventures!

 

Study. Learn. Earn. Simple.

© Simple-PDH.com

A division of Global NP Solutions, LLC

What is Project Management?

What is a Project?

Recently, my husband and I spent a few hours over a weekend with caulk and a ladder resealing all of the expansion joints on our house.  Over time, sun, wind, and rain had done their damage and the material had become cracked ladderand warped in places.  It was particularly difficult to work on these areas where the garden bushes needed trimming to prepare space for the ladder and to reach the expansion joints with a full bead of caulk.

There are other chores that we perform on a regular basis.  For example, I clean the floors in the house, do laundry, and wash the dishes.  My husband takes out the trash twice a week and puts out the recycle for pickup every other week.

In the first instance, we worked on a project.  Projects have a particular set of activities to conduct with a start and end time.  Caulking the expansion joints was a temporary task in nature and accomplished a specific outcome.  This is the definition of a project.

My weekly chores, however, are routine work.  The activities are on-going and do not necessarily accomplish a unique result.  After all, it seems that the dishes need washing every time they get used!  Similarly, routine work can be contrasted with a project because chores are not temporary – except that that the floor, too, will need sweeping as soon as it gets dirty again.

One approach to managing a project is very different than the approach to managing day-to-day work.  Projects require planning, scheduling, and acquisition of special materials and talents.  We needed to buy the caulk and set up the ladder.  On the other hand, dishwashing soap is always at hand and the mop and bucket are stored for frequent use.

Project management is the set of skills used by a leader to accomplish the work of a project including initiation, planning, executing, monitoring and controlling, and closing of the project.  The project will produce a unique product, service, or result.

Project Management Skills

Project managers need to master a number of important skills together with the activities involved in successful implementation of a project (planning, scheduling, and budgeting) and in leading the people in a project (team members, stakeholders, sponsors, and customers).  Many of these skills are learned on the job and with experience, while others are quite specific and require transfer of knowledge based upon observed best practices.

For instance, planning for a project requires a set of skills that can be transferred from one project or project manager.  Planning for a project should consider:

  • Stakeholder requirements,
  • Scope of work,
  • Schedule,
  • Budget,
  • Human resource requirements,
  • Communication,
  • Quality, and
  • Risk.

These plans must be in place regardless of the type of project that is undertaken – from major construction or new service development, and even for a simple home maintenance project.  Without successful integration of project plan elements, the outcome can be delayed, cost more than expected, or fail altogether.

Learning Project Management Skills

Learning project management skills is just like learning any new skills.  It requires observation, training, and practice.

Observation

skillsWatching and questioning those that are skilled in a behavior helps us to learn.  Observing how a weight lifter positions his body for a dead lift demonstrates proper form.  We can then mimic his actions as we try to perform the same maneuver and learn a new behavior.  We can ask him how he positions his feet and hands to gain deeper insight into the task as well.

Observing an experienced, respected project manager is a great way to learn new project management skills.  Watch how s/he interacts with team members.  Inquire how s/he develops the schedule and budget for a specific type of project.  Study the documentation and artifacts produced by the project in the planning stage and in a lessons learned review.  You can use these as templates to plan another project in the future.

Training

Education and training formalize best practices and yield supporting theory to our observations.  Project Management Professionals (PMP®) require 35 hours of formal training and education in order to become certified.  This training covers best practices from a variety of industries and validates your observations of what makes a successful project manager.

Training for project management is fulfilling in that PMP candidates learn to apply theory and practice in several knowledge areas, including:

  1. Project Integration Management,
  2. Project Scope Management,
  3. Project Schedule Management,
  4. Project Cost Management,
  5. Project Quality Management,
  6. Project Risk Management,
  7. Human Resources Management,
  8. Project Communications Management,
  9. Project Procurement Management, and
  10. Stakeholder Management.

PMP training is offered in a variety of formats to fit your needs:  self-study, facilitated on-line, face-to-face, and customized for your firm and industry.  Check out the schedule for upcoming PMP training opportunities.

Practice

Observation and training provide the backbone or foundation of skills development.  The only way to really learn is to try it.  Most organizations will assign small projects of limited risk to new project managers.  This allows the candidate to determine if s/he likes project management and provides a mentor to observe and give feedback.  Growing beyond small and medium-sized projects often takes time for a project manager to establish a reputation as a skilled practitioner.  PMP certification is often required to be appointed as a project manager of large, complex, or higher risk projects.

Project Management Skills

Project managers are adept at balancing a number of different tasks, priorities, and people issues at the same time.  They must understand the technical challenges of the project as well as be able to manage the scope, schedule, and budget.  Project managers are skilled leaders and communicators, and are flexible in environments defined by uncertainty and complexity.  In short, project management is a fun

To learn more about PMP certification, please review eligibility requirements here, or phone us a 281-280-8717.  You can check out our PMP training schedule here to study, learn, and earn.   It’s simple!   Good luck in your projects

 

Study. Learn. Earn. Simple.

© Simple-PDH.com

A division of Global NP Solutions, LLC