Leadership Principles for Project Success. CRC Press

Thomas Juli

This book is about project success. It reveals a secret for project success: effective project leadership.

In a nutshell, the five principles state that effective project leaders1. Build vision2. Nurture collaboration3. Promote performance4. Cultivate learning5. Ensure results


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Leadership Principles for Project Success


About the Author
Thomas Juli, Ph.D., is an experienced,
enthusiastic, and results-driven manager.
He provides leading-edge program, interim,
and operational management, offering more
than 12 years of progressive leadership and
management experience in various functions
including project and program management,
management consulting, business analysis,
professional training, and academic teaching.
He is a certified Project Management
Professional (PMP•) by the Project Management
Institute and Certified Scrum Master
(CSM•) by the Scrum Alliance.
He is managing director of Thomas Juli Empowerment Partners, a professional
service organization for innovative empowerment, consulting, and interim management.
Prior to starting his own consulting business, Juli worked for SAP and two
leading management and IT consultancies, Sapient and Cambridge Technology
Partners. He has consulted for various companies in telecommunications, energy,
manufacturing banking and the public sector. He has spoken at conferences on
project management and customer relationship management and has written articles
on project management for professional journals.
Before entering business, Juli was engaged in research in the fields of economics
and U.S. foreign policy. He holds a doctorate with distinction in international
studies from the University of Miami, and a masters degree in economics from
Washington University in St. Louis.
Acknowledgements
Writing this book has been a most rewarding and inspiring journey. It all started
with some informal meetings with my colleague and coach, Christian Schmidkonz
at SAP in the summer of 2007. Back then we were talking about our understanding
of effective project management and leadership. One of the assignments Christian
gave me was to list the ten most important principles of leadership. A week later
we met again. I explained that I didn’t list ten but only came up with three principles:
building vision, nurturing collaboration, and cultivating learning. The first
principle of building vision has been my own mantra for quite some time. Back in
spring of 2007, my wife and I had just passed on the leadership of a local preschool
we founded in 2004. We wanted to build a reliable preschool for local children,
ages one to three. Building and following this vision were more than a mantra. It
helped us start and run the preschool for three consecutive years. It motivated all
helping hands and it was still the motto of the preschool long after we passed on
organizational responsibility to our successors.

Having come up with three leadership principles, I shared them with other
peers. It was a beginning of a very interesting and insightful discussion that is still
ongoing. I owe Christian Schmidkonz a great “Thank you!” for asking me what
I thought was important in and for leadership. It was the beginning of my book project.

It wasn’t until a year later that I first considered writing a book on my experience
in project management. About two months before the PMI Global Congress
2008 in Denver, Colorado, John Wyzalek, Senior Acquisitions Editor at Auerbach
Publications, sent me an email. He had read the paper I planned to present in
Denver, “Realigning Project Objectives and Stakeholders’ Expectations in a Project
Behind Schedule” (Juli, 2008). Then he asked me if I had ever thought of turning
this topic into a book. Indeed I had done so, but had never come to a point of
actually pursuing this idea further. I thank John for this simple yet far-reaching question.

The PMI Global Congress in Denver was another important milestone in my
book project for other reasons. There were two sessions that inspired me a great
deal. They were Tom John’s presentation on “The Art of Project Management®

and Complexity” (Johns, 2008) and Michael O’Brochta’s session, “How to Get
Executives to Act for Project Success” (O’Brochta, 2008). Tom explained the value
of complexity theory in project management. He also re-vitalized my knowledge of
chunk and systems theory that I worked with during my academic research at the
University of Miami in 1997. Michael’s remarks on project success were remarkable.
It reminded me how important it is to practice common sense in dealing with
stakeholders. One year later, at the PMI Global Congress EMEA in Amsterdam,
Michael talked about “Great Project Managers” (O’Brochta, 2009). This session,
too, encouraged me to delve deeper into the topic of project leadership.

While in Denver I also wanted to share my insights of the three leadership principles
with others. For this purpose I organized an informal get together with Alex
S. Brown, Joseph and Janice Lukas, Michael Trumper, Lev Virine, and Camper
Bull. We shared our experiences and insights on effective project management and
leadership. It was very insightful indeed. Outside the PMI Congress I met with
Robert Urwiler, CIO of Vail Resorts. He liked the idea of the three leadership
principles, but missed a decisive one: ensuring results. How true! From then on I
was thinking of four leadership principles. The missing fifth principle of promoting
performance “came” to me while outlining the book one year later. Until then I
considered performance as being a part of collaboration. While this was and is true,
I wanted to emphasize the significance and value of individual and team performance
for project success. Hence, the development of five leadership principles.

Writing the book was a project. As such, it was a team effort. It would not have
been possible to start, write, and finish the book without the help of others. It is
impossible to individually thank the huge number of people who have contributed to
the creation of this book. Next to the individuals already mentioned, I am indebted
to the many people who shared their experiences and ideas on project leadership
with me and challenged mine. They include Christian Baetzner, Elizabeth and
James Bowman, Stephen Denning, Giancarlo Duranti, Jesse Fewell, Aslam Handy,
John Ikeda, Ginger Levin, Robert Misch, Jim de Piante, Frank Teti, John Watson,
Neal Whitten, Eddy Wong, and Stanislas Yanakiev. Thank you for challenging me
and making me rethink and clarify quite a few points in my book.

Most of my professional training in project management I acquired working for
two consulting companies that have been known for project management excellence:
Cambridge Technology Partners and Sapient. The work environments, particularly
at Cambridge, were magical and promoted performance on many levels. It
was a great and inspiring time as well as a learning experience.

At SAP I had the wonderful opportunity to successfully apply my project management
skills in one of the biggest software development projects, SAP CRM
2007. It was also during my time at SAP that I was privileged to attend the best
project management workshop ever, conducted by Neal Whitten. I am honored to
call Neal Whitten a mentor and role model.
I was fortunate to being part of an online review group of Stephen Denning’s new
book The Leader’s Guide to Radical Management: Re-inventing the Workplace for
the 21st Century (Denning, 2010). I learned a great deal from him and the many
comments in his review group. I liked the idea of an online review group so much
that I started my own. This way I could share preliminary chapters of my book and
receive valuable feedback. Members of this group were Christian Baetzner, Stephen
Denning, Stefan Dieffenbacher, Traci Duez, Sally Elatta, Jesse Fewell, Bala Gopalan,
Klaus Helling, Maria E. Kaufmann, Robert Misch, Patrik Olsson, Frank Schabel,
Tibor Schiemann, Pedro Serrador, John Watson, Andreas Wirthmüller, Stanislas
Yanakiev, and Henning Zeumer.

I would like to acknowledge the help of Michael Huber, an artist and graphic
designer, who created the picture of the mountain guide in the Preface. The picture
is an excellent illustration of the kind of leadership I am describing in the book.
It has been a wonderful experience working with the team of CRC Press. A special
thanks goes to John Wyzalek, who first approached me about the book. Andrea
Demby did a fabulous job as the project editor. Not being a native English speaker,
I greatly appreciate the art of copyediting the manuscript. Thank you, Christine
Morales, for your help.

Personal encouragement, advice, and support came from Annette Ball, Elizabeth
and James Bowman, Monika Renn, and, most of all, my own family. Without the
help and support of my wife Tina it would not have been possible to start, write,
and finish the book. Thank you so much! I dedicate this book to my wife Tina and
my two adorable daughters, Rhea and Aiyana.

The book project may be over, but the journey to new insights in project leadership
continues. From this perspective the book is only a snapshot of my own
experiences, philosophy, and attitude toward leadership and project success at the
time of writing the book. Still, I hope the book serves readers as a good guideline
and companion for becoming and acting as an effective project leader. I invite
readers to participate with me in an ongoing dialogue on project leadership.
Share your experiences and let others learn from them.
This way it becomes an ongoing journey for all of us.
You can reach me in two main ways:

Email: tj@thomasjuli.com
Web: www.thomasjuli.com and www.TheProjectLeadershipPyramid.net

I am looking forward to hearing from you.


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Product details
 Price
 File Size
 3,020 KB
 Pages
  279 p
 File Type
  PDF format
 ISBN
 978-1-4398-3461-9 (Hardback) 
 Copyright
 2011 by Thomas Juli 


Table of Contents
Preface
Acknowledgements
About the Author
1. The World of Projects
1.1 The Nature of Projects........................................................................1
1.2 Project Management as a Cornerstone of Project Success...................4
1.3 A Common Theme: Projects in Trouble.............................................7
1.4 Leadership and Project Success.........................................................10
1.5 Application Suggestions....................................................................12
References...................................................................................................12
part I The Project Leadership Pyramid
2. Introducing the Project Leadership Pyramid
2.1 The Difference between Management and Leadership......................15
2.2 The Power of Simplicity....................................................................16
2.3 Common Themes of Leadership.......................................................17
2.4 The Five Principles of Effective Project Leadership...........................18
2.5 The Metaphor of the Pyramid..........................................................19
2.6 Structure of Part I.............................................................................20
2.7 Application Suggestions....................................................................20
References...................................................................................................20
3. Principle 1: Build Vision
3.1 Vision...............................................................................................21
3.2 Project Objectives.............................................................................23
3.3 Vision vs. Project Objectives.............................................................25
3.4 Building Vision: First Steps..............................................................26
3.5 The Person Who Builds Vision.........................................................28
3.6 Characteristics of Vision Builder......................................................29
3.7 It Takes a Project Leader — and a Team..........................................29
3.8 Timing of Building Vision...............................................................30
3.9 Value of Building Vision...................................................................31
3.10 Application Suggestions....................................................................32
References...................................................................................................32
4. Principle 2: Nurture Collaboration
4.1 The Heart and Soul of a Project........................................................33
4.2 Team Building..................................................................................35
4.3 The Juice of Teamwork.....................................................................36
4.4 The Project Leader and the Team.....................................................36
4.5 Self-Organizing Teams.....................................................................38
4.6 The Project Team as the Power Base of the Project Leader................39
4.7 Collaboration beyond Team Boundaries......................................... 40
4.8 Nurturing Collaboration — First Steps........................................... 40
4.9 The Value of Collaboration.............................................................. 42
4.10 Application Suggestions................................................................... 42
References...................................................................................................43
5. Principle 3: Promote Performance
5.1 The Performing Project Team...........................................................45
5.1.1 Rule 1: Be a Role Model..................................................... 46
5.1.2 Rule 2: Create the Right Environment................................47
5.1.3 Rule 3: Empower Your Team...............................................48
5.1.4 Rule 4: Develop a Solution-and-Results Orientation
toward Problems and Risks..................................................49
5.1.5 Rule 5: Invite Productive Competition................................50
5.1.6 Rule 6: Let It Happen..........................................................51
5.1.7 Rule 7: Celebrate Performance.............................................51
5.2 The Extended Project Team..............................................................52
5.3 The Right Timing............................................................................53
5.4 Value of Performance........................................................................53
5.5 Application Suggestions....................................................................54
References...................................................................................................55
6. Principle 4: Cultivate Learning
6.1 Certainty in an Uncertain World: Change and Mistakes.................57
6.2 The Status Report.............................................................................59
6.3 Review Sessions................................................................................60
6.3.1 Regularity............................................................................60
6.3.2 Focused Lessons Learned.....................................................60
6.3.3 Rotate Positions...................................................................61
6.3.4 Vary Locations.....................................................................61
6.4 Training...........................................................................................61
6.5 Timing: It Is Never Too Late to Learn, Unless …............................62
6.6 Banning Learning............................................................................62
6.7 Invite External Project Reviews....................................................... 64
6.8 Extended Team Learning................................................................ 64
6.9 Learning and Innovation..................................................................65
6.10 The Value of Learning..................................................................... 66
6.11 Application Suggestions....................................................................67
References...................................................................................................67
7. Principle 5: Ensure Results
7.1 Project Success Is Not Measured Solely by Results...........................69
7.2 Responsibility for Results: Project Leader and Team........................70
7.3 Critical Success Factors of Results....................................................70
7.4 Interim Results.................................................................................71
7.5 Timing of Results.............................................................................72
7.6 The Value of Ensuring Results..........................................................74
7.7 Application Suggestions....................................................................75
8. The Dynamic Pyramid
8.1 Five Principles, One Project Leadership Pyramid............................ 77
8.2 The Resulting 5×5 Pyramid..............................................................78
8.2.1 Principle 1: Building Vision.................................................78
8.2.2 Principle 2: Nurturing Collaboration..................................80
8.2.3 Principle 3: Promoting Performance....................................80
8.2.4 Principle 4: Cultivating Learning........................................82
8.2.5 Principle 5: Ensuring Results...............................................83
8.3 A New Definition of Project Success............................................... 84
8.4 Simple and Yet Complex: The Five Principles of Effective
Leadership........................................................................................85
8.5 Application Suggestions....................................................................85
References...................................................................................................85
part II The Project Leadership Pyramid In Practice
9. Practicing the Principles
9.1 Purpose and Objective of Part II......................................................89
9.2 Returning “Power” Exercises........................................................... 90
9.2.1 Guided Brainstorming.........................................................91
9.2.2 Power Workshop: Breakouts and Plenum............................94
9.2.3 Questionnaires....................................................................95
References...................................................................................................95
10. Project Initiation and Set-Up
10.1 Identifying and Defining Your Playing Field....................................97
10.1.1 Your Own Role....................................................................97
10.1.2 Organizational Project Environment...................................98
10.1.3 Stakeholders........................................................................98
10.1.4 Project Charter: Summarizing Your Understanding
of the Project.....................................................................100
10.2 Vision-Building Workshop.............................................................100
10.2.1 Presentation of Official Project Charter.............................101
10.2.2 Project Motivation Statement............................................101
10.2.3 Project Vision Statement....................................................102
10.2.4 SMART Project Objectives Statement...............................103
10.2.5 Critical Success Factors......................................................103
10.2.6 Next Steps.........................................................................103
10.2.7 Practical Tips for a Vision-Building Workshop..................104
10.3 Team Norming Workshop..............................................................104
10.3.1 Project Motivation, Vision, Objectives, and Scope............105
10.3.2 Roles, Responsibilities, Expectations, and Motivations......105
10.3.3 Engagement Rules on Individual and Team Level.............106
10.3.4 Next Steps.........................................................................107
10.3.5 The Value of a Team Norming Workshop.........................107
10.4 Scoping...........................................................................................107
10.4.1 Part 1: Gathering Requirements........................................108
10.4.1.1 Keep the End in Mind.......................................108
10.4.1.2 Analyze the Target Infrastructure
of the Solution...................................................109
10.4.1.3 Capture Assumptions, Open Issues,
and Contributions by Others.............................109
10.4.1.4 Bring It All Together......................................... 110
10.4.2 Part 2: Prioritizing Requirements...................................... 110
10.4.3 Part 3: Building the Plan...................................................113
10.4.4 A Word on Documentation............................................... 114
10.4.5 Timing.............................................................................. 114
10.5 Summary........................................................................................ 114
References................................................................................................. 118
11. Project Execution
11.1 Empower Your Team and Let It Deliver......................................... 119
11.2 Involve and Add Value to the Extended Team................................121
11.3 Project Reviews..............................................................................122
11.3.1 Internal Project Reviews....................................................122
11.3.2 External Project Reviews...................................................125
11.4 Status Reporting.............................................................................126
11.5 Project Pyramid Assessment Guidelines.........................................127
11.6 Secure Ongoing Learning and Promote Innovation.......................129
11.7 Coping with Challenges to the Project Leadership Pyramid...........130
11.7.1 Challenges to Principle 1: Build Vision..............................130
11.7.1.1 No Leverage or Control to Build Vision............130
11.7.1.2 Project Environment Not Open to New
Ideas..................................................................132
11.7.1.3 Superficial, Not-Thought-Through Vision..........133
11.7.2 Challenges to Principle 2: Nurture Collaboration.............134
11.7.2.1 Line Organization Too Strong...........................134
11.7.2.2 Virtual Teams vs. Co-Location..........................135
11.7.2.3 Project Environment Not Open to Active
Collaboration....................................................136
11.7.3 Challenges to Principle 3: Promote Performance...............137
11.7.3.1 Lack of Skills.....................................................137
11.7.3.2 Nonperforming Team Member.........................138
11.7.3.3 Team Absence....................................................139
11.7.4 Challenges to Principle 4: Cultivate Learning....................139
11.7.4.1 No Time for Learning.......................................140
11.7.4.2 No Feedback Culture........................................140
11.7.4.3 Mistakes Are Punished......................................141
11.7.5 Challenges to Principle 5: Ensure Results..........................141
11.7.5.1 No Interim Results Possible...............................142
11.7.5.2 Lack of Commitment for Ongoing Results........142
11.7.5.3 Poor Quality......................................................143
11.8 Summary........................................................................................143
References.................................................................................................149
12. Projects in Trouble
12.1 Expect the Unexpected................................................................... 151
12.2 Realigning Project Objectives and Stakeholders’ Expectations
in a Project behind Schedule and over Budget................................154
12.2.1 Workshop Set-Up.............................................................. 155
12.2.2 Breakouts........................................................................... 155
12.2.3 Prioritization.....................................................................156
12.2.4 Workshop Benefits............................................................. 157
12.2.5 Practical Tips.....................................................................158
12.3 Realignment with Team Involvement.............................................158
12.3.1 Workshop Set-Up.............................................................. 161
12.3.2 Workshop Step 1: Revisiting the Past................................ 161
12.3.3 Workshop Step 2: Assessing the Present............................163
12.3.4 Workshop Step 3: Building the Future..............................164
12.3.5 Lessons Learned from Project Realignments......................165
12.4 External Project Rescue..................................................................167
12.5 Canceling a Project.........................................................................168
12.6 Working on a Troubled Project — Without Being in Control........169
12.7 Summary........................................................................................ 174
References.................................................................................................178
13. Closing a Project
13.1 Necessary and Sufficient Conditions for Project Success
and Closure....................................................................................179
13.2 Delivering Results and Making Sure They Arrive
at Their Right Destination..............................................................180
13.3 Conducting and Sharing Sunset Reviews.......................................181
13.4 Celebrating and Giving Out Rewards............................................182
13.5 Summary........................................................................................184
14. Summary.............................................................................................185
14.1 Key Exercises of the Project Leadership Pyramid
14.1.1 Key Exercise of Principle 1 (Building Vision):
Vision-Building Workshops...............................................185
14.1.2 Key Exercises of Principle 2 (Nurturing Collaboration):
Team Norming Workshops and Team-Building Activities....187
14.1.3 Key Exercise of Principle 3 (Promoting Performance):
Team Empowerment.........................................................187
14.1.4 Key Exercise of Principle 4 (Cultivating Learning):
Regular Project Reviews and Continuous Learning
and Self-Improvement.......................................................188
14.1.5 Key Exercise of Principle 5 (Ensuring Results):
Regular, Interim Results....................................................188
14.2 A Call for Action and Creativity.....................................................188
References.................................................................................................189
part III The Personal Leadership Pyramid
15. How to Become an Effective Project Leader
15.1 Leadership Perspectives..................................................................193
15.2 Top-Down Leadership....................................................................194
15.3 Bottom-Up Leadership...................................................................196
15.4 The Lonely Warrior Leadership......................................................197
15.5 Follow the Principles of the Project Leadership Pyramid................199
References................................................................................................ 200

part IV Appendices
Appendix A: The Project Vision Document.................................................203
Appendix B: Scope Matrix...........................................................................209
Appendix C: Sample Scope Phase 2-Week Plan...........................................217
Appendix D: The Scope Document..............................................................225
Appendix E: Virtual Team Room.................................................................229
Appendix F: Status Report...........................................................................241
part V Bibli ography
Bibliography.................................................................................................247
part VI Index
Index............................................................................................................255

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