John Langlois is currently an IBM certified Executive Project Manger chartered to deliver integrated solutions on the Power Systems platform. John Langlois joined IBM in 1984 and has seen dangerous tours of duty in many brands. From 1996 through 2001, John led the most successful notebook project in history – ThinkPad T series. He also launched a major horizon three software project commissioned by Sam Palmisano. John’s website www.projectEZ.com is dedicated to helping project managers guide troubled projects through rough waters.
Josh: Thank you so much for sharing your background and experience with the pmStudent community John! How did you get your start in Project Management?
John: Back in 1995, IBM turned to a more discipline project management approach to add more predictability to projects. So they offered technical leads like myself the opportunity to complete the George Washington University master certificate program in project management. Free education. Enough said. Everyone should take up their company’s offer to help them improve their skills.
Josh: Who do you look up to and have learned a lot from in relation to project management?
John: Adalio Sanchez, a senior manager at IBM. He asks his direct reports for their opinion and then, gulp, listens to what they say. I’m not making this up. A senior management like this actually exists.
Josh: What are the top personal attributes that lend themselves to project management?
John: The ability to speak openly to people. Tell them your core values and then defend them in a way that doesn’t make the other person too angry.
Josh: What are the top skills a new project manager needs?
John: The ability to work in a time box. Deadlines are our friend, but only if we learn how to balance scope and cost to achieve the schedule. Agile development is an interesting expression of this idea and I recommend that all new project management explore Agile method just to see this principle in action.
Josh: What are the biggest challenges a new project manager faces?
John: Earning the respect of your team. Why should they listen to you? Some of team members may be old enough to be your dad or mom! The answer to this obstacle involves your ability to effectively articulate your value add to the team.
Jul 27th, 2009 at 5:34 pm
I love this, and I wish there were more senior managers and executives that did this!
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Bill Duncan Reply:
July 28th, 2009 at 2:07 am
I truly find this puzzling. Pretty much every manager I’ve ever worked for asked for and listened to opinions from their subordinates. I also see that behavior as the norm in all of my clients no matter where I go in the world. The managers don’t always do what the subordinates suggest, but that doesn’t mean they aren’t listening.
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Josh Nankivel Reply:
July 28th, 2009 at 8:14 am
I’ve seen both. A good number of senior managers and executives I’ve been involved with were the type that had their minds made up beforehand.
Thinking of the next thing they had planned to say while you are talking to them. Eyes drifting.
More commonly, an environment is created where subordinates nod their heads even when they should be disagreeing.
From my experience, this is rather common.
If you think it’s because “they didn’t do what I wanted them to” you’d be wrong. I understand their position, and I’m on the other end very often, making decisions that may be unpopular or upset a few individuals.
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Jul 28th, 2009 at 4:57 am
You are truly blessed Bill. Especially if we both have the same understanding of the word “listening.” To borrow a comic’s play on definitions:
1. If you are violating these “Death by PowerPoint” principles, then your audience is not listening. Click Here
2. If his or her brain has left the meeting … Click Here
3. If he already knows the answer …
4. If there is any sense of fear in the room, e.g. fear of saying the “wrong” thing. …
5. If people desperately need a bathroom break …
6. If it is Friday afternoon at 5:00 pm …
Josh, your readers can add to this list of reasons why I may be talking, but we aren’t really communicating. The exec who makes you feel like he is listening is truly special.
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Jul 30th, 2009 at 8:55 am
John,
Thanks for the useful information. I too share the experience of managers not-listening. Overworked through multitasking is the common source. Even in our defense system program management world, multitasking is common.
Two other things:
1. The “death by PowerPoint” looks very close to Cliff Atkinson’s Beyond Bullets Points approach – a little too close in fact.
2. Could you provide an RSS feed from your blog for all us with Google Readers.
Glen B. Alleman
VP, Program Planning and Controls
Aerospace and Defense
Denver, Colorado
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Jul 31st, 2009 at 3:41 pm
@Glen,
Multitasking … yep … that makes the top 10 list. At IBM, there may be dozens of people in the room with their laptops open. I wonder if they are all taking notes?
Click Here to visit my blog. There’s an RSS button in the upper right hand of the page.
I’m thinking, however, that you were reading Dharma’s blog (list item #2 in my comment). He’s wonderfully engaging and brilliant at exploring the soft skills side of project management. I highly recommend his blog. Here’s his FeedBurner instructions: Click Here
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Aug 1st, 2009 at 4:48 pm
Thanks John
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