How To Be A Successful Project Manager

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1 Resilience and Wellbeing of Project Managers, PMI Mentoring Mid-Year 2016 Event Anna Bakhmoutski, Manager 22 nd of June

Agenda 1. 5:30 to 6:00. Registration and opportunity to talk to other members about mentoring and importance of resilience for project managers. 2. 6:00 to 6:10.

2 Agenda 1. 5:30 to 6:00. Registration and opportunity to talk to other members about mentoring and importance of resilience for project managers. 2. 6:00 to 6:10. Welcome from Melbourne PMI Board and Melbourne PMI Mentoring Management Team 3. 6:10 6:20. Introduction to project managers wellbeing by Robyn England 4. 6:20 7:00. Project Management Talent Triangle by Michelle Turner 5. 7:00 7:25. Wellbeing of project managers by Robyn England 6. 7:25 7:30. Thanks and close 2

managers. 2. 6:00 to 6:10. Welcome from Melbourne PMI Board and Melbourne PMI Mentoring Management Team 3. 6:10 6:20.

3 Welcome from Melbourne PMI Board and Melbourne PMI Mentoring Manager This event was fully booked (120 people) 2 weeks prior with members on the waiting list! New Melbourne PMI Chapter President Annie Sheenan New Melbourne PMI Chapter Vice-President Mark Lowy Mentoring program sponsor and long term mentor on the program Our Mentoring community is growing! We currently have 320 active members and keep growing 2016 Kick-off in the format of Speed-Dating was very successful and resulted in approximately 30 new pairing connections I believe that every mentee currently has a mentor and every mentor has a mentee. If you are not paired, please contact me on: mentoring@melbourne.pmi.org.au 3

4 Opportunity to join Mentoring Event Management Team Clyde Perera Due to several Mentoring Event Management Team members moving overseas and interstate, we are happy to welcome new mentoring team volunteers who would like to assist with event management and preparation Time commitment is approximately 1 hour per month If you are interested, please on: mentoring@melbourne.pmi.org.au 4

team volunteers who would like to assist with event management and preparation Time commitment is

5 Introduction to project managers wellbeing - Robyn Quote from a very wise person: Projects are not business as usual. Presentation Title 5

6 A Project Manager s job Skills: Deal with constantly changing scope and timeframes and priorities whilst staying cool as a cucumber UN level negotiating skills specialises in negotiating with children and terrorists Manage up, down & sideways Qualities: Extraordinary ability to make it happen Exceptional critical thinking coupled with a warm and personable approach Patience of a saint 6

children and terrorists Manage up, down & sideways Qualities: Extraordinary ability to make it

Project practitioner skill set PMI Talent Triangle goes beyond the focus on technical skills, recognising that leadership, strategic and business management skills are critical for the project

7 Project practitioner skill set PMI Talent Triangle goes beyond the focus on technical skills, recognising that leadership, strategic and business management skills are critical for the project practitioner. Arguably, project practitioners need an additional skill set - the capacity to manage the stress and strain arising from multiple demands in a complex, uncertain and sometimes ambiguous business environment. 7

8 PMI Talent Triangle Source: The PMI Talent Triangle-Your Angle on Success, 2015, and PMI Navigating Complexity

9 What is stress? A state of mental or emotional strain or tension resulting from adverse or demanding circumstances (Oxford Dictionary). Job stress is a condition where job related factors interact with the worker to change (disrupt or enhance) psychological or physiological condition such that the person (mind and~or body) is forced to deviate from normal functioning (Beehr and Newman, 1978). Stress regarded as either positive (enhancement) or negative (disruption). Eustress positive or energising stress Distress painful and de-motivating 9

physiological condition such that the person (mind and~or body) is forced to deviate from normal functioning (Beehr and Newman, 1978).

10 Employer obligations The Occupational Health and Safety Act 2004 (OHS Act) requires employers to provide and maintain a working environment that is safe and without risks to health (including psychological health) for employees, so far as is reasonably practicable. Source: Preventing and managing workrelated stress by Worksafe Victoria, April Free to download. 10

health (including psychological health) for employees, so far as is reasonably practicable.

11 Sources of stress from the workplace Organisational factors include: work demands (emotional, mental, physical) low levels of control over work poor levels of support by supervisors and colleagues lack of role clarity and role conflict poorly managed relationships poorly managed change Incivility Source: Preventing and managing work-related stress by Worksafe Victoria, April Free to download. 11

colleagues lack of role clarity and role conflict poorly managed relationships poorly managed change

12 Sources of stress from profession Projects are undertaken in complex, uncertain and sometimes ambiguous business environments. This creates additional sources of stress. 12

13 Consequences of stress High Levels of Stress Physiological Symptoms Psychological Symptoms Behavioral Symptoms 13

14 Consequences of stress 14

15 Managing stress Individual approaches Implementing time management methods Increasing physical exercise Relaxation training Expanding social support network Developing resilience 15

16 What is resilience? The process of negotiating, managing, and adapting to significant sources of stress or trauma. Assets and resources within the individual, their life and environment facilitate the capacity for adaptation and bouncing back in the face of adversity. Source: Windle, G. (2011). What is resilience? A review and concept analysis. Reviews in Clinical Gerontology, 21(02),

Assets and resources within the individual, their life and environment facilitate the capacity for

17 Resilience at work Source: McEwen (2014) 17

18 Developing work resilience Evidence supports 7 areas: Living authentically: Knowing and holding onto personal values, deploying personal strengths, and having a good level of emotional awareness and regulation. Finding one s calling: Seeking work that has purpose, a sense of belonging and a fit with core values and beliefs. Maintaining perspective: Having the capacity to reframe setbacks, maintain a solution focus, and manage negativity. Managing stress: Using work and life routines that help manage everyday stressors, maintain work life balance, and ensure time for relaxation. Source: Winwood, P. C., Colon, R., & McEwen, K. (2013). A practical measure of workplace resilience: Developing the resilience at work scale. Journal of Occupational and Environmental Medicine,, 55(10), RMIT University Managing Project Teams 18 18

Maintaining perspective: Having the capacity to reframe setbacks, maintain a solution focus, and manage negativity.

19 Developing work resilience Interacting cooperatively: Refers to a workplace work style that includes seeking feedback, advice, and support as well as providing support to others. Staying healthy: Maintaining a good level of physical fitness and a healthy diet. Building networks: Developing and maintaining personal support networks (which might be both within and outside the workplace). Source: Winwood, P. C., Colon, R., & McEwen, K. (2013). A practical measure of workplace resilience: Developing the resilience at work scale. Journal of Occupational and Environmental Medicine,, 55(10), RMIT University Managing Project Teams 19 19

Building networks: Developing and maintaining personal support networks (which might be both within and outside the workplace). Source: Winwood, P. C., Colon, R.

20 How resilient are you? Handout one: resilience exercise. Handout two: resilience self assessment and information on building resilience. Handout one: Complete section 2 for the resilience exercise (page 2). Once you have completed section 2, score your level of resilience using handout two. If you would like your results to be included in our current study of project practitioner resilience, please complete all sections in handout one and give to Michelle OR complete an online version. 20

Handout one: Complete section 2 for the resilience exercise (page 2).

21 Mischief and mayhem? Mischief and mayhem? Can t see the wood for the trees? Managing Muppets? Exhausted? What did you do? Who did you talk to? Helped someone else in that position? 21

22 Feedback what did you need? Mischief and mayhem? Practical advice? Emotional support? Both? Did it need to be another PM? 22

23 Turning the vicious circle around Turning the vicious circle around Motivation Applies to project teams too! Capability Capacity How do we make people feel safe? Mentoring 23

24 Project Management left or right brain? 24

25 The flip side of critical thinking... The Tetris effect. What is it? How I made the made the monster. 25

26 Care of the soul 26

27 November a celebration of mentoring November a celebration of mentoring Mentoring pairs? Experienced Mentors? e.g. How you do goal-setting? If it seems daunting, we can do it interview style Let us know Talk to the other half of your mentoring pair: Talk to Robyn or Anna afterward..or Anna at: mentoring@melbourne.pmi.org.au 27

28 THANK YOU to the Mentoring Team and Guests Clyde Pereira - Thank you for the website management and for record number of mentees! Steve Swift Thank you for organising food, drinks and general event management expertise Robyn England Thank you for the brilliant idea of the workshop on well being of project managers, we all need it! Michelle Turner Thank you for sharing your extremely important and relevant research with us Mark Lowy Thank you for supporting our program in many ways! All who have joined us today Thank you for giving away 2 hours of your time trusting us that it will be well spent 28

The policy also aims to make clear the actions required when faced with evidence of work related stress.

The policy also aims to make clear the actions required when faced with evidence of work related stress. STRESS MANAGEMENT POLICY 1.0 Introduction Stress related illness accounts for a significant proportion of sickness absence in workplaces in the UK. Stress can also be a contributing factor to a variety