Teamwork Makes the Dream Work: The Perks of Leading and Advancing a Multifarious Team – Taiwo Adenuga, MSPM, PMP, ITIL, PSM I, CSM

SPRING 2020 | PM magazine 11 TEAMWORK MAKES THE DREAM WORK: THE PERKS OF LEADING AND ADVANCING A MULTIFARIOUS TEAM

Taiwo Adenuga, MSPM, PMP, ITIL, PSM I, CSM Buehring (2020) stated that fact that it encourages a lot of active collaboration between “recognizing individual differences, embracing these differences, and acknowledging the need to have a different range of perspectives which translates to better decision making, is what leading a diverse and inclusive project team should be.” Senior IT Project Manager Maryland Department of Transportation the scrum team members which includes the scrum master, product owner, and the development team. Being the scrum master on these projects, I am responsible for ensuring that the scrum methodology is understood and used effectively. I play the role of a servant leader to the development team by removing any impediments to their progress by facilitating the scrum events (meetings), This is true because having worked with several project and coaching team members. Executing my role would teams, most project managers would agree that the imporhave been challenging for me without having the support tance of diversity and inclusion in the workplace cannot be and commitment of the product owner and a dedicated overemphasized. Apart from believing that it is the “right development team. thing to do” because there are several laws prohibiting any discrimination against individuals, projects need a team of people with diverse talents to help organizations survive and grow to accomplish project objectives and goals. Managing a team of diverse individuals on a project offers a number of advantages such as better adaptability and higher innovation potential. This does not translate magically into better performance, when people from differ ent cultural backgrounds are employed to work together. However, knowing how to manage disputes helps make a difference in achieving the desired goals and objectives (Koehl, 2016). “Leading a diverse and inclusive project team benefits everyone and helps create a stronger team overall.” Our sprints started with a sprint planning meeting where the scrum team gathered to determine what was going to be delivered in the upcoming sprint and how we could accomplish the work. The outcome of this meeting was sprint goals. We had the daily scrum meeting, which was held at the same time everyday using Microsoft Teams as our virtual collaboration tool. The daily scrum helped the development team to synchronize their work and report any issues or impediments they were facing. As the scrum master, I was responsible for resolving these issues and removing the impediments. Each sprint ended with a sprint review meeting which brought the scrum team and potentially other stakeholders together. At this meeting, the development team demonstrated the product increment or evolving products they built to the product owner and other stakeholders in attendance. The product owner inspected the work and determined if it is acceptable, and if it met the definition of done. and funding constraints. My approach to the project was that we would either do this my way or no way. During the planning phase of the project, my team suggested another more efficient approach towards getting this project done. Still, I was overconfident and very adamant that my plan was better, and I developed the project schedule based off my planned approach. During project execution, the project had started to fall behind schedule, and the team members were not motivated to work which was a contributing factor that impacted the schedule. That was when I started to realize that the approach suggested by my project team was not as bad as I thought and given the situation we were faced with, I had to reevaluate the process of getting things done on the project. Kicking off the project, I remember having a meeting with In the end the project was successful and looking back, I my product owner one day after explaining how we intend am glad I realized that being the project manager does not As project managers, we are typically responsible for achieving the expected project benefits and the desired outcomes on a project, while the project teams carry out the work to achieve those outcomes. This conforms to the definition of project management, “as the application of knowledge, skills, tools and techniques to project activities to meet the project requirements” (PMI, 2017). It is, therefore, to manage the project using the Scrum framework. He said, “this is a lot of commitment, there are too many meetings involved that will take time from me working on something else.” After a couple of meetings, he told me that, “I am beginning to see the benefit of having these meetings and doing this project using Agile.” Without a dedicated and committed scrum team devoted mean I always have to be right and more importantly to seek the opinion of my project team members to ensure that the project is being coordinated. This approach has helped me succeed on later projects that I have managed. “It is, therefore, imperative for imperative for project managers or leaders to be equipped with excellent human resource management, interpersonal, and communication skills in order to understand the project to getting involved in the agile process and the demanding scrum events/ceremonies, it will be challenging playing the role of a scrum master and managing and leading a diverse project managers or leaders to be equipped with excellent human team’s needs. The need to create the right context from the start for diverse talent to thrive is essential. project team. According to Buehring (2020), Roianne Nedd, a diversity resource management, interpersonal, and communication skills in order to Leading a diverse project team is about adhering to the PMI Code of Ethics and Professional Conduct which involves and inclusion expert, suggests that becoming an inclusive project manager can help put the team on the right track. understand the project team’s needs.” valuing and appreciating responsibility, respect, fairness She provided three (3) things that an inclusive project and honesty of each individual’s contribution to the team manager must do: (PMI, 2017). 1. Define success for the team - project managers or In conclusion, having the right leadership skills and utilizing However, merely acknowledging individuals’ differences leaders should explicitly articulate what excellent the proper project management practices such as escalation is not enough. Management and leadership must also performance looks like for everyone. This will help and issue management, creating an effective risk response promote an inclusive environment, accommodate and every team member understand what success looks like team, and effective communication will help serve as a great celebrate individual differences and not just tolerate them. and not just from their manager’s viewpoint. mechanism to drive a diverse and inclusive team’s collaboraThe successful management of any project within an orga nization is increasingly dependent on how collaborative, 2. Be an active listener - project managers or leaders tion and productivity. involved, and enabled the members are on the project team. For example, I am working on two agile projects using the should learn how to listen to the quietest person in the room. To lead an innovative team, project managers must listen to everyone and not just the loudest. References: Buehring, S. (2020). Diversity and Inclusion in Project Teams. Retrieved from https://www.knowledgetrain.co.uk/project-management/diversity-inclusion-projScrum framework of agile methodology. For me, this expeectrience managing agile projects is also another indication 3. Advocate for underrepresented groups - project on how teamwork makes the dream work. In scrum, we manage projects through a series of iterations called sprints. managers or leaders should become a proactive advocate for underrepresented groups rather than a passive Koehl, C. (2016). Managing Diversity: 10 Steps to Multicultural Team Success. Retrieved from: https://trainingmag.com/managing-diversity-10-steps-multicultural-team-sucAccording to Schwaber and Sutherland (2017), a sprint is a ally to ensure that everyone is treated fairly and equally. cess/ timeboxed event of one month or less (typically, two weeks) As a project manager, who has worked on several projects Project Management Institute (PMI). (2017). A Guide to the Project Management during which specific tasks from the product backlog will with varying project size estimates across different indusBody of Knowledge (PMBOK Guide). 6th ed. Newtown Square, Pa: Project be completed and made ready for the stakeholder’s review. tries, one thing remains certain, leading a diverse team of Management Institute, Inc. The scrum team decides the length of time for a sprint, and talents is excellent. However, it is imperative to create an Schwaber, K. & Sutherland, J. (2017). The Definitive Guide to Scrum: The Rules we base all future sprints on the criteria from the first sprint inclusive environment where team members can share of The Game. Retrieved from https://www.scrumguides.org/docs/scrumguide/ (Schwaber & Sutherland, 2017). their thoughts and perspectives and feel comfortable about v2017/2017-Scrum-Guide-US.pdf Managing these projects has helped me appreciate two of it. Leading a diverse and inclusive project team benefits my favorite processes from all of the values of Agile which everyone and helps create a stronger team overall. are Looking back at my experience, I remember managing 1. Individuals and interactions over processes and tools, a medium-sized diverse project team, on a deployment and; project. On this project, I was responsible for planning, directing, coordinating, and managing the deployment of 2. Customer collaboration over contract negotiation. Voice Over Internet Protocol (VOIP) telephones that directly It is no doubt that one of the benefits of executing and managing projects using the scrum framework of agile is the impacted over 3000 stakeholders. This being one of my very first projects, I had to ensure that the project goals and objectives were accomplished within the allotted schedule

PM Role Advertising Manager Kehinde Ajayi, CAPM, PSM I MSPM c/o 2020 Kehinde Ajayi obtained his bachelor’s degree in Computer Science from the University of Ilorin, Kwara, Nigeria in 2010. Over the years, he has worked on several information technology projects. He also holds a diploma in 3D animation that he obtained from the prestigious New York Film Academy in 2016. He currently works for the Maryland Department of Transportation in the Resource Sharing and Logistics department. Kehinde is a creative thinker and is very results oriented. He worked in the traffic advertisement department of a media house for three years and has moved from the position of a traffic officer to the assistant head of department. He is currently pursuing his master’s degree in project management from Morgan State University. Being enthusiastic about making significant impact, Kehinde’s plans after graduation include effective utilization of acquired knowledge from MSU and experience as a project manager to further advance development in his immediate environment and world at large.

PM Role Project Plan Manager Brandon Ashworth MSPM c/o 2020 Brandon Ashworth is currently enrolled in the Master of Science Project Management program at Morgan State University (MSU), with an expected graduation date of May 2020. He also obtained a Bachelor of Science degree in Civil Engineering. This continuity in education helped him pursue careers ranging from transportation environmental/geotechnical to construction management. His experience began with the Department of Transportation as a Technology Engineering Technician II (TET II), where he progressed quickly to the TET III position. Brandon began his initial engineering related work post-graduation at the Foundation Test Group where he served as a Staff Engineer. This position helped him obtain expertise as a geologist while working in the field on numerous job sites. Brandon also worked as a Project Engineer for Johnson, Mirmiran & Thompson. As a project engineer, he worked hand in hand with prime contractors and subcontractors to deliver project deliverables on a major wastewater treatment plant in Baltimore City. Brandon is currently working for Hyland Advisors, LLC., a joint venture general contractor that specializes in the management of projects all over the United States. Most recently, he has taken on project estimates in Pennsylvania, California and Virginia. Following graduation, he would like to use his Master of Science degree and the knowledge that he has amassed over the years to reach newer and bigger heights in the field of project management and/or engineering.

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PM Role Editor-In-Chief Tarnisha Bailey, LSS, CAPM MSPM c/o 2020 Born and raised in Baltimore, Tarnisha Bailey earned her Bachelor of Science degree in Industrial Engineering in 2013 from Morgan State University and has her green belt certification in Lean Six Sigma. Currently enrolled in the Master of Science in Project Management (MSPM) program at Morgan State University, Tarnisha has been working for the Baltimore City Department of Public Works (DPW) as a project manager for four years. Her responsibilities include managing design construction projects, which entails reviewing plans, updating schedules, and keeping the project on budget. Upon graduating, Tarnisha plans to obtain her Project Management Professional (PMP) certification. Gaining her MSPM degree and PMP certification will help in propelling her career to the next level.

Brina Bolden, J.D., CAPM MSPM c/o 2020 Brina Bolden obtained her Bachelor of Arts in Telecommunications from Morgan State University in 1997, and her Juris Doctorate from Loyola University New Orleans School of Law in 2000. Following graduation, she pursued a military career, serving in the United States Army as part of the Military Intelligence Corps. After her honorable discharge, Brina continued to work as an Army contractor, where she served as a team and systems lead for the Distributed Common Ground System-Army (DCGS-A), the Army’s Intelligence Collection Program of Record (POR). Working mainly in Iraq and Afghanistan for eight years, Brina returned to the United States, where she passed the Alabama State Bar and began private practice in Mobile, Alabama. After practicing in Mobile, Brina relocated to Baltimore, Maryland, to serve as a Contracting Officer for the Department of Veterans Affairs. Desiring to return to IT project/program management, Brina enrolled in the Project Management Master’s program at Morgan State University to obtain the degree to support her experience. Upon graduation in the spring of 2020, Brina intends to pursue her Project Management Professional (PMP) certification and transition back into IT project management. Eventually, she would like to open a private project management consulting firm that specializes in IT projects that support Department of Defense (DOD) agencies.

PM Role Knowledge Manager Miriam Hagan, CAPM MSPM c/o 2020 Miriam Hagan earned her Bachelor of Science degree in Food Science and Technology from Kwame Nkrumah University of Science and Technology, Kumasi, Ghana in 2009. She is currently enrolled in the Master of Science in Project Management Program at Morgan State University. Miriam has over ten years of work experience in the food and beverage industry as a quality control and marketing specialist based in Ghana and Nigeria, with five years of those experiences gained from working for the Nestlé Corporation. Miriam is currently working at the Maryland Transit Administration in the Office of Customer and Community Relations as a project analyst. She has received several award recognitions for her relentless service and innovations at her workplace. She is also a member of the Project Management Institute and the Institute of Food Science and Technology. Upon graduation, Miriam plans to assume project management related roles, utilizing her expertise for the good of the society, while she continues to support initiatives aimed at reducing or alleviating hunger in the world.

PM Role Photography Manager Chinedu Nnamdi Nwokeafor MSPM c/o 2020 Chinedu Nwokeafor hails from Washington, D.C. and currently serves as a minority business liaison at Morgan State University. He has achieved success at Morgan State University and in the Baltimore community by bridging the gap between different cultures, ethnicities, and beliefs. Chinedu is skilled at excelling in any field he enters, and he was selected to be a 2018 Forbes 30 Under 30 Scholar where he participated in the J. P. Morgan Hack-A-Thon, receiving second place with his team’s ideas behind composting technology. Chinedu yearns to involve himself in multiple fields that promote his growth to provide opportunities for his commnity. As a China-U.S. Relations Fellow at Harvard (Project Pengyou), Chinedu was able to bring a dynamic perspective to international friendship and strategic partnership. Education has always been a major part of Chinedu’s passion; he continuously promotes higher education and is an activist for black excellence in education. He has spoken at the U.S. Department of Education, educating young high school scholars on the importance of the Historically Black College & Universities (HBCUs). In the future, he plans to use his project management skills to pursue a doctoral degree in higher education. He wants to use his community activism and project management skills in order to change the climate of higher education at HBCUs. Ultimately, Chinedu envisions a career with the White House Initiative on HBCUs under the U.S. Department of Education.

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PM Role Assistant Editor SPRING 2020 | PM magazine 13

Ebony D. Quinones, CAPM MSPM c/o 2020 Ebony Quinones is excited about this second chapter in her life. After serving in the United States military for eight years as an Army Reservist, she earned her Bachelor of Science degree in Business Management and will graduate with a Master of Science Project Management Program (MSPM) at Morgan State University, spring 2020. The pursuit of a MSPM degree has been a natural progression for Ebony, as she possesses a passion for personal development and has a track record of project management accomplishments serving a diverse client base for the federal and state government, as well as non-profit organizations. She is currently a part of the safety project management team for WSP USA, working as a consultant for the Maryland Transit Administration’s new purple line light rail project in the Washington D.C. area. Ebony is an active member of the Project Management Institute (PMI) Silver Spring Chapter. After graduation, she will pursue the Project Management Professional (PMP) certification. The project management program has allowed her to strengthen her project communication and integration skills while developing in-depth knowledge of theories and practices. Ebony will use her dedication to excellence to provide unmatched value to her clients. She is confident that a Master of Science degree in Project Management will increase her proficiency in business and enrich her life.

Mohammed Lezif Umoru MSPM c/o 2020 Mohammed Umoru obtained his Bachelor of Science and Master of Science degree in Architecture from Ambrose Alli University, Ekpoma, Nigeria in 2006 and 2009 respectively. Currently, he is enrolled in a Master of Science in Project Management degree program at Morgan State University. He began his career as an architect in the design and construction unit of Aso Savings & Loans, Plc, a foremost primary mortgage institution in Nigeria, which is mandated to develop homes and commercial properties to generate mortgages. Mohammed has served as the project architect on several construction projects and has been at the forefront of driving the growth and development of mass housing real estate in different parts of Nigeria. He is a member of the Nigerian Institute of Architects (NIA), and Project Management Institute (PMI) and he plans to combine his wealth of experience in the field of design and construction with his newly acquired project management expertise.

Breana Wooten, CAPM MSPM c/o 2020 Breana Wooten obtained her Bachelor of Arts degree in Vocal Performance from Lincoln University in 2014. She is currently in her final year as a graduate student at Morgan State University pursuing a Master of Science degree in project management and has obtained her Certified Associate in Project Management (CAPM) certification. This certification and her degree will propel her toward the ultimate goal of obtaining the Project Management Professional (PMP) certificate. After receiving her Master’s degree, Breana will be commis- sioned into the United States Army as a 2nd Lieutenant and will utilize her project management skills in the Chemical and Adjutant General Corps. She also holds a certification in the transportation of hazardous materials. In the future, Breana plans to retire from the United States Army and become a business owner selling real estate, renovating properties, and marketing interior designs.

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Morgan State University’sgraduate programs in Project Management are offered by the department of Information Science and Systems in the Earl G. Graves School of Business and Management. The MSPM program is suitable for professionals that want to develop their knowledge and skills to move up to senior planning, consulting, and project management positions. Applicants are required to have a bachelor’s degree from an accredited university, at least two years professional level work experience, and meet the MSU Graduate School admission requirements. The program requires 30 credits and a comprehensive examination. Program participants complete courses as a cohort. The interdisciplinary feature of the MSPM allows students to take three supporting courses that form the focus areas in a wide range of fields. Samples of courses offered include:

Foundations in Project, Program, and Portfolio Management

Project Integration and Scope Management

Building and Leading Successful Project Teams

Project Time and Cost Management

Managing Project Procurement, Quality, and Risk

Students choose three courses from a list of over 40 courses to integrate project management skills in a specific subject area from Architecture; The Arts; Business; City and Regional Planning; Civil Engineering; Industrial Engineering; Information Technology; Science; and Transportation. The Project Management Institute (PMI) offers membership to full time students in degree-granting programs at a college or university that has U.S. accreditation or the global equivalent. A PMI student membership also offers discounts on certifications such as the Certified Associate in Project Management (CAPM) and the Project Management Professional (PMP). Additionally, PMI in collaboration with MSU has held CAPM, PMP, PMI-RMP, Agile, and ITIL exam prep workshops on the campus of Morgan State and continues to offer the workshops every spring and fall. Please visit us at www.morgan.edu, then proceed to Academic Programs.

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