| "It must be remembered that project | | | | DISCIPLINE - In the western world, people tend |
| management is first and foremost a philosophy of | | | | to resist discipline because some believe it inhibits |
| management, not an elaborate set of tools and | | | | creativity and personal freedom. As a result, |
| techniques. It will only be as effective as the | | | | teamwork is often sacrificed in favor of rugged |
| people who use it." | | | | individualism. |
| - Bryce's Law | | | | ORGANIZATION - Pursuant to discipline is the |
| INTRODUCTION | | | | problem of organization. Again, in the western |
| I often run into companies who ask the simple | | | | world, people prefer to maintain their own identity |
| question, "Why can't we get our act together? | | | | and organize themselves to meet their needs as |
| Why does Project Management routinely fail in | | | | opposed to the needs of the organization. There |
| our company?" I do not believe a company's | | | | are also those who claim, "A cluttered desk is the |
| overall problems in Project Management can be | | | | sign of a brilliant mind." Hogwash. In contrast, I am |
| attributed to a specific tool or technique (although | | | | a believer of the Navy's regimen whereby you |
| some certainly do not help matters). Instead, I | | | | either work on something, file it, or throw it away. |
| believe it is based on how important a company | | | | This forces people to get organized. If we need |
| considers Project Management to be. If they | | | | more files, let's get them. A cluttered desk is a |
| believe it to be a vital part of the company's | | | | sign of a disorganized person. Shape up, or ship |
| overall performance, it will be more successful | | | | out. |
| than a company who considers it irrelevant. In | | | | ACCOUNTABILITY - This is an area people tend |
| other words, I view Project Management as | | | | to rebel against themost. The approach to project |
| integral part of the corporate culture. | | | | management, as advocated by "PRIDE," ultimately |
| Let's consider the indicators of how a company | | | | represents visibility and responsibility to produce |
| values Project | | | | according to plan. Unfortunately, some people |
| Management: | | | | shun commitments and, instead, prefer to hide |
| - LACK OF KNOWLEDGE - employees simply lack | | | | their activity, thereby they cannot be measured |
| the basic knowledge of the mechanics of Project | | | | and evaluated. This is typically the reaction of |
| Management. I do not run into too many | | | | people who are insecure. People who are |
| companies anymore with a total absence of | | | | confident in their abilities have no problem with the |
| knowledge in this regard. The conceptual | | | | accountability issue. |
| foundation of Project Management has been | | | | REACTIVE VS. ACTIVE MANAGEMENT |
| around for a number of years. There is a | | | | The old adage, "If you do not make the decision, |
| multitude of training programs in Project | | | | the decision will be made for you," is valid. This |
| Management, both at the college and commercial | | | | also sums up the difference between an active |
| level. There are also several discussion groups on | | | | and a reactive manager. True Project |
| the Internet and professional associations dealing | | | | Management requires an "active" manager, not |
| with this subject (e.g., the Project Management | | | | "reactive." The active manager takes care of the |
| Institute of Newtown Square, PA). Hiring or | | | | problems before they happen. They plan on the |
| contracting people with absolutely no knowledge | | | | future. The reactive manager deals with |
| of basic Project Management concepts is | | | | yesterday and waits until problems occur, then |
| becoming a rarity. | | | | tries to take care of them. Today, more and |
| - LACK OF ORGANIZATIONAL POLICY - the | | | | more IT organizations find themselves in a |
| company has not adopted a formal policy for | | | | constant "firefighting" mode of operation. Why? |
| managing projects. Consequently, informal and | | | | Because of a "reactive" management style. The |
| inconsistent approaches to project management | | | | "reactive" manager never seems to get ahead, |
| are used with mixed results. This is a much more | | | | yet probably enjoys the highest visibility in the |
| common occurrence than finding a company | | | | company. As an aside, beware of your |
| devoid of knowledge in Project Management. | | | | "firefighters," they are probably your chief |
| - LACK OF ENFORCEMENT OF POLICY AND | | | | arsonists. |
| PROCEDURES - even though a policy has been | | | | Managers don't wait for things to happen, they |
| established, it is not enforced. As a result, | | | | make things happen. |
| inconsistent results emerge. If a standard and | | | | HOW MUCH PROJECT MANAGEMENT IS |
| consistent approach to Project Management is | | | | NECESSARY? |
| devised by a company, it must be routinely | | | | Can the philosophies of project management be |
| policed in order to assure accuracy and uniform | | | | adopted and implemented by a single group of |
| results. It is one thing to enact legislation, quite | | | | people for a single project? Yes. A department or |
| another to enforce it. | | | | division? Certainly. The entire company? Definitely. |
| - LACK OF CONSIDERATION FOR THE | | | | In fact, as the scope grows, communications |
| MAGNITUDE AND COMPLEXITIES OF PROJECT | | | | improves and the philosophy is more consistently |
| MANAGEMENT AND ATTACK IT IN PIECE MEAL | | | | applied. |
| - People seem to naturally underestimate the | | | | The scope of project management affects many |
| magnitude of project management. For example, | | | | people: |
| project planning involves defining work breakdown | | | | - The individual worker will prepare estimates and |
| structures and dependencies which is a precursor | | | | schedules, perform project work, and report on |
| to estimating, planning, reporting and control; | | | | activities. |
| estimating is a prerequisite to scheduling; time | | | | - The project manager will plan and direct the use |
| reporting impacts project estimates and | | | | of resources on projects, and solve problems. |
| schedules; resource allocation is based on | | | | - Department managers will administer resources |
| availability of qualified people (skills inventory) and | | | | and control projects within an area. |
| current project schedules; etc. There is an | | | | - Executive management will establish project |
| overwhelming number of software packages on | | | | priorities and monitor project progress. |
| the market attacking various aspects of Project | | | | Obviously, project management should not be |
| Management, but very few addressing it is an | | | | restricted to a handful of people or projects. |
| integrated whole. | | | | Dozens of projects may be active at any one |
| It must be remembered that project | | | | time, involving hundreds of workers across |
| management is first and foremost a philosophy of | | | | departmental boundaries. Synchronization of the |
| management, not an elaborate set of tools and | | | | work effort is required to maximize effect and |
| techniques, nor is it an administrative function. | | | | minimize confusion. Projectmanagement, |
| Rather, it is concerned with managing human | | | | therefore, should be viewed as a corporate |
| beings towards the accomplishment of work (it is | | | | philosophy as opposed to a technique used by a |
| a "people management" function). As such, | | | | select few. Only when a standard and consistent |
| project management will only be as effective as | | | | approach to Project Management is adopted by a |
| thepeople who use it. | | | | company will it become an integral part of the |
| Ultimately, project management represents | | | | corporate culture. We will then hear less about |
| DISCIPLINE, ORGANIZATION, and | | | | why Project Management fails, and more of how |
| ACCOUNTABILITY; which are three areas people | | | | the company is prospering. |
| seem to have a natural aversion to these days. | | | | |