Point 3 - Deming in Project Management

Inspection is a Tool for Improvement, Not a Whip

Deming’s third point urges practitioners to design quality into processes, using inspection as an information-gathering tool to do so. In project management, the processes and systems make up a methodology. Does your organization have a consistent methodology, or does everyone run projects their own way?

Inspecting project performance through the lens of continuous improvement facilitates applying lessons learned to a consistent and ever-improving methodology. This can not be done effectively unless there is a consistent system of managing projects in the first place.

(more…)

Point 2 - Deming in Project Management

Adopt a Philosophy of Cooperation Where Everyone Wins and Teach it to Everyone

Often, projects can become battlegrounds where the project manager and team are at odds with the sponsor and other stakeholders. These conflicts can arise when the project environment is not conducive to a win-win approach.

In project planning and initiation, clearly define the WIIFM (What’s in it for me) for everyone on the project. (more…)

Point 1 - Deming in Project Management

Commitment from the Top to Continuous Improvement as a Way of Life

Deming’s first point is an important one. There needs to be commitment from the top to make continuous improvement a priority. To do it right, most firms would probably implement a Project Management Office from which continuous improvement activities can be based, one that has dominion over methodology and training at a minimum. The PMO should implement systems to ensure best practices and lessons learned are gathered and implemented. Sharing them will not be enough; they must actively be incorporated into the methodology. (more…)

Deming’s 14 Points in Project Management

Dr. W. Edwards Deming was recently re-introduced to me in my Project Performance and Quality Assurance class. I have heard of him before and touched on some of his philosophy in other classes, but focused much more in-depth this time. The majority of his philosophy around quality and organizational management resonates with me. Plus, Professor Bernhard’s passion for Deming’s teachings was contagious. I failed to find much regarding the specific application of Deming’s philosophy to my chosen vocation. So, I’ve decided to do a series of articles on Deming’s 14 points, and how they relate specifically to the field of project management.
(more…)

PM at the Movies

I recently watched Night at the Museum with commentary turned on by director Shawn Levy. He stated that he story-boarded almost everything and that really helped stay focused and get the shots he needed when the [project] team was there to film the movie. It also helped him get sponsorship to film certain sequences or special effects that needed funding because he could describe in detail why, what, and how the scene contributed to the project. (more…)

Are you a POO ?

Leading the change process to support a project-based organization (PBO) requires a focus on adding value and alignment, from strategy through to execution.  Management roles and approaches to leadership in a PBO might range from a Project Office of One (POO) to a Strategic Project Office (SPO).  If this is your concern, first (more…)

Getting results through power

One of my issues with the PM Network magazine distributed by the Project Management Institute to all its members is that the stories provide only high level soundbites, failing to provide enough meaningful content about why, what, and how to implement project management.  Let me tell you the rest of the story behind quotes attributed to me in “Does Somebody Up There Like Me?” in the June 2007 issue. (more…)