Some thoughts on On the Job Training and formal learning

An increasing number of organizations are listing project management (PM) skills as a requirement for their managers. It’s no surprise that many people want to acquire/improve their PM skills. I’d like to start a discussion about the value of the various ways one learns.

First, a few disclosures: I consult on PM issues, have taken PM courses, have an MBA, read journals and books on PM, and am an instructor on PM. So, I could be said to have a predisposition (even a vested interest) toward formal learning. On the other hand, a lot of the most valuable things I’ve applied as a PM I learned working with my dad (who was a landscape contractor) and my mom (who ran the office).

My bottom line: as a hiring manager, I’m looking for someone with specific experiences showing abilities and insight consistent with the way I want to run projects. (more…)

General versus Project Management

I’ve been asked by many beginning project management students about the difference between general and project management. My simple answer has been that the things that make a good general manager (GM) help a project manager (PM), and that the PM does a few additional things specific to projects. That seems to satisfy most, but it got me thinking about my experiences.

In many ways, I don’t see a real distinction. As a GM I’ve used project management techniques in many situations. For example, in the case of HR - specifically, developing people - I’ve often used project concepts and structures. Defining clear deliverables, acceptance criteria, timelines, progress reporting, and so on, lend themselves to good management. (more…)

Winter is the Season for Preparation

Mother Nature can teach us much about managing projects if we apply her fundamental principles to the work. In this installment of The Nature of Project Leadership we will begin with the season of WINTER. This is the season of planning and preparation. There is little hope for a prosperous harvest if the soil is not fertile for the seeds that will be planted. Strategies must be devised to replenish the nutrients that were stripped away for the last crop. Likewise, cultivating new ideas, relationships or customers require upfront work and an open mind for possibilities to evolve.
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The Nature of Project Leadership

Welcome on a metaphorical exploration of project leadership philosophy and practices. I am fortunate to live on 20 acres in the Santa Cruz mountains rising 3000 feet above the Silicon Valley. Out here Mother Nature’s rules are the law. My background as a transformational engineer and a wilderness guide has enabled me to observe these rules from different perspectives which I share with you. There is much to learn from the great outdoors, so put on your virtual hiking boots and take a journey that will hopefully shed new light on current situations that you are managing
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The Effect of it All

ccording to the Britannica Concise Encyclopedia, “effect” can be used both as a noun and a verb, meaning “a result” or “bring about a result.” The best way to assess the effect of project management on your organization is by monitoring key performance metrics, especially those influenced by project activities. An EPMO supports their organization’s success by creating processes effectively used to select the “right” set of projects and efficiently used in successful project delivery. As a result, organizations who instill the practice of project management will, over time, become huge believers in the value of project management, as well as see the direct correlation between the adoption and practice of project management and the organization’s success. (more…)

Systemize, 1, 2, 3

The project management profession has experienced dramatic growth over recent years.  Yet, formal recognition and practice of project management in organizations has not reached the same levels.  Based on conversations with business leaders who attended project management industry conferences over the past two years, it seems virtually every organization today conducts some type of project management activity, whether they recognize it or not.  A little more than half of all companies do not have criteria for defining project success, and many do not track the benefits of their projects. Most organizations have chaotic, non-repeatable project management processes – they manage project success more by chance than by directive.  And only a small number of all companies actually invest the time and the energy in tracking the accrued benefits of their internal projects over a multi-year period. 

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Understand it

The simplest way to gain cultural acceptance of project management in any organization is by promoting thorough understanding. Business leaders and staff alike must all understand the value associated with implementing project management practices. More importantly, they must comprehend the relationship of project management activities to realizing business achievement. Creating a leveled understanding across any organization requires thoughtful consideration of key stakeholder needs and recognition of their roles within a project-centric environment. A thoughtful plan is required to educate each constituency accordingly. Each stakeholder has a unique role in defining project success, whether it is the project management organization (PMO), executive sponsors, project managers, or project team members. Each player must hold an understanding of project management methodology, knowledge of organizational requirements, and an appreciation of how each project management activity contributes to the choreography of project success. (more…)