Good day everyone….

Remember to email me if I can assist you in any way.  You also have my mobile number which you can use as well. 

Last week I wrote about some of the prerequisites required in order to bring enterprise-wide project and portfolio management to a successful conclusion.  I have been receiving quite a few questions over the last few weeks.  One in particular, after last week’s blog, captured my interest, and I thought I would address it this week.  The question was “Is it possible to improve an organization’s project management without executive support?”   Sure, anything is possible, but this is quite a question if you think about it for a while--possibly the subject of a PhD dissertation.  At a minimum it is a lot bigger question than I can address in this blog, but let me give it a start.

Let’s explore this further by first defining what is “improving organizational project management.”  I have never seen a definition so I will present my definition.  To me “Improving organizational project management” means the following:

continuously reducing the mean, median and standard deviation of percent variance at completion for cost, schedule and scope from the initial business case for an identified set of projects defined by the organization. 

If you can accept this definition then I think it logically flows that you cannot improve organizational project management without executive involvement.  There are many reasons for this.  Let me list a few of them.

1.      How is the project set selected?

2.      How does the variance at completion data get centralized and calculated?

3.      What happens to the results in order to effect continuous improvement?

4.      What are the baselines and targets?

All of these and others imply executive involvement, as resources must be committed; money spent, standard processes implemented; and someone must manage continuously.  In conclusion then I do not believe according to my definition that it is possible to improve organizational project management without executive support.  

This does not mean however that project managers and project results cannot be improved without executive support.  Project management today is a full blown profession and an individual is responsible for their chosen profession.  Organizations are responsible for full utilization of the professionals, to provide the tools, methods, resources and management system to accomplish the work of the organization.  But the individual owns their profession, their skills and competencies.  It can be no other way.  So, there is absolutely no reason that each person who wants to be a successful sought after project manager cannot just decide to get better.  You need no one’s approval, you just do it.  Don’t worry about what the team thinks; whether team members will cooperate; or whether management will support it.  Just do it.  Don’t ask permission.  Don’t say “best practices are.”  Don’t drop the PMI word or PMBOK.  Just apply project management tools and techniques appropriately scaled for your project.  Study, understand, plan, apply.  That is the mantra of the true professional. 

I know this to be true, as I did it myself early in my career.  After leaving college I began working for IBM on chip development.  After a few years I was bored, so I thought if I could work on the latest and greatest chip, then I would be motivated again.  No such luck.  I realized after a few of these cycles that to be happy I needed frequent changes of work assignments.  As I thought about this scenario I realized that if I wanted the ability to change jobs frequently, I needed a set of skills which were completely transferable.  This placed me in the world of management.  But getting into IBM management at that time was quite difficult and out of my control.  Plus why wait--wasn’t there an alternative solution?  Then it hit me one day while digging around at the library:  Project Management. So I started on my own reading everything I could on project management and applying it every day.  I developed a simple little set of metrics that I could use for my own statistics and measure my improvement over time.  My first projects were chip design new product development projects.  My most significant statistic was that over a set of four projects, I was able to improve my schedule variance at completion from initial business case by 285%.  So you can improve project management with nothing more than a person stating “I want to get really good at this, and this is what I am going to do.”

 

The last comment that I want to make has to do with project management training classes in today's economic environment.  Organizational spending for training is, as you know, a discretionary organizational expense. Business travel is also discretionary.  Given today's global economic , the odds are overwhelming that very significant reductions for training and related travel in 2009 and possibly into 2010.  Project management training is expected to see a somewhat smaller impact given its core business criticality. So I have two recommendations for both organization executives and individuals who are want improvements in project management to continue despite the hurdles of the economy.  For organizational executives, I would recommend the establishment of an internal Project Management Community.  The cost is minimal -- only people's time.  This can further be minimized by using non-business hours. The Community's key components for this environment are a mentoring program and a regular open discussion forum for project managers. For individuals, I would recommend that project management training classes be taken as your expense.  Focus your training on fundamentals and then apply what you learn. I make this recommendation even for experienced project managers or PMPs who may think they already the fundamentals. There is little real evidence on actual projects that experienced project managers fully understand fundamentals enough to apply them.  A class a year, day to day application, and some honest soul searching will have you prepared for career growth by the time this economy turns around. Companies like Management Concepts have cost effective products and services which can help with both the organizational and individual recommendations offered here.

So, Project-Connectors, have a great week, and I will see you back here next week: same Blog Time, same Blog Channel.  If you missed my blog of 10/21 you may want to go back and read it to check out my offer for a complementary project plan review.

Respectfully,

Jerry Perone

Mobile Phone:  240-462-1443

Email Address: jerry.perone@verizon.net