I'm headed to Seattle for the annual PMI Global Congress. I always enjoy this conference because I'm able to see the latest products the vendors have, and always learn a lot from the various presentations.
I have really been busy this week. I'm in the final stages of implementing an Asset/Work Management system for our IT group and the challenges have been a bit overwhelming at times. I long for the days when I had a strong sponsor and some level of commitment from all stakeholders. I work in a very challenging environment where Earned Value and IT Project Management aren't always highly valued.
I have learned in my current environment that results aren't always as important as managing perceptions.
I have always believed as Project Managers we should be judged equally on what I call the PCA Triangle. At the top of the triangle is a "P" for Process. On the bottom right is "C" for Communication, and at the bottom left is "R" for Results. Remember I said we "should" be measured equally in regards to our overall performance.
Some organizations focus mainly on results when evaluating projects and project managers. This is a big mistake. If I manage a project and make everyone mad, don't communicate up, down, and across the organization, but deliver the project on time and on budget did I succeed? What if the scope wasn't properly captured due to poor communications and lack of process? Will people really embrace the project's deliverables? Will they project even be accepted?
Results are important, but the process you use to get the results and the way you communicate along the way are just as important.
Hope to see some of you in Seattle. E-mail me using the following address if you are in Seattle next week and we can meet for coffee - sseay(at)scgov.net
Until next week!
Stephen F. Seay, PMP
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