Wisdom and Projects

Albert Einstein said "A clever person solves a problem; a wise person avoids it". After reading this quote, it reminded me that project managers spend a lot of time (or should be) avoiding problems. One thing that can help project managers avoid problems is to follow a Project Management Methodology (PMM). A PMM is a set of agreed-upon processes that assists project managers and  teams to deliver predictable project outcomes.

To create a customized PMM for your organization you need to define all applicable project management processes, procedures and policies used to deliver your organization's projects. Also, don't forget to develop or obtain a set of project templates as they are an important part of any PMM.  Finally, you need to develop a training program to introduce and educate your organization about the new PMM.

Once your PMM is implemented ensure you measure the results and make adjustments where necessary. If you need help in developing your PMM there are many companies that can assist you and your organization.

Organizational Best Practices for Project Management

A good reference book about Project Management is “The Portable MBA in Project Management by Eric Verzuh”. In the book Eric sites a major study that was conducted around what Project Management Best Practices look like in a typical large organization. Perhaps we can learn a few things by looking at the results.

Formal (agreed-upon) Project Management Structure

Companies that successfully implement and use project management have a formal structure in place. These organizations have repeatable project management processes, and executives of the company are engaged and accountable for the success of project management and the project’s that they sponsor.

A Repeat Project Management Process

Repeatable processes that are aligned to PMBOK (Project Management Body of Knowledge) Guide’s Nine Knowledge areas have been shown to increase the probability of project success.

Alignment of Projects to the Organizations Strategy

Projects that aren’t aligned will probably not be given a high priority (or proper support) within the organization. Projects that are aligned will have an executive sponsor that is engaged and measured against the project’s success.

Use of Tools

Project Managers need tools to do their job just like any other profession. The tools can be project management software, templates, and other items. The tools need to be closely aligned around the organization’s project management processes.

Experienced Project Managers

This was found to be the single most important success factor in the companies studied. The skills that successful project managers exhibit were:

Experience in Project Management
Ability to see the big picture
Excellent communications skills (verbal and written)
Willingness to do what it takes
Leadership and organizational skills
Problem solving skills
Collaborative and cooperative
Positive Attitude




The book is a great Project Management reference, is well written, and contains a wealth of information that will help you to be a better project manager.

Being on Time

My dad always stressed to me the importance of being on time.  It is unfair and rude to others to consistently be late to meetings, appointments, and get togethers.  There is a good article by Tim Sanders over on his website entitled "Early Is The New On-Time".

In the article Tim's says -  (Click here for link to full article)

"Promise made, promise kept - That's a principle I hold dear. 
This was taught to me early in life by my grandmom, who raised me.  She believed that we should keep our promises for ourselves (self-image) as well as for others (politeness, reputation).  In her day, it was a basic measure of integrity, whether you are keeping a promise as an individual, a city or even a nation.
Unfortunately, when it comes to being on time or on schedule, we live in a nation of tardies.  This is profoundly true in the technology and creative community.

When I worked at Yahoo, the parking garage was almost empty until around 9:30, then it gradually filled up - and stayed full well past 6pm.  Meetings never started on time, as most participants filed in fashionably late.  When seasoned execs joined the company (after the dotcom bust), they were horrified by this cultural practice...wondering how people could get-stuff-done in such a slack environment. 

Worse, the advent of the mobile phone has enabled anyone to run late, so long as they call (or text) to say they are "stuck in traffic/meeting/etc."  In the old days, you didn't like to be late because of the stress of the unknown, but now that your manager can say, "It's OK, take your time," then why run on time? 

This mentality has bled into enterprise level tardiness: Product launches and project implementations that run late or are re-scheduled at the first sign of complication.  Over the last decade, it's culminated into a late-running nation of professionals that can't be depended on to be on time."

(Click here for link to full article)