The NASA Experience

ddromgold@rncglobal.com — Wed, 12 Mar 2008 13:20:00 GMT

If you’ve read my previous summaries of conferences you will know that I’m hard to please – but this conference achieved it.

Project Management and the Project Manager

ddromgold@rncglobal.com — Thu, 19 Apr 2007 15:23:00 GMT

Hi, I hope you are having a great Easter and please forgive me for spending some of mine thinking about my favourite subject - project management!

Now as I promised I'm about to give you the summary of the answers to the questions I asked a few weeks ago. Firstly about what a project is and secondly about what a project manager does. Thanks for your contribution. I also canvassed some of our clients and some people who don't work for RNC - poor souls.

Now, firstly the prize (no there really isn't one but if there were) for creatively explaining the answers go to Jo.

But before I show you what she wrote here is the summary:

RNC people in the main agree that a project is activity arranged to achieve a specific goal (there were and will always be variations on a theme and clearly it includes organising for resources and people etc but the most important thing is that the organisation is looking to achieve something specific. Is isn't necessarily constrained by time, resources etc. No. Now I know that statement will have you howling that it isn't a project without constraints but it is equally a project if the constraint is achieving something wonderful eg . cure for cancer. Its just that with these projects there are difference decision points etc.
RNC clients to a fault think that projects are about getting outcomes. Blank looks of disinterest come across their faces when I explore the trinity of constraints. Of course that's how you manage but it isn't the project. I want the outcome! When I pursued this to determine what project management is then, the answer was provided with astonishment crossing faces as if to wonder how I didn't already get this. PM is clearly whatever it takes to get the outcome. When I pushed about constraints every single one of them was clear that if the constraint is money and the project can't be done for the money then the project ends, or you get more money but the project isn't successful just because the money runs out.
The role of the PM to RNC people is pretty much agreed as the person who makes it all happen? Nothing about the administratio that so often gets mistaken for project management.
Clients are monumentally unimpressed with our administrivia - a means to an end sure but I'm not impressed with tools of any profession - I just want the outcome.

So there we have it. A project is the activity etc required to achieve something specific and the project manager is the person charged with making sure it happens. Nothing passive or uninteresting about that is there!

Here are Jo's descriptions:

From Jo:

My mind harks back to the beginning of just about every project management course with a group of people tossing out words which get written up on a piece of butchers paper in an effort to define a project. If my memory recalls correctly, not once has there been the same set of answers, and at every course there has been the "correct" definition, which is always different, with a different set of must haves, such as must have a set start and end date, must have a set budget, must have a clear set of agreed requirements, etc, etc....yeah right as if that happens in the real world.

So, for me a project is a destination. In an attempt to get to that destination ideally you like to know the following, (in no particular order..)
    -where you want to get to
    -how you are going to get there
    -how long it's going to take
    -why you are going,
    - how much you should spend
    - who needs to be involved
    - which way you are going to go

Of course you could then expand on this to define the whole journey out step by step, but then that's where the tour guide (i.e. project manager steps in....) :-)

Therefore, the role of an effective 'tour guide' (as I see it) is as follows;
    1.COMMUNICATOR - This is the most important role of the project manager. At all times they must ensure that they communicate with all stakeholders/ participants/ 'tourists' to get their understanding of the project. It is important the project manager learn the following about each person involved;
                                     - Their understanding of the purpose of the project - Why they are going
                                     - Their role and responsibility of the project - What they need to do
                                     - Deadlines - When they are getting there
                                     - Who else is involved - Who else is going and what they are doing to help get to the destination
                                     - Budgeting - How much it costs to get there
By maintaining an open line of communication, the project manager/ tour guide can ensure that everyone is heading towards the same destination and is empowered with the knowledge on how to get there In addition any obstacles should become evident sooner rather than later.

2. NAVIGATOR - It is the role of the project manager to ensure that the goal of the project (destination of the journey) is known and a plan (route) chosen. Once determined and the stakeholders (tourists) identified, then the scheduling and detailed planning (itinerary) is to be co-ordinated/ created by the project manager. At all points of the project it is imperative that the PM put on their number 1 role hat (of communicator) and ensure that the relevant parties are kept informed of the progress to ensure that project stays in the right direction (the journey continues to the destination).

3. NEGOTIATOR - At any point in the project (journey), there may be conflicts, issues, risks, changes to the course, budget, time, etc. It is the role of the PM to identify any situation that shall impact upon the reaching of the destination, and then carry out the correct procedure to address the issue in an impartial and focused (on the aims of the project) manner (once again, refer back to role no.1).

4. MONITOR - At all times the project manager needs to maintain a steady vigilance on the health of the project, ensuring that the milestones, deadlines are being met, and that the climate of the activities are maintained at a moderate rate. Always be proactive in seeking out the information required to make a fair judgment - as always ensure that reporting methods are used to keep everyone informed (and AGAIN - Role No. 1!!!)

So, that's my opinion (at a very high level!!) on the role of the project manager, not a very technical summary, but then any job description can give you the technical description of a project managers role. To sum it up a good project manager is a proactive, organised, impartial, calm, driven, responsible communicator.

Rocky Flats - A Lesson in Excellent Execution - Working in the `Abundance Gap`

ddromgold@rncglobal.com — Mon, 20 Nov 2006 06:09:00 GMT

Once upon a time, management could expect that a PM would deliver an outcome, now it seems all too often PMs are simply mystified when, having done everything by the book, the project is a mess.

The leadership myth in project management

ddromgold@rncglobal.com — Sun, 19 Nov 2006 06:12:00 GMT

History tells us, from all fields of endeavour, leaders have enemies, leaders aren't universally liked and not everyone falls into line behind them.

6 Keys to project success and the law that govern them

ddromgold@rncglobal.com — Sat, 18 Nov 2006 06:13:00 GMT

Someone with influence at management level, and the will to use that influence, must care about the project outcome. You can't achieve success if you can't say exactly what it is.

Diane's Thoughts

The NASA Experience

Project Management and the Project Manager

Rocky Flats - A Lesson in Excellent Execution - Working in the `Abundance Gap`

The leadership myth in project management

6 Keys to project success and the law that govern them