Should project
managers work to achieve effectiveness goals (value, functionality, business
performance) or just stay with efficiency ones (on time, in budget, to scope,
etc.)?
Morris, Peter. Reconstructing Project Management Reprised: A
Knowledge Perspective. Project Management Journal, Vol. 44, No.
5, October 2013, p13. © 2013 by
the Project Management Institute
This is the sixth in my series
of posts commenting on nine questions that Peter Morris asked in his
October article in Project Management
Journal. With this question, we
transition to a new, much more comfortable, area of inquiry.
Is it possible to distinguish between what a project manager
does and what project management is?
In these posts responding to Morris’ questions, I have
generally taken a practical, realistic, down-to-earth perspective. In one way that makes
sense: I’m a practicing PM who works in
the enterprise; Morris is an
academician. I am pointing out the
practical, realistic flaws with what I see as his ideal vision. But that approach appears to put me in
opposition to Morris.
And that is what is neither fair nor appropriate. I support his vision. It’s my vision, too. My comments are not for the purpose of
shooting down and deriding Morris’ vision, but rather that in exposing the
cracks, we can seal them and strengthen the foundation of a broader, more
strategic profession of project management.
Mike Rother, in Toyota Kata (2010) describes the
Toyota continuous improvement practice of establishing a target condition and
then working to achieve it (chapter 5).
The target condition has to be some better state and the approach for
achieving it has to be unclear, to be determined. The target condition is some future ideal
state that the worker then, in incremental, experimental steps, strives, with
their supervisor, to achieve.
I hear in Morris’ questions:
Are these the ideal states that the profession should be striving for
(working toward) as the future of project management? If so, and I believe so, then what is the
next incremental step to get us there?
I actually see us already progressing in the right
direction, though fitfully and reactively, rather than strategically,
proactively and guided by a philosophical/ academic vision. In the world of our past, companies were
uncomfortable with change (projects), so they temporarily brought in
specialists (PMs) to manage and drive the change. As companies become more comfortable with
change, as they recognize that change is continuous and that it’s necessary for
competitive advantage and survival, they are institutionalizing the
organizational change capability into a permanent, operational component of the
organization. It is called the Project
Management Office (PMO).
With this evolution, the project manager role is
changing. Historically, the PM’s value
was as a hired gun brought in to deliver a higher-level vision – that is, deliver
the tactical expertise for planning, managing and controlling time, cost and
scope – for benefit of a change agent within the organization. This was how they were valued, rewarded,
measured and compensated.
The PM of the future, though, will be a resource within the
PMO. The PMO will be responsible for
delivering the change and will have developed criteria and methodologies for
doing so. The PM of the future will be
rewarded, measured and compensated for compliance to and practice of the
processes, use of the standard tools, and appropriate knowledge, skills and
capabilities of the tools and processes.
So the flaw in Morris’ question, above, is that it should be
“Should project management work to…” Project managers of the future will still do
the same tactical activities they do now – maintain schedules, track costs,
calculate earned value, identify and manage risks, etc. But they will do them following the
proscribed processes of the PMO, rather than as craftsmen imbued with a
mysterious skill. It is the PMO that
will do the meta-activities of managing a project: Plan cost management, plan schedule
management, plan risk management, plan procurement management, etc.
It is the PMO that will have the seat at the table to drive the
enterprise effectiveness goals of the project, the program and the portfolio.
Regrettably, the poor PM of the future will not even have
the golden triangle of constraints to point to when describing what they
do. They will have to pull out a thick procedures
manual instead.
The future is sunnier for the profession, but the
professional suffers.
© 2014 Chuck
Morton. All Rights Reserved.