The Project
The final chapter has passed first scrutiny and now awaits feedback from my peer reviewers. They are really great and have given me excellent feedback all along so I eagerly await their comments on the last few chapters.
There are some project managers who are easy to deal with and some who are so bloody-minded it’s unbelievable. Prevarication and technical jargon are their stock in trade, but all they succeed in doing is confusing their team and everyone else around them. They do not understand the way.
The Way
The wise project manager knows that words cannot capture the true nature of events so he does not try to use them. The wise project manager knows that what cannot be said can still be demonstrated, if he remains silent and conscious. Consciousness sheds light on what is happening. It clarifies conflicts and harmonises agitated individuals or groups. His consciousness is not idealistic; it rests on a pragmatic knowledge of how things work. There are no obstacles on the way, the obstacles are the way.
He who knows does not talk.
He who talks does not know.
Close the mouth.
Shut the door.
Dim the cleverness.
Untangle the knot.
Join the dust.
This can be called consciousness.
This is the highest state of man.
Friday, March 14, 2014
Monday, March 10, 2014
Project Management around the World: Exeter (UK)
Here in the soggy South West of England the projects foremost in our minds are the ones concerned with drying out the Somerset Levels, repairing the destroyed sections of coastal railway line and even closer to home repairing the storm surge damage to Topsham’s famous (well famous in these parts) Goat Walk on the River Exe Estuary.
But looking wider afield I still see the continuing saga of failing projects particularly in the public sector. Those of you who have been following my blog will know that I am currently writing a book called “Project, Program and Portfolio Management in easy steps” due for publication in April this year. I would like to share my observations on two particular types of disaster projects from the book, I call them Leviathans and Vanities.
Leviathans
Leviathans were enormous, mythical all-consuming sea monsters which sounds awfully like some of the recent high-profile failed or struggling projects reported in the media:
British Broadcasting Corporation: Digital Media Initiative, to improve efficiency and allow better management, but underestimation of the complexity, poor governance, organizational immaturity and continual changes resulted in the contract being abandoned in 2013, at a cost of £100m (but they are currently having another go at it using an Agile approach so the final number may be even bigger!).
BSkyB: Customer Relations Management system, where the supplier failed to resource the project properly and was seriously late. When the project was finally scrapped, very little had been done but the cost was still £318m.
UK Government Regional Fire Control Centre project, which was flawed from the outset and scrapped as the IT systems could not be delivered. I actually trained the Fire Service project managers who were going to have to implement this one in the South West and every one of them knew it would be a total disaster! Fortunately they never had to implement it but the regional centre that it was going to be run from has been built and is standing empty. The cost was £469m at the time of cancellation but the costs are still on-going.
US (OK this is not local but I thought it worth including) Department of Defence: Expeditionary Combat Support System (ECSS), an integrated supply chain and logistics system (at one time the largest project in the world – which should have rung a few alarm bells!), finally scrapped as they couldn’t get it to work at a cost of $1b.
Airbus SAS: A380 commercial aircraft development project, delayed by nearly two years due to design faults caused by the use of different computer aided design (CAD) software in different parts of the organization at a cost of $6b.
The problem with these leviathan projects is they become like out of control giant tankers, almost impossible to stop until they hit a rock and flounder. Many more projects end up like this than get reported in the media, as they get hushed up by the embarrassed organizations responsible for them.
So what can we learn from them? Effective Project Management in easy steps (one of my earlier books) defines 20 laws of project management. The most pertinent of these is this:
“A two year project will take three years;
a three year project will never finish.”
The basic problem is that the world will change, often quite dramatically, over a two to three year period. As a result of this, the business requirements are also likely to change in line with it. With the passage of time, what the project initially set out to achieve will no longer be what the business now requires. Changing the project’s requirements (scope) on the fly will seriously impact on the project’s time, cost and quality. This will add the risk of it falling further and further behind until, eventually, it gets abandoned. The larger the project is, the greater the risk of failure.
Vanities
The second type of problem projects are vanity projects, promoted by proud men (usually senior executives) with whom no-one likes to disagree. These typically have poorly defined objectives and no sound business justification. They may eventually get completed but they produce little or no real benefit to the business despite using precious resources. Even worse they prevent those resources being used for projects of more value to the business.
The problem is that without proper project, program and portfolio management processes in place each individual project is considered in isolation. It doesn’t matter if the project is necessary or not, as long as the person sponsoring it can make a convincing case for it. In fact it might not even need corporate approval if the sponsor has sufficient finance in his own budget to fund it.
In the book I (naturally) go on to explain how program and portfolio management can fix both problems.
Postscript
You might be forgiven for thinking that some recent projects (Olympic Games and Football World Cups come to mind) actually manage to tick both boxes!
Enjoy your projects, I do.
John Carroll (a.k.a. P M Blogger)
But looking wider afield I still see the continuing saga of failing projects particularly in the public sector. Those of you who have been following my blog will know that I am currently writing a book called “Project, Program and Portfolio Management in easy steps” due for publication in April this year. I would like to share my observations on two particular types of disaster projects from the book, I call them Leviathans and Vanities.
Leviathans
Leviathans were enormous, mythical all-consuming sea monsters which sounds awfully like some of the recent high-profile failed or struggling projects reported in the media:
British Broadcasting Corporation: Digital Media Initiative, to improve efficiency and allow better management, but underestimation of the complexity, poor governance, organizational immaturity and continual changes resulted in the contract being abandoned in 2013, at a cost of £100m (but they are currently having another go at it using an Agile approach so the final number may be even bigger!).
BSkyB: Customer Relations Management system, where the supplier failed to resource the project properly and was seriously late. When the project was finally scrapped, very little had been done but the cost was still £318m.
UK Government Regional Fire Control Centre project, which was flawed from the outset and scrapped as the IT systems could not be delivered. I actually trained the Fire Service project managers who were going to have to implement this one in the South West and every one of them knew it would be a total disaster! Fortunately they never had to implement it but the regional centre that it was going to be run from has been built and is standing empty. The cost was £469m at the time of cancellation but the costs are still on-going.
US (OK this is not local but I thought it worth including) Department of Defence: Expeditionary Combat Support System (ECSS), an integrated supply chain and logistics system (at one time the largest project in the world – which should have rung a few alarm bells!), finally scrapped as they couldn’t get it to work at a cost of $1b.
Airbus SAS: A380 commercial aircraft development project, delayed by nearly two years due to design faults caused by the use of different computer aided design (CAD) software in different parts of the organization at a cost of $6b.
The problem with these leviathan projects is they become like out of control giant tankers, almost impossible to stop until they hit a rock and flounder. Many more projects end up like this than get reported in the media, as they get hushed up by the embarrassed organizations responsible for them.
So what can we learn from them? Effective Project Management in easy steps (one of my earlier books) defines 20 laws of project management. The most pertinent of these is this:
“A two year project will take three years;
a three year project will never finish.”
The basic problem is that the world will change, often quite dramatically, over a two to three year period. As a result of this, the business requirements are also likely to change in line with it. With the passage of time, what the project initially set out to achieve will no longer be what the business now requires. Changing the project’s requirements (scope) on the fly will seriously impact on the project’s time, cost and quality. This will add the risk of it falling further and further behind until, eventually, it gets abandoned. The larger the project is, the greater the risk of failure.
Vanities
The second type of problem projects are vanity projects, promoted by proud men (usually senior executives) with whom no-one likes to disagree. These typically have poorly defined objectives and no sound business justification. They may eventually get completed but they produce little or no real benefit to the business despite using precious resources. Even worse they prevent those resources being used for projects of more value to the business.
The problem is that without proper project, program and portfolio management processes in place each individual project is considered in isolation. It doesn’t matter if the project is necessary or not, as long as the person sponsoring it can make a convincing case for it. In fact it might not even need corporate approval if the sponsor has sufficient finance in his own budget to fund it.
In the book I (naturally) go on to explain how program and portfolio management can fix both problems.
Postscript
You might be forgiven for thinking that some recent projects (Olympic Games and Football World Cups come to mind) actually manage to tick both boxes!
Enjoy your projects, I do.
John Carroll (a.k.a. P M Blogger)
Friday, February 28, 2014
55: Enlightenment
The Project
I’ve spent most of this week working on the index to the book (a fairly tedious task in InDesign) but I’m nearly there at last. Also at last it’s Friday so I’m off down to the Bridge Inn for a pint of something interesting after work. It’s amazing how often I find enlightenment there!
As we get into the middle to later stages of a project the pressure of work, shortage of funds and the need to fix problems can start to take a toll on some team members. The issue for the project manager is not only how to energize and keep the team motivated, but how to keep themselves motivated as well.
We can all recognize the signs of a poor project manager when their shoulders start to droop and their face takes on a haggard look. They can’t get what they need done and increasingly start to rush about; getting stressed and causing stress. They get themselves worked up about things and start working themselves into the ground. It becomes a downward spiral for them and the project team.
The Way
The wise project manager builds commitment by influencing, delegating, negotiating, team building and creating ownership (the soft skills). He appears to be trouble free. Problems are dealt with as they arise and cease to be problems. He is relaxed, has time to smile and even sing (although he does not necessarily have a wonderful voice, it always raises a smile) and he can keep it up all day. He is not excited, he is enlightened and enlightenment brings a continuous flow of energy.
He who is filled with virtue,
Is like a new born child.
Wasps and snakes will not sting him.
Wild beasts do not seize him.
Grasping birds will not strike.
His bones are weak, his muscles are soft,
But his grip is sure.
This is perfect harmony.
Knowing harmony is constancy.
Knowing constancy is enlightenment.
To improve life speaks of the ominous.
To control energy speaks of forcing.
The exalted become decadent.
This is not the way of the Tao.
Whatever is contrary to the Tao will not last long.
I’ve spent most of this week working on the index to the book (a fairly tedious task in InDesign) but I’m nearly there at last. Also at last it’s Friday so I’m off down to the Bridge Inn for a pint of something interesting after work. It’s amazing how often I find enlightenment there!
As we get into the middle to later stages of a project the pressure of work, shortage of funds and the need to fix problems can start to take a toll on some team members. The issue for the project manager is not only how to energize and keep the team motivated, but how to keep themselves motivated as well.
We can all recognize the signs of a poor project manager when their shoulders start to droop and their face takes on a haggard look. They can’t get what they need done and increasingly start to rush about; getting stressed and causing stress. They get themselves worked up about things and start working themselves into the ground. It becomes a downward spiral for them and the project team.
The Way
The wise project manager builds commitment by influencing, delegating, negotiating, team building and creating ownership (the soft skills). He appears to be trouble free. Problems are dealt with as they arise and cease to be problems. He is relaxed, has time to smile and even sing (although he does not necessarily have a wonderful voice, it always raises a smile) and he can keep it up all day. He is not excited, he is enlightened and enlightenment brings a continuous flow of energy.
He who is filled with virtue,
Is like a new born child.
Wasps and snakes will not sting him.
Wild beasts do not seize him.
Grasping birds will not strike.
His bones are weak, his muscles are soft,
But his grip is sure.
This is perfect harmony.
Knowing harmony is constancy.
Knowing constancy is enlightenment.
To improve life speaks of the ominous.
To control energy speaks of forcing.
The exalted become decadent.
This is not the way of the Tao.
Whatever is contrary to the Tao will not last long.
Friday, February 21, 2014
54: Ripple Effect
The Project
Still getting great feedback on the draft book from my peer reviewers (thanks guys). I think it’s starting to look quite good. I am lucky to have worked with some great project managers, but I have also worked with some poor ones.
Poor project managers can have a really negative influence on their team. Like rotten apples in a barrel they can infect those around them. The ripple effect works because everyone has an influence on everyone else. The more powerful the person is, the more powerful their influence will be.
The Way
The wise project manager grounds himself in the single principle so that his behavior is wholesome and effective. This positive behavior influences the project team. If the project team is positive and works well, then that team influences other project teams. If all the project teams work well, then they influence the organization. If the organization works well, it influences other organizations and so on.
What is well established cannot be uprooted.
What is well cherished abides.
Generations will commemorate it forever.
Cultivate it in yourself,
Its virtue will be real.
Cultivate it in the family,
Its virtue will be abundant.
Cultivate it in the village,
Its virtue will be lasting.
Cultivate it in the nation,
Its virtue will abound.
Cultivate it in the world,
Its virtue will be everywhere.
How do I know this is true?
By looking inside myself.
Still getting great feedback on the draft book from my peer reviewers (thanks guys). I think it’s starting to look quite good. I am lucky to have worked with some great project managers, but I have also worked with some poor ones.
Poor project managers can have a really negative influence on their team. Like rotten apples in a barrel they can infect those around them. The ripple effect works because everyone has an influence on everyone else. The more powerful the person is, the more powerful their influence will be.
The Way
The wise project manager grounds himself in the single principle so that his behavior is wholesome and effective. This positive behavior influences the project team. If the project team is positive and works well, then that team influences other project teams. If all the project teams work well, then they influence the organization. If the organization works well, it influences other organizations and so on.
What is well established cannot be uprooted.
What is well cherished abides.
Generations will commemorate it forever.
Cultivate it in yourself,
Its virtue will be real.
Cultivate it in the family,
Its virtue will be abundant.
Cultivate it in the village,
Its virtue will be lasting.
Cultivate it in the nation,
Its virtue will abound.
Cultivate it in the world,
Its virtue will be everywhere.
How do I know this is true?
By looking inside myself.
Friday, February 14, 2014
53: Materialism
The Project
I’ve started getting some excellent feedback/ideas/suggestions for Project, Program and Portfolio Management in easy steps from my peer reviewers. It’s great to have worked with some really talented colleagues over the years and ones that are prepared to help with a personal project like writing a book. Reviewing a friend’s work is not the easiest thing to do as it sometimes raises difficult decisions, do you tell them what you really think or keep quiet?
When faced with a difficult decision some project managers agonize about it for ages. Should they do this or should they do that? But for those that follow The Way, it is simple, it is always the easiest path to take. Be still, be quiet and the way will become clear.
The Way
Some project managers like to surround themselves with the trappings of success. Fancy cars, lots of certificates for every course they have been able to attend (whether they needed it or not). This busy path creates an exaggerated materialism, but excessive consumption is only possible by exploiting other people. Did someone who really did need a course not go on it because of them?
The world’s wealth is not evenly distributed and it’s getting ever worse. Some have a great deal, while most have very little. Everyone knows that we are running out of enough resources to go around. Yet those who already have a lot still want more and more. They brag about how much they have, but they got it by manipulating other people.
The wise project manager leads a quiet and meditative life. He does not seek to take more from the world than he needs. He follows the simplest path and his projects will therefore be successful.
The great Tao is plain and clear,
But people love diversions.
When the court is remote,
The fields are barren and overgrown,
The granaries are empty,
Officials wear fine clothes,
Carry sharp swords,
Over indulge themselves with food and drink,
Acquire excessive wealth.
This is called robbery and bragging,
It is not the way of the Tao!
I’ve started getting some excellent feedback/ideas/suggestions for Project, Program and Portfolio Management in easy steps from my peer reviewers. It’s great to have worked with some really talented colleagues over the years and ones that are prepared to help with a personal project like writing a book. Reviewing a friend’s work is not the easiest thing to do as it sometimes raises difficult decisions, do you tell them what you really think or keep quiet?
When faced with a difficult decision some project managers agonize about it for ages. Should they do this or should they do that? But for those that follow The Way, it is simple, it is always the easiest path to take. Be still, be quiet and the way will become clear.
The Way
Some project managers like to surround themselves with the trappings of success. Fancy cars, lots of certificates for every course they have been able to attend (whether they needed it or not). This busy path creates an exaggerated materialism, but excessive consumption is only possible by exploiting other people. Did someone who really did need a course not go on it because of them?
The world’s wealth is not evenly distributed and it’s getting ever worse. Some have a great deal, while most have very little. Everyone knows that we are running out of enough resources to go around. Yet those who already have a lot still want more and more. They brag about how much they have, but they got it by manipulating other people.
The wise project manager leads a quiet and meditative life. He does not seek to take more from the world than he needs. He follows the simplest path and his projects will therefore be successful.
The great Tao is plain and clear,
But people love diversions.
When the court is remote,
The fields are barren and overgrown,
The granaries are empty,
Officials wear fine clothes,
Carry sharp swords,
Over indulge themselves with food and drink,
Acquire excessive wealth.
This is called robbery and bragging,
It is not the way of the Tao!
Friday, February 07, 2014
52: Remaining Flexible
The Project
I had some excellent feedback from two of the friends I sent chapter one to for peer review and it really helped me to sort it out. Hopefully it is now looking good but I await with some trepidation what they make of chapter two.
The Way
Everything in the universe consists of polarities and project management is no different, typically it involves polarities of time, cost and scope (the iron triangle). You can’t have more of one without a balancing change of one or both of the others. Knowledge of this gives the wise project manager stability.
From knowing how things work, the wise project manager also knows the importance of remaining flexible. Everything that grows is flexible and all enduring strength is flexible. The poor project manager tries to do and say too much, he is rigid and will break rather than develop.
The wise project manager remains flexible and will therefore endure. He is not afraid of losing for he has nothing to lose. He is not afraid of dying for he is an aspect of the eternal; his home is the womb of creation, dying is going home.
The world had a beginning,
Which one might think of as the mother.
When the mother is known,
We can know her children.
Knowing her children,
We can hold on to the mother,
Dying is not dangerous.
Close the mouth,
Close the senses,
And life is free from suffering.
Open your mouth, interfering,
And life is beyond hope.
Seeing details is called clarity,
Remaining flexible speaks of strength.
Using perspective,
Return to clarity.
This is called practicing constancy.
I had some excellent feedback from two of the friends I sent chapter one to for peer review and it really helped me to sort it out. Hopefully it is now looking good but I await with some trepidation what they make of chapter two.
The Way
Everything in the universe consists of polarities and project management is no different, typically it involves polarities of time, cost and scope (the iron triangle). You can’t have more of one without a balancing change of one or both of the others. Knowledge of this gives the wise project manager stability.
From knowing how things work, the wise project manager also knows the importance of remaining flexible. Everything that grows is flexible and all enduring strength is flexible. The poor project manager tries to do and say too much, he is rigid and will break rather than develop.
The wise project manager remains flexible and will therefore endure. He is not afraid of losing for he has nothing to lose. He is not afraid of dying for he is an aspect of the eternal; his home is the womb of creation, dying is going home.
The world had a beginning,
Which one might think of as the mother.
When the mother is known,
We can know her children.
Knowing her children,
We can hold on to the mother,
Dying is not dangerous.
Close the mouth,
Close the senses,
And life is free from suffering.
Open your mouth, interfering,
And life is beyond hope.
Seeing details is called clarity,
Remaining flexible speaks of strength.
Using perspective,
Return to clarity.
This is called practicing constancy.
Friday, January 31, 2014
51: Principle and Process
The Project
I am on the (hopefully) final draft of ‘Project Program and Portfolio Management in easy steps’ and am just starting to send out the chapters for some peer review. I’ve re-worked chapter one about five times and think it’s about right but I’ll have to see what my peers think.
In chapter two I set out the baseline for project management so I can compare program and portfolio management to it. And yes I did start out by explaining the differences between project management and line (or process) management. But for those who follow the Way everything is a process, including a project, so I did try to include that as well.
The Way
Taoists believe that all people have a natural reverence for the single principle and they therefore like processes which obey the single principle. The principle and the process form a partnership which can take an infinite variety of forms and, as we all know in project management, no two projects are ever the same.
Poor project managers try to force things to happen their way but they do not benefit from it and are therefore perceived to be poor project managers. This partnership between principle and process is the first fact of life and forms the bedrock of our work as project managers.
All things arise from the Tao.
They are nourished by virtue.
They are formed from matter.
They are shaped by circumstances.
Thus the ten thousand things respect Tao and value virtue.
Respect of Tao and honor of virtue are not commanded,
They happen naturally.
Thus all things arise from Tao.
By virtue they are nourished,
Developed, cared for,
Sheltered from harm.
Creating without claiming ownership,
Doing without taking credit,
Guiding without interfering,
This one might speak of as the primal virtue.
I am on the (hopefully) final draft of ‘Project Program and Portfolio Management in easy steps’ and am just starting to send out the chapters for some peer review. I’ve re-worked chapter one about five times and think it’s about right but I’ll have to see what my peers think.
In chapter two I set out the baseline for project management so I can compare program and portfolio management to it. And yes I did start out by explaining the differences between project management and line (or process) management. But for those who follow the Way everything is a process, including a project, so I did try to include that as well.
The Way
Taoists believe that all people have a natural reverence for the single principle and they therefore like processes which obey the single principle. The principle and the process form a partnership which can take an infinite variety of forms and, as we all know in project management, no two projects are ever the same.
Poor project managers try to force things to happen their way but they do not benefit from it and are therefore perceived to be poor project managers. This partnership between principle and process is the first fact of life and forms the bedrock of our work as project managers.
All things arise from the Tao.
They are nourished by virtue.
They are formed from matter.
They are shaped by circumstances.
Thus the ten thousand things respect Tao and value virtue.
Respect of Tao and honor of virtue are not commanded,
They happen naturally.
Thus all things arise from Tao.
By virtue they are nourished,
Developed, cared for,
Sheltered from harm.
Creating without claiming ownership,
Doing without taking credit,
Guiding without interfering,
This one might speak of as the primal virtue.
Friday, January 24, 2014
50: A Matter of Life and Death
The Project
Just finished the second draft of “Project Program and Portfolio Management in easy steps” and it is currently being checked by my better half (who has an uncanny knack of spotting my punctuation mistakes). She is also checking that it is understandable to a non-technical business manager. Once that’s done I will be asking for some peer reviews from some technical colleagues. Am I worried?
Some people fear life, some fear death and some waver between them. Lao Tzu tells us that each of these three groups represents thirty percent of people. Applying this to project management we could say that fear of failure and apprehension about success, together with wavering between them causes tension. This in turn causes people to make mistakes in critical situations, which can have fatal consequences for the project team.
The Way
The wise project manager represents the ten percent that have the wisdom to accept that these polarities are simple facts and so enjoys the dance of existence. The wise project manager knows that everything comes and goes so there is no point in grasping for or clinging to things. Why worry about what might or might not happen?
A ferocious dog will go for an excited or anxious person, while a conscious and centred person can walk past unharmed. The wise project manager does not worry about success or failure and this freedom keeps him safe from harm.
Between birth and death,
Three in ten are followers of life,
Three in ten are followers of death,
Also three in ten are of a nature,
Which actively leads to death.
Why is this so?
Because they live a substantial life.
It is said that he who has a good grip on life,
Meets no rhinoceros or tiger on his path.
Rhinoceroses can find no place for their horns,
Tigers no place for their claws,
Why is this so?
Because he has no place for death.
Note: In terms of Tao death does not exist, it is just a transition from one state to another.
Just finished the second draft of “Project Program and Portfolio Management in easy steps” and it is currently being checked by my better half (who has an uncanny knack of spotting my punctuation mistakes). She is also checking that it is understandable to a non-technical business manager. Once that’s done I will be asking for some peer reviews from some technical colleagues. Am I worried?
Some people fear life, some fear death and some waver between them. Lao Tzu tells us that each of these three groups represents thirty percent of people. Applying this to project management we could say that fear of failure and apprehension about success, together with wavering between them causes tension. This in turn causes people to make mistakes in critical situations, which can have fatal consequences for the project team.
The Way
The wise project manager represents the ten percent that have the wisdom to accept that these polarities are simple facts and so enjoys the dance of existence. The wise project manager knows that everything comes and goes so there is no point in grasping for or clinging to things. Why worry about what might or might not happen?
A ferocious dog will go for an excited or anxious person, while a conscious and centred person can walk past unharmed. The wise project manager does not worry about success or failure and this freedom keeps him safe from harm.
Between birth and death,
Three in ten are followers of life,
Three in ten are followers of death,
Also three in ten are of a nature,
Which actively leads to death.
Why is this so?
Because they live a substantial life.
It is said that he who has a good grip on life,
Meets no rhinoceros or tiger on his path.
Rhinoceroses can find no place for their horns,
Tigers no place for their claws,
Why is this so?
Because he has no place for death.
Note: In terms of Tao death does not exist, it is just a transition from one state to another.
Friday, January 17, 2014
49: Being Open
The Project
A minor disaster happened last Saturday. I suddenly had a brilliant idea about how to re-work chapter 1, which I wasn’t happy with and went at it hammer and tongs. As always when I’m making substantial changes without any notes, I saved the file regularly. I had almost finished when my latest save produced an unrecoverable error in InDesign and the file was corrupted too. I had to open the corrupted file in a text editor and eventually found the bits of text but in a totally jumbled sequence with lots of control characters (a bit like HTML but without any structure). It took me all of Sunday to get it back together. It didn’t help that I took Saturday afternoon off to watch rugby only for Topsham (my local team) to get thrashed by South Moulton. Unfortunately when you’re working for yourself, you’ve no one to take it out on.
One of my old bosses once told me I should be tougher with people when they failed to deliver but it’s not my way. Some project managers seem to think that being a leader means they have to impose their own value system on their team, but this only leads to resentment. The wise project manager demonstrates leadership by being the servant of the team. Being open and attentive to the needs of others is more effective than being judgmental.
The Way
The wise project manager expects the best of people and they live up to it. The wise project manager may seem to be naive and childlike in this uncritical openness to whatever emerges. But openness is more potent than any system of judgment ever devised.
The sage has no fixed agenda.
He is aware of the needs of others.
I am good to people who are honest.
I am also good to people who are dishonest.
This is true goodness.
I keep faith with people who are sincere.
I also keep faith with people who are insincere.
This is true faithfulness.
The sage dwells in harmony,
His agenda seems confused.
To the sage all are as children.
The term ‘children’ refers to children of the mother (Tao) meaning everyone. To the sage the goodness of any of the children is the same as his own goodness.
A minor disaster happened last Saturday. I suddenly had a brilliant idea about how to re-work chapter 1, which I wasn’t happy with and went at it hammer and tongs. As always when I’m making substantial changes without any notes, I saved the file regularly. I had almost finished when my latest save produced an unrecoverable error in InDesign and the file was corrupted too. I had to open the corrupted file in a text editor and eventually found the bits of text but in a totally jumbled sequence with lots of control characters (a bit like HTML but without any structure). It took me all of Sunday to get it back together. It didn’t help that I took Saturday afternoon off to watch rugby only for Topsham (my local team) to get thrashed by South Moulton. Unfortunately when you’re working for yourself, you’ve no one to take it out on.
One of my old bosses once told me I should be tougher with people when they failed to deliver but it’s not my way. Some project managers seem to think that being a leader means they have to impose their own value system on their team, but this only leads to resentment. The wise project manager demonstrates leadership by being the servant of the team. Being open and attentive to the needs of others is more effective than being judgmental.
The Way
The wise project manager expects the best of people and they live up to it. The wise project manager may seem to be naive and childlike in this uncritical openness to whatever emerges. But openness is more potent than any system of judgment ever devised.
The sage has no fixed agenda.
He is aware of the needs of others.
I am good to people who are honest.
I am also good to people who are dishonest.
This is true goodness.
I keep faith with people who are sincere.
I also keep faith with people who are insincere.
This is true faithfulness.
The sage dwells in harmony,
His agenda seems confused.
To the sage all are as children.
The term ‘children’ refers to children of the mother (Tao) meaning everyone. To the sage the goodness of any of the children is the same as his own goodness.
Friday, January 10, 2014
48: Unclutter Your Mind
The Project
Having finished the first draft of “Project Program and Portfolio Management in easy steps” it was back to the beginning again this week. I think I’ve got chapter one almost right except for the two pages about methodology, somehow it seems a bit heavy for the introduction. I think I’ll end up trying to make it a lot less heavy.
Project methodologies, tools and guidelines have their place in the scheme of things, but they are just aids to project management, not a solution. I worked at a company in Jersey that sent every member of their IT department on a PRINCE2 course. The net result was that every one of them thought they knew how to run a project, when all they really knew was PRINCE2. The interesting thing is that they didn’t understand the difference.
The Way
The wise project manager understands the purpose of methodologies, tools and techniques and knows if and when to use them, but he allows them to fade into the background. He is following a process of uncluttering his mind and simplifying his work. As he relies less on knowing what he should do, his work becomes more powerful. His consciousness is far more potent than any methodology. By giving up trying to do the right thing, the project manager and the team will become far more fruitful.
In the pursuit of learning,
Every day something is added.
In the practice of the Tao,
Every day something is dropped.
Less and less is done
Until non-action is achieved.
When nothing is done,
Nothing remains undone.
True mastery is gained,
By letting things take their course,
Not by interfering.
Having finished the first draft of “Project Program and Portfolio Management in easy steps” it was back to the beginning again this week. I think I’ve got chapter one almost right except for the two pages about methodology, somehow it seems a bit heavy for the introduction. I think I’ll end up trying to make it a lot less heavy.
Project methodologies, tools and guidelines have their place in the scheme of things, but they are just aids to project management, not a solution. I worked at a company in Jersey that sent every member of their IT department on a PRINCE2 course. The net result was that every one of them thought they knew how to run a project, when all they really knew was PRINCE2. The interesting thing is that they didn’t understand the difference.
The Way
The wise project manager understands the purpose of methodologies, tools and techniques and knows if and when to use them, but he allows them to fade into the background. He is following a process of uncluttering his mind and simplifying his work. As he relies less on knowing what he should do, his work becomes more powerful. His consciousness is far more potent than any methodology. By giving up trying to do the right thing, the project manager and the team will become far more fruitful.
In the pursuit of learning,
Every day something is added.
In the practice of the Tao,
Every day something is dropped.
Less and less is done
Until non-action is achieved.
When nothing is done,
Nothing remains undone.
True mastery is gained,
By letting things take their course,
Not by interfering.
Friday, January 03, 2014
47: Right Here, Right Now
The Project
I am onto the final chapter now, the action plan and road map for implementing Project, Program and Portfolio Management. It’s not quite into easy steps yet but that’s my next task. At the moment I think it is going OK but will wait for the peer reviews.
There are many ways of plotting or measuring how well a project is performing. The Gantt chart is probably the one that most people are familiar with, it is simple and as they say, every picture tells a story. Burndown charts are seen as a core element of agile project management. My own preference is for a simple deliverable checklist (or function list) with the planned and actual completion dates. But these tools only tell you what has already happened.
The Way
The poor project manager may use complex calculations and charts but will only confuse the team about what is actually happening. The wise project manager is aware of what is happening on the project in the here and now. By staying in the present and being aware of what is happening, the wise project manager can do less yet still achieve more.
Without going outside,
You may understand the order of things.
Without looking through the window,
You may see the way of things.
To go far, is to know less.
Thus the sage knows without going,
Sees without looking,
Accomplishes without motive.
I am onto the final chapter now, the action plan and road map for implementing Project, Program and Portfolio Management. It’s not quite into easy steps yet but that’s my next task. At the moment I think it is going OK but will wait for the peer reviews.
There are many ways of plotting or measuring how well a project is performing. The Gantt chart is probably the one that most people are familiar with, it is simple and as they say, every picture tells a story. Burndown charts are seen as a core element of agile project management. My own preference is for a simple deliverable checklist (or function list) with the planned and actual completion dates. But these tools only tell you what has already happened.
The Way
The poor project manager may use complex calculations and charts but will only confuse the team about what is actually happening. The wise project manager is aware of what is happening on the project in the here and now. By staying in the present and being aware of what is happening, the wise project manager can do less yet still achieve more.
Without going outside,
You may understand the order of things.
Without looking through the window,
You may see the way of things.
To go far, is to know less.
Thus the sage knows without going,
Sees without looking,
Accomplishes without motive.
Friday, December 27, 2013
46: No Win/No Lose
The Project
I finally managed to finish chapter 9, it’s been a struggle but like they say there is no gain without pain.
It’s good to have a happy project team as it tells you that things are going well. But there will always be conflicts of opinion in the team, that’s only right and natural. There is no point in the project manager trying to stamp these out, as they actually create energies which are creative forces. Many times a spark of genius or a great idea will evolve from heated discussion about the different ways of doing something.
But a poorly run project can look like a battlefield. If the project manager loses sight of how things happen, differences of opinion will turn into quarrels which can begin to devastate the team. This all comes down to the project manager’s attitude. Wanting to be right will blind people to the real work of the project.
The Way
There should be no personal wins and no personal losses in project team work. The wise project manager knows that it is important to be content with what is actually happening and not get worked up about what might or might not happen. The only thing that matters is the team. If the project manager nurtures the team they will be successful.
When the Tao is in the universe,
The horses haul manure.
When the Tao is absent from the universe,
War horses are kept near the city.
There is no greater calamity than greed,
No greater misfortune than avarice.
So he who knows that enough is enough,
Will always have enough.
I finally managed to finish chapter 9, it’s been a struggle but like they say there is no gain without pain.
It’s good to have a happy project team as it tells you that things are going well. But there will always be conflicts of opinion in the team, that’s only right and natural. There is no point in the project manager trying to stamp these out, as they actually create energies which are creative forces. Many times a spark of genius or a great idea will evolve from heated discussion about the different ways of doing something.
But a poorly run project can look like a battlefield. If the project manager loses sight of how things happen, differences of opinion will turn into quarrels which can begin to devastate the team. This all comes down to the project manager’s attitude. Wanting to be right will blind people to the real work of the project.
The Way
There should be no personal wins and no personal losses in project team work. The wise project manager knows that it is important to be content with what is actually happening and not get worked up about what might or might not happen. The only thing that matters is the team. If the project manager nurtures the team they will be successful.
When the Tao is in the universe,
The horses haul manure.
When the Tao is absent from the universe,
War horses are kept near the city.
There is no greater calamity than greed,
No greater misfortune than avarice.
So he who knows that enough is enough,
Will always have enough.
Friday, December 20, 2013
45: Appearing Foolish
The Project
I’m onto chapter nine (Managing a Portfolio) and it is quite hard work making it non repetitive and interesting but I continue to slog away at it. I’m trying to make it as simple as possible at the risk of appearing foolish!
Some project managers like to be seen as experts on everything and they are always ready to give their views on the right way to do something, regardless of how little they actually know about it.
The Way
The wise project manager tries to keep things simple and when he speaks it is often to say something obvious and it can sound simple. Because what he says is also honest it may seem perplexing. The project manager’s stillness may even appear to be foolishness. But the project manager’s stillness overcomes the team’s agitation. The project manager’s consciousness is his primary tool and this is what gets things done.
Great perfection seems defective,
Yet its function is not spoiled.
Great abundance seems agitated,
Yet it cannot be exhausted.
Great straightness seems crooked.
Great dexterity seems clumsy.
Great eloquence seems awkward.
Purity and stillness set things in order in the universe.
I’m onto chapter nine (Managing a Portfolio) and it is quite hard work making it non repetitive and interesting but I continue to slog away at it. I’m trying to make it as simple as possible at the risk of appearing foolish!
Some project managers like to be seen as experts on everything and they are always ready to give their views on the right way to do something, regardless of how little they actually know about it.
The Way
The wise project manager tries to keep things simple and when he speaks it is often to say something obvious and it can sound simple. Because what he says is also honest it may seem perplexing. The project manager’s stillness may even appear to be foolishness. But the project manager’s stillness overcomes the team’s agitation. The project manager’s consciousness is his primary tool and this is what gets things done.
Great perfection seems defective,
Yet its function is not spoiled.
Great abundance seems agitated,
Yet it cannot be exhausted.
Great straightness seems crooked.
Great dexterity seems clumsy.
Great eloquence seems awkward.
Purity and stillness set things in order in the universe.
Friday, December 13, 2013
44: Owning or Owned
The Project
I'm into implementing portfolio management now (chapter eight) and it’s difficult not repeating stuff in implementing program management as there is so much overlap. But I’ll just get it all down on paper and then try and differentiate a bit. Sometimes I wonder why I do it but it’s like deciding to become a project manager, it seemed like a good idea at the time. There’s probably as many reasons for becoming a project manager as there are project managers.
Good project managers do it because they enjoy managing projects and bringing change to their organizations. Wise project managers also want to develop the people on their project teams to make them more effective and develop themselves so they become better people. However some project managers just do it in order to get ahead and earn more money.
The Way
The problem with owning a lot is that the more you have the more you have to look after. The poor man doesn’t need to lock his door; the rich man has to live in a gated enclosure surrounded by security. The more you have, the more you have to lose. Is that owning things or being owned by them? The wise project manager knows that giving up things will make him truly richer. Be still and discover your inner security.
Reputation or oneself, which matters more?
Wealth or happiness, which is more valuable?
Success or failure, which is worse?
Great attachment will lead to great waste.
Excessive hoarding will lead to heavy loss.
A contented man avoids disgrace.
Friday, December 06, 2013
43: Gentle Intervention
The Project
I have just finished chapter 6 (implementing program management) but had to go back and make a few changes to earlier chapters to keep everything consistent. Just starting on chapter 7 (managing a program) and I’ll end up having to make changes to chapter 6 so I don’t duplicate anything. There’s a nice symmetry to all this.
Many things can cause conflicts on a project: schedules, budgets, technical opinions and administrative procedures to name but a few. The project manager has to deal with these conflicts to keep the project on track and I have known some project managers that take the approach of confronting problems head on.
The Way
The wise project manager takes a more gentle approach. If there is a problem, he tries to identify the cause of the difficulty. If someone is being difficult, the wise project manager is assertive about the issue but does not over-react. He is gentle with them and explains what he wants to achieve. But if that doesn’t work, he still does not over-react, he steps back and yields knowing that their resistance will relax. The wise project manager realises how much how little can achieve.
The softest thing in the universe,
Overcomes the hardest.
That which has no substance,
Can penetrate where there is no space.
I thus understand the value of being motiveless.
Teaching without words.
I have just finished chapter 6 (implementing program management) but had to go back and make a few changes to earlier chapters to keep everything consistent. Just starting on chapter 7 (managing a program) and I’ll end up having to make changes to chapter 6 so I don’t duplicate anything. There’s a nice symmetry to all this.
Many things can cause conflicts on a project: schedules, budgets, technical opinions and administrative procedures to name but a few. The project manager has to deal with these conflicts to keep the project on track and I have known some project managers that take the approach of confronting problems head on.
The Way
The wise project manager takes a more gentle approach. If there is a problem, he tries to identify the cause of the difficulty. If someone is being difficult, the wise project manager is assertive about the issue but does not over-react. He is gentle with them and explains what he wants to achieve. But if that doesn’t work, he still does not over-react, he steps back and yields knowing that their resistance will relax. The wise project manager realises how much how little can achieve.
The softest thing in the universe,
Overcomes the hardest.
That which has no substance,
Can penetrate where there is no space.
I thus understand the value of being motiveless.
Teaching without words.
Friday, November 29, 2013
42: Creative Energy
I really needed some creative energy today as I’m going round in circles with chapter six (implementing program management) and can’t figure out how to phrase things. Gave up and went down to The Bridge Inn for a pint of Yellowhammer before lunch and the problem is diminished – I’m taking the afternoon off and forgetting about it!
Creativity in projects often comes from the interaction between opposites. If everyone on the project is in total harmony and agreement things will be very peaceful but there will be no spark. Getting the team round a table and discussing an issue or a challenge can often lead to sparks flying but that can prove to be a very creative process.
A poor project manager will try to force others to do what they want and will ultimately be undone by it. The wise project manager acts in a facilitation role rather than trying to drive the team.
The Way
In order to lead the wise project manager learns how to follow. In order to prosper the wise project manager learns to run the project simply. The natural balance of nature and of the team will ensure the right outcome. Follow others, live simply and encourage the creativity of the team.
Men dislike that which is helpless, insignificant or bad,
But this is how kings and lords describe themselves.
When things diminish, they will increase.
When things increase, they will diminish.
What the ancients taught, I will also teach.
That which is strong has no control over its death.
This will be the basis of my teaching.
Creativity in projects often comes from the interaction between opposites. If everyone on the project is in total harmony and agreement things will be very peaceful but there will be no spark. Getting the team round a table and discussing an issue or a challenge can often lead to sparks flying but that can prove to be a very creative process.
A poor project manager will try to force others to do what they want and will ultimately be undone by it. The wise project manager acts in a facilitation role rather than trying to drive the team.
The Way
In order to lead the wise project manager learns how to follow. In order to prosper the wise project manager learns to run the project simply. The natural balance of nature and of the team will ensure the right outcome. Follow others, live simply and encourage the creativity of the team.
Men dislike that which is helpless, insignificant or bad,
But this is how kings and lords describe themselves.
When things diminish, they will increase.
When things increase, they will diminish.
What the ancients taught, I will also teach.
That which is strong has no control over its death.
This will be the basis of my teaching.
Friday, November 22, 2013
41: Disturbing Wisdom
The Project
Nearly finished chapter 4 (Portfolio Management) but I’m struggling to create a yin and yang graphic to illustrate the portfolio life cycle. I’ve created the basic shape with one large and two small circles and made the two small circles black and white but I can’t work out how to make the other two segments black and white. If anyone out there knows how to create a smooth curved vector or how to flood fill a segment of two overlapping objects in InDesign please help!
Things happen on a project and it is important that the project manager finds out how and why. The wise project manager finds out and acts accordingly. The poor project manager, even if they do manage to find out, dismisses it as nonsense. The poor project manager thinks kindness is weakness and selflessness is not the way to get ahead.
The Way
People who do not see how things happen are sceptical about the wise project manager’s behaviour. Because his motives are obscure he is hard to figure out. It is not easy to understand a person whose foundation is invisible. But this is the way things happen.
The best scholar hears of the Tao,
And practices it diligently.
The average scholar hears of the Tao,
And sometimes practices it and sometimes not.
The foolish scholar hears of the Tao,
And ridicules it.
Nearly finished chapter 4 (Portfolio Management) but I’m struggling to create a yin and yang graphic to illustrate the portfolio life cycle. I’ve created the basic shape with one large and two small circles and made the two small circles black and white but I can’t work out how to make the other two segments black and white. If anyone out there knows how to create a smooth curved vector or how to flood fill a segment of two overlapping objects in InDesign please help!
Things happen on a project and it is important that the project manager finds out how and why. The wise project manager finds out and acts accordingly. The poor project manager, even if they do manage to find out, dismisses it as nonsense. The poor project manager thinks kindness is weakness and selflessness is not the way to get ahead.
The Way
People who do not see how things happen are sceptical about the wise project manager’s behaviour. Because his motives are obscure he is hard to figure out. It is not easy to understand a person whose foundation is invisible. But this is the way things happen.
The best scholar hears of the Tao,
And practices it diligently.
The average scholar hears of the Tao,
And sometimes practices it and sometimes not.
The foolish scholar hears of the Tao,
And ridicules it.
Friday, November 15, 2013
40: Meditation
The Project
I've now received the new templates from the publishers and started typesetting the first couple of chapters of "Project Program and Portfolio Management in easy steps". The new layout looks good. It's due for publication next March so I've plenty of time but it's a big subject to cover in easy steps. Working largely on my own these days I sometimes forget about taking a break when I'm in the middle of a interesting topic but I usually find a little time for meditation at least once a day.
Meditation requires peace and quiet but in the hurly-burly of project life there are very few moments like that. We do need these moments of tranquility to slow down, take stock and re-charge our batteries. But how does a project manager use them?
The poor project manager worries about what is happening or not happening on their project, frets about what else might go wrong and gets angry at life and the world for their problems.
The Way
The wise project manager uses the time to meditate calmly, returning to his inner self and becoming silent. Through meditation we can start to understand the process and through understanding the process we can begin to understand the principle. This is the way things happen so we begin to understand what is happening on the project.
Returning is the movement of the Tao.
Yielding is the way of the Tao.
The ten thousand things are born of being.
Being is born of not being.
I've now received the new templates from the publishers and started typesetting the first couple of chapters of "Project Program and Portfolio Management in easy steps". The new layout looks good. It's due for publication next March so I've plenty of time but it's a big subject to cover in easy steps. Working largely on my own these days I sometimes forget about taking a break when I'm in the middle of a interesting topic but I usually find a little time for meditation at least once a day.
Meditation requires peace and quiet but in the hurly-burly of project life there are very few moments like that. We do need these moments of tranquility to slow down, take stock and re-charge our batteries. But how does a project manager use them?
The poor project manager worries about what is happening or not happening on their project, frets about what else might go wrong and gets angry at life and the world for their problems.
The Way
The wise project manager uses the time to meditate calmly, returning to his inner self and becoming silent. Through meditation we can start to understand the process and through understanding the process we can begin to understand the principle. This is the way things happen so we begin to understand what is happening on the project.
Returning is the movement of the Tao.
Yielding is the way of the Tao.
The ten thousand things are born of being.
Being is born of not being.
Friday, November 08, 2013
39: The Root of Things
Project Program and Portfolio Management
I am well into writing chapter six now (Implementing Program Management) and it is all starting to fall into place quite nicely. It’s interesting how much the Capability Maturity Model features (something I spent a lot of time promoting back in my working days) and how critical having at the very least a well-established Project Office in place before moving into Program Management. It really is the root of project, program and portfolio management maturity.
Sometimes when things start to get difficult on a project it is tempting to abandon the way. But when we try to interfere with nature, nothing works right. Things start to go wrong, the project team becomes disillusioned and the project ends up failing.
The Way
Success comes through cooperation and providing a service to others. The wise project manager nurtures the team, cooperates with them and is their servant, this is true leadership. Potency comes from knowing what is happening and acting accordingly. Freedom comes from obedience to the natural order. This way the project progresses, the team is happy and the project is in harmony with nature.
If the sky was not pure it would split open,
If the earth was not tranquil it would erupt,
If the spirits were not spiritual they would vanish,
If the valley was not abundance it would wither,
If the ten thousand things were not alive they would be extinct,
If the rulers did not lead they would be toppled.
Therefore cheap is the root of expensive,
Low is the root of high.
Do not wish to be shiny like jade,
Be dull like a rock.
I am well into writing chapter six now (Implementing Program Management) and it is all starting to fall into place quite nicely. It’s interesting how much the Capability Maturity Model features (something I spent a lot of time promoting back in my working days) and how critical having at the very least a well-established Project Office in place before moving into Program Management. It really is the root of project, program and portfolio management maturity.
Sometimes when things start to get difficult on a project it is tempting to abandon the way. But when we try to interfere with nature, nothing works right. Things start to go wrong, the project team becomes disillusioned and the project ends up failing.
The Way
Success comes through cooperation and providing a service to others. The wise project manager nurtures the team, cooperates with them and is their servant, this is true leadership. Potency comes from knowing what is happening and acting accordingly. Freedom comes from obedience to the natural order. This way the project progresses, the team is happy and the project is in harmony with nature.
If the sky was not pure it would split open,
If the earth was not tranquil it would erupt,
If the spirits were not spiritual they would vanish,
If the valley was not abundance it would wither,
If the ten thousand things were not alive they would be extinct,
If the rulers did not lead they would be toppled.
Therefore cheap is the root of expensive,
Low is the root of high.
Do not wish to be shiny like jade,
Be dull like a rock.
Friday, November 01, 2013
38: Virtuous Leadership
The Project
I’ve got the material for the first four chapters of “Project Program and Portfolio Management in easy steps” ready now: Introduction plus one chapter on each of Projects, Programs and Portfolios. I’ve roughly worked out what the remaining chapters will be about but they will probably change a bit as I work through them. I’ve sent the publishers a synopsis so hopefully they will get some positive feedback from their main customers.
Back in the days when I used to run project management courses, I used an exercise to get the delegates to describe the characteristics of the most effective and ineffective managers they had ever known. I would write their positive and negative characteristics on two flip charts and some of the negative flip charts we produced were hilarious if not scurrilous.
The Way
Poor project managers may try to behave in what they think is the ‘right way’ for a project manager to behave. They act busy but never seem to achieve anything. The wise project manager is aware of what is happening in the team and acts accordingly. He doesn’t try to do anything, he just does the right thing.
True goodness is not virtuous,
Because it has virtue.
A foolish person tries to be good,
Therefore has no virtue.
The sage does nothing,
Yet leaves nothing undone.
A foolish man is always doing,
Yet much remains to be done.
I’ve got the material for the first four chapters of “Project Program and Portfolio Management in easy steps” ready now: Introduction plus one chapter on each of Projects, Programs and Portfolios. I’ve roughly worked out what the remaining chapters will be about but they will probably change a bit as I work through them. I’ve sent the publishers a synopsis so hopefully they will get some positive feedback from their main customers.
Back in the days when I used to run project management courses, I used an exercise to get the delegates to describe the characteristics of the most effective and ineffective managers they had ever known. I would write their positive and negative characteristics on two flip charts and some of the negative flip charts we produced were hilarious if not scurrilous.
The Way
Poor project managers may try to behave in what they think is the ‘right way’ for a project manager to behave. They act busy but never seem to achieve anything. The wise project manager is aware of what is happening in the team and acts accordingly. He doesn’t try to do anything, he just does the right thing.
True goodness is not virtuous,
Because it has virtue.
A foolish person tries to be good,
Therefore has no virtue.
The sage does nothing,
Yet leaves nothing undone.
A foolish man is always doing,
Yet much remains to be done.
Friday, October 25, 2013
37: Doing Little
The Project
I am now well into the new book “Project Program and Portfolio Management in easy steps”. I’ve got the material together for the introduction and the first three chapters. Still a lot more to get together before I can start turning it into easy steps. It’s been quite a hard week so I smiled when I saw my topic for today.
Many years ago I coined the phrase “constructive laziness” to describe my approach to work, which some people find difficult to understand. I don’t always take the easiest option but I do take the option that will require the least effort in the long run. So it sometimes appears to people that I do very little. They are of course absolutely right; I do as little as possible.
The Way
Some people get confused when a project manager appears to be doing very little and yet things still seem to get done. But the wise project manager knows that is how things work. The Tao does nothing, yet everything gets done.
The poor project manager appears to be too busy, always rushing about so nothing actually gets done. When the wise project manager finds himself getting too busy, he takes a step back, returns to selfless silence and centers himself. Being centered creates order and when there is order, there is little to do.
Tao abides in non-action,
Yet nothing is left undone.
When kings are able to conform to this,
The ten thousand things will develop naturally.
I am now well into the new book “Project Program and Portfolio Management in easy steps”. I’ve got the material together for the introduction and the first three chapters. Still a lot more to get together before I can start turning it into easy steps. It’s been quite a hard week so I smiled when I saw my topic for today.
Many years ago I coined the phrase “constructive laziness” to describe my approach to work, which some people find difficult to understand. I don’t always take the easiest option but I do take the option that will require the least effort in the long run. So it sometimes appears to people that I do very little. They are of course absolutely right; I do as little as possible.
The Way
Some people get confused when a project manager appears to be doing very little and yet things still seem to get done. But the wise project manager knows that is how things work. The Tao does nothing, yet everything gets done.
The poor project manager appears to be too busy, always rushing about so nothing actually gets done. When the wise project manager finds himself getting too busy, he takes a step back, returns to selfless silence and centers himself. Being centered creates order and when there is order, there is little to do.
Tao abides in non-action,
Yet nothing is left undone.
When kings are able to conform to this,
The ten thousand things will develop naturally.
Friday, October 18, 2013
PMI Netherlands Summit 2014
Inspiring Project, Program and Portfolio Management
The thin line between project failure and project success
I have again been invited to join the PMI Netherlands Summit in June 2014 as part of their blogging team and hope that I can make it this year. I was particularly pleased to see that the theme is “Inspiring Project, Program and Portfolio Management” as I have just started work on a new book “Project Program and Portfolio Management in easy steps” for my usual publishers.
PMI have issued a call for papers, so if you are interested check out the details on their web site (see below) and submit your paper before November 11th 2013.
Not interested in presenting, but interested in visiting the Summit on June 12th 2014, then take advantage of their Early Bird Discount. See the web site at:
www.pmi-netherlands-summit.com
And I hope to see you there.
The thin line between project failure and project success
I have again been invited to join the PMI Netherlands Summit in June 2014 as part of their blogging team and hope that I can make it this year. I was particularly pleased to see that the theme is “Inspiring Project, Program and Portfolio Management” as I have just started work on a new book “Project Program and Portfolio Management in easy steps” for my usual publishers.
PMI have issued a call for papers, so if you are interested check out the details on their web site (see below) and submit your paper before November 11th 2013.
Not interested in presenting, but interested in visiting the Summit on June 12th 2014, then take advantage of their Early Bird Discount. See the web site at:
www.pmi-netherlands-summit.com
And I hope to see you there.
Friday, October 11, 2013
36: Subtle Insight
Just heard from my publisher at the Frankfurt Book Fair, there does seem to be sufficient interest in Project Program and Portfolio Management (P3M) so that’s my next project up and running again.
As we get further into a project it is not unusual to find out that we don’t have enough human resources or budget to achieve everything that we would like to accomplish. A poor project manager might try and push the team to achieve more that they are capable of and they will probably fail. A wise project manager will work out the available options and take them to the business for a decision on which to take.
The Way
The wise project manager knows that if he wishes to prosper he needs to be generous. Pushy, bullying project managers often have disastrous projects. As they say: be nice to people on the way up as you are likely to meet them again on the way back down. The quiet project manager will be successful.
Strength ensured,
Weakening may be considered.
Prosperity ensured,
Ruin may be considered.
Possession ensured,
Theft may be considered.
This might be called a subtle insight.
Weakness conquers strength.
And a country’s weapons,
Should be hidden from the people.
“The Way of the Project Manager” by John Carroll (ISBN 978-1481076111), is published by CreateSpace and available from Amazon in hard copy and on Amazon Kindle.
As we get further into a project it is not unusual to find out that we don’t have enough human resources or budget to achieve everything that we would like to accomplish. A poor project manager might try and push the team to achieve more that they are capable of and they will probably fail. A wise project manager will work out the available options and take them to the business for a decision on which to take.
The Way
The wise project manager knows that if he wishes to prosper he needs to be generous. Pushy, bullying project managers often have disastrous projects. As they say: be nice to people on the way up as you are likely to meet them again on the way back down. The quiet project manager will be successful.
Strength ensured,
Weakening may be considered.
Prosperity ensured,
Ruin may be considered.
Possession ensured,
Theft may be considered.
This might be called a subtle insight.
Weakness conquers strength.
And a country’s weapons,
Should be hidden from the people.
“The Way of the Project Manager” by John Carroll (ISBN 978-1481076111), is published by CreateSpace and available from Amazon in hard copy and on Amazon Kindle.
Friday, October 04, 2013
35: Keep It Simple
Last week I took part in a mass Flash blog where 70 project management bloggers simultaneously blogged on “What Project Management Means to Me”. Some of the blogs were pretty good and if you want to take a look at them there is a link at the end of my previous blog.
As a project manager I always tried to keep things simple. Yes I had a detailed project schedule for myself but I create a simplified high-level version for the project stakeholders and extract detailed deliverables lists (features lists in agile projects) for the project team to work from. Keeping things simple means they are easy to follow.
The Way
The good project manager stays with the single principle and understands the team process. He keeps away from chaos and conflicts. He keeps things simple and clear for the team and so the work of the team progresses smoothly and, when the project ends, the team are in good spirits and say “we did it”.
Hold the great image,
All under heaven will come.
They come without harm,
In happiness and peace.
Trying to describe the Tao, insipid!
Look, it cannot be seen.
Listen, it cannot be heard.
Use cannot exhaust it.
“The Way of the Project Manager” by John Carroll (ISBN 978-1481076111), is published by CreateSpace and available from Amazon in hard copy and on Amazon Kindle.
As a project manager I always tried to keep things simple. Yes I had a detailed project schedule for myself but I create a simplified high-level version for the project stakeholders and extract detailed deliverables lists (features lists in agile projects) for the project team to work from. Keeping things simple means they are easy to follow.
The Way
The good project manager stays with the single principle and understands the team process. He keeps away from chaos and conflicts. He keeps things simple and clear for the team and so the work of the team progresses smoothly and, when the project ends, the team are in good spirits and say “we did it”.
Hold the great image,
All under heaven will come.
They come without harm,
In happiness and peace.
Trying to describe the Tao, insipid!
Look, it cannot be seen.
Listen, it cannot be heard.
Use cannot exhaust it.
“The Way of the Project Manager” by John Carroll (ISBN 978-1481076111), is published by CreateSpace and available from Amazon in hard copy and on Amazon Kindle.
Tuesday, September 24, 2013
What does project management mean to me?
What
does project management mean to me?
Over the years I have thought more and more about this question. I don’t know if I have a definitive answer yet but I am moving closer to it with each week’s blog.
Many years ago, when I was first made a project manager, I had absolutely no idea how to go about it. The fact that I had previously worked for some poor project managers had taught me a few things I should not do, such as alienating the team members and trying to do everything myself. There wasn’t much around by way of training courses back then and we were expected to learn as we went along. So I did my best and naturally made quite a few mistakes, but on the whole more things worked out right than wrong. Maybe I was just lucky.
With advancing years and experience I have realized that good project managers have a basic understanding of how things work. When I say things, I mean everything, people and processes included. But while much has been written on the ‘what’ of project management, from the lofty heights of PRINCE2 and the PM-BOK to my own humble efforts in “Effective Project Management in easy steps” and “Agile Project Management in easy steps”, little has been written on the how of project management. For this reason I first started this blog about five years ago to try and record how things happened on my and other people’s projects and in life generally.
Because of an interest in Taoist philosophy, I decided to look at how a wise project manager goes about ensuring the success of a project. From this I soon found that what mattered to me was the soft (or people) skills of project management together with an understanding of how things happen. From my own experience of running training courses I realized that the way cannot be taught, it can only be understood or known. So the blog and the book I published based on it “The Way of the Project Manager” is based on my observations of how things have happened in real projects and in life, set against the background of the thoughts and advice of Lao Tzu.
So to return to the question of what project management mean to me, it means wise project management. The wise project manager starts with no expectations and observes how things unfold. He concentrates on the deliverables and not the tasks of producing them. He is aware of processes but not driven by them. He concentrates on the team having what they need to produce their deliverables and protects them from outside interference. He is a facilitator and does not interfere because he trusts the team.
The wise project manager does not try and take credit, he gives credit to the team. He put the good of the team ahead of his own good. Like water flowing, he takes the path of least resistance. He stays aware of what is happening on the project by being silent and listening. He stays calm by being centered and grounded.
The wise project manager ensures the success of his projects by listening to all the project stakeholders. He concentrates on the here and now, not what has happened in the past, or what might happen in the future. He is considerate, courteous and knows how to yield gracefully and is therefore enlightened. If he has problems he tries softer not harder.
The wise project manager appears to do little, yet achieves much. He always stays flexible. He shares his knowledge and understanding with the team, thus making the team stronger. He is simple, humble and does not pretend to know things he doesn’t. He has no hidden motives and always tries to keep things simple.
Finally the wise project manager does not try to claim success, he encourages others to be successful and takes pleasure in their success. He expects the best of people and is usually rewarded for it. Finally in my own words, but expressed in the style of Lao Tzu:
The Way is not complex.
Follow the simplest path for it is The Way.
Be open with your team and they will be open with you.
Be one with the universe and the universe will be one with you.
The wise project manager is humble, he knows the team does the work.
He respects and acknowledges the team and they in turn respect and acknowledge him.
The poor project manager seeks fame, the wise project manager seeks inner peace.
With fame come problems, with inner peace comes understanding.
The poor project manager worries about what to do next.
The wise project manager relishes not doing, when nothing needs to be done.
Do little, for this is the way of the project manager.
John Carroll
Mallorca, Spain
P.S. This post is published as part of a first ever project management
related global blogging initiative to publish a post on a common theme at
exactly the same time. Seventy four (74!) bloggers from Australia, Canada,
Colombia, Denmark, France, Italy, Mexico, Netherlands, Poland, Portugal,
Singapore, South Africa, Spain, UK and the USA have committed to make a
blogging contribution and the fruit of their labour is now (literally NOW)
available all over the web. The complete list of all participating blogs is
found here <http://list.ly/list/7Or-pmflashblog-contributors?> so please go
and check them out!
Over the years I have thought more and more about this question. I don’t know if I have a definitive answer yet but I am moving closer to it with each week’s blog.
Many years ago, when I was first made a project manager, I had absolutely no idea how to go about it. The fact that I had previously worked for some poor project managers had taught me a few things I should not do, such as alienating the team members and trying to do everything myself. There wasn’t much around by way of training courses back then and we were expected to learn as we went along. So I did my best and naturally made quite a few mistakes, but on the whole more things worked out right than wrong. Maybe I was just lucky.
With advancing years and experience I have realized that good project managers have a basic understanding of how things work. When I say things, I mean everything, people and processes included. But while much has been written on the ‘what’ of project management, from the lofty heights of PRINCE2 and the PM-BOK to my own humble efforts in “Effective Project Management in easy steps” and “Agile Project Management in easy steps”, little has been written on the how of project management. For this reason I first started this blog about five years ago to try and record how things happened on my and other people’s projects and in life generally.
Because of an interest in Taoist philosophy, I decided to look at how a wise project manager goes about ensuring the success of a project. From this I soon found that what mattered to me was the soft (or people) skills of project management together with an understanding of how things happen. From my own experience of running training courses I realized that the way cannot be taught, it can only be understood or known. So the blog and the book I published based on it “The Way of the Project Manager” is based on my observations of how things have happened in real projects and in life, set against the background of the thoughts and advice of Lao Tzu.
So to return to the question of what project management mean to me, it means wise project management. The wise project manager starts with no expectations and observes how things unfold. He concentrates on the deliverables and not the tasks of producing them. He is aware of processes but not driven by them. He concentrates on the team having what they need to produce their deliverables and protects them from outside interference. He is a facilitator and does not interfere because he trusts the team.
The wise project manager does not try and take credit, he gives credit to the team. He put the good of the team ahead of his own good. Like water flowing, he takes the path of least resistance. He stays aware of what is happening on the project by being silent and listening. He stays calm by being centered and grounded.
The wise project manager ensures the success of his projects by listening to all the project stakeholders. He concentrates on the here and now, not what has happened in the past, or what might happen in the future. He is considerate, courteous and knows how to yield gracefully and is therefore enlightened. If he has problems he tries softer not harder.
The wise project manager appears to do little, yet achieves much. He always stays flexible. He shares his knowledge and understanding with the team, thus making the team stronger. He is simple, humble and does not pretend to know things he doesn’t. He has no hidden motives and always tries to keep things simple.
Finally the wise project manager does not try to claim success, he encourages others to be successful and takes pleasure in their success. He expects the best of people and is usually rewarded for it. Finally in my own words, but expressed in the style of Lao Tzu:
The Way is not complex.
Follow the simplest path for it is The Way.
Be open with your team and they will be open with you.
Be one with the universe and the universe will be one with you.
The wise project manager is humble, he knows the team does the work.
He respects and acknowledges the team and they in turn respect and acknowledge him.
The poor project manager seeks fame, the wise project manager seeks inner peace.
With fame come problems, with inner peace comes understanding.
The poor project manager worries about what to do next.
The wise project manager relishes not doing, when nothing needs to be done.
Do little, for this is the way of the project manager.
John Carroll
Mallorca, Spain
P.S. This post is published as part of a first ever project management
related global blogging initiative to publish a post on a common theme at
exactly the same time. Seventy four (74!) bloggers from Australia, Canada,
Colombia, Denmark, France, Italy, Mexico, Netherlands, Poland, Portugal,
Singapore, South Africa, Spain, UK and the USA have committed to make a
blogging contribution and the fruit of their labour is now (literally NOW)
available all over the web. The complete list of all participating blogs is
found here <http://list.ly/list/7Or-pmflashblog-contributors?> so please go
and check them out!
Friday, September 13, 2013
34: The Single Principle
Good project managers spend a lot of time communicating with their project stakeholders. Keeping them in the picture by explaining what the project team are doing and listening to them to make sure the project delivers what the business needs. This is very much in line with the single principle.
The Way
The single principle is found everywhere and everything works according to it. You cannot own the single principle and it does not own you. It is great because it is universal and all-inclusive. The way benefits all without return and without prejudice.
The wise project manager follows this principle and does not act selfishly. He works with everyone, not just the people he likes. He does not seek to control people and knows that true leadership is not about winning. He works to create an awareness of what is happening on the project and in the business.
The great Tao flows everywhere,
Both to the left and to the right.
The ten thousand things rely upon it,
But it allows them to act freely.
It achieves its work, but takes no credit.
The ten thousand things return to it,
But it does not rule them.
Can it be named for this greatness?
It does not regard itself as great,
Therefore it can achieve greatness.
“The Way of the Project Manager” by John Carroll (ISBN 978-1481076111), is published by CreateSpace and available from Amazon in hard copy and on Amazon Kindle.
The Way
The single principle is found everywhere and everything works according to it. You cannot own the single principle and it does not own you. It is great because it is universal and all-inclusive. The way benefits all without return and without prejudice.
The wise project manager follows this principle and does not act selfishly. He works with everyone, not just the people he likes. He does not seek to control people and knows that true leadership is not about winning. He works to create an awareness of what is happening on the project and in the business.
The great Tao flows everywhere,
Both to the left and to the right.
The ten thousand things rely upon it,
But it allows them to act freely.
It achieves its work, but takes no credit.
The ten thousand things return to it,
But it does not rule them.
Can it be named for this greatness?
It does not regard itself as great,
Therefore it can achieve greatness.
“The Way of the Project Manager” by John Carroll (ISBN 978-1481076111), is published by CreateSpace and available from Amazon in hard copy and on Amazon Kindle.
Friday, September 06, 2013
33: Enlightenment
Project 2013
Good news this week, Project 2013 in easy steps has now been published. Time to move on to the next two projects: Project Program and Portfolio Management and Sourdough Bread Making. I’ve also been contacted about and agreed to join a mass blog on Sep-25 on ‘What does project management mean to me’ so that’s something to look forward to.
Traditional thinking about project resources has tended to focus on human resources, the members of the project team, which of course includes the project manager himself. But this topic is about the project manager’s inner resources, which is about enlightenment. Understanding how other people behave takes intelligence, but to know ourselves takes enlightenment.
The Way
The poor project manager tries to use force to get the other team members to do what he wants. The wise project manager is content with what he has. He can live simply and enjoy prosperity and free time. When our goals are clear, we can achieve them without fuss.
He who understands others is wise,
He who understands himself is enlightened.
He who masters others has strength,
He who masters himself is strong.
He who stays where he is endures.
He who dies but is not forgotten,
Is long lived.
“The Way of the Project Manager” by John Carroll (ISBN 978-1481076111), is published by CreateSpace and available from Amazon in hard copy and on Amazon Kindle.
Good news this week, Project 2013 in easy steps has now been published. Time to move on to the next two projects: Project Program and Portfolio Management and Sourdough Bread Making. I’ve also been contacted about and agreed to join a mass blog on Sep-25 on ‘What does project management mean to me’ so that’s something to look forward to.
Traditional thinking about project resources has tended to focus on human resources, the members of the project team, which of course includes the project manager himself. But this topic is about the project manager’s inner resources, which is about enlightenment. Understanding how other people behave takes intelligence, but to know ourselves takes enlightenment.
The Way
The poor project manager tries to use force to get the other team members to do what he wants. The wise project manager is content with what he has. He can live simply and enjoy prosperity and free time. When our goals are clear, we can achieve them without fuss.
He who understands others is wise,
He who understands himself is enlightened.
He who masters others has strength,
He who masters himself is strong.
He who stays where he is endures.
He who dies but is not forgotten,
Is long lived.
“The Way of the Project Manager” by John Carroll (ISBN 978-1481076111), is published by CreateSpace and available from Amazon in hard copy and on Amazon Kindle.
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