---

A Teleconference
Series Book

[click for another]

---

Don't miss a posting.
Join over 1095 other people who Subscribe to Reforming Project Management
Enter your email:

powered by Bloglet

---

Spread the word
TELL A FRIEND
Enter friend's e-mail:

---

Search this weblog

---

CoachBlog? Top 25 Business Coaches!

Google News Alerts

< # Blogrollers ? >

< # bostonites ? >

Featured in Seth Godin's
Bull Market 2004

There have been many news stories in the last two weeks announcing fines handed out by OSHA for incidents involving loss of life in construction accidents. I am blown away by how small these fines are. Checking on the OSHA site I've found that these fines are limited by law. Numerous efforts over the years have been made to increase the fines. Each effort is met with strong industry opposition. Here is the schedule of fines from the OSHA publication:

Other-than-Serious

$0 - $1,000

Serious

$1,500 - $7,000

Willful

$5,000 - $70,000

Repeated

up to $70,000

Failure to Abate

$7,000/day

In assessing fines OSHA applies a fine to each non-complying aspect of the jobsite. So there could be 10 other-than-serious violations each carrying a $100 fine totalling $1,000. Adjustments are made to the fines (downward) based on the size of the company.

Have a look at the recent stories in the Construction Safety in the News sideblog on the Safety Everyday page. Tell me what you think about the fines. Is it time for a change?

posted by Hal at 5:18 PM | link  |   |   | Google It!  | Email This  |

Last week's State of the Art of Project Management got quite a bit of interest from readers. I've taken another look at Russell Archibald's report. He's covering the expected territory, but not reaching many useful conclusions. He sticks to describing the situation without making any value judgement along the way. I thought I might offer an annotated version of the paper. Instead, I've decided to offer a far less referenced commentary to spur discussion. So...here's my 2¢.

I'm offering the following assessments in the spirit of reform. I'll not repeat or defend my oft-stated position about uncertainty. By now you all know where I stand. I will offer a few perhaps far-fetched and internally conflicting views. While I can offer an essay on each statement, I prefer to respond to those statements you find most provocative. Please bear with me. I promise I will explain myself.

1. (After-the-fact) project control is not possible. Projects are emergent systems. Each agent in the system needs to be equipped to exert controlling behavior for control to be possible.
2. People are the source of project success.
3. Be careful what you measure; you will certainly get it.We act in accord with our interests. Measurements allow us to choose among alternative actions. And still, each of us will take care of what matters most to us in the moment.
4. Measurements don't matter. We act automatically, indifferent to the measures in place. We lack a mindfulness to choose among actions that address what is best for us in the moment.
5. Customers are both the bane of our existence and the reason for our existence. We are the subject matter experts. They (customers) get to assess how that produces value for them.
6. There is no critical path. Of course I'm not saying that one can't calculate a critical path. Of course you can calculate it. I'm saying that it is not a thing, just a characterization.
7. There is no critical chain. Ditto. But I'll go one step further. The critical chain exists in a condition of unexamined policy and paradigm constraints.
8. Optimization is an illusion. What might be optimal in one moment is no longer optimal in the next moment. Better is the enemy of good enough.
9. Project portfolio management is an excuse not to manage each project. Each project team must be set-up for success.
10. Cost control is no control. Only in-the-moment informed decision-making leads to high value projects.
11. Planning, execution, and control are fabrications that no longer serve any usefulness. It's only when performers are engaged in the organizing of the project that there's a hope for project success.
12. Leadership is everything. Leaders don't matter.

As I re-read this posting before actually posting it, I wondered what ire I might provoke. It's time for me to say what I really think. The emperor has no clothes. Our process mentality towards project management comes up short. Certification that someone knows a body of knowledge has nothing to do with delivering successful projects. Of course, we can create value with the use of traditional PM tools. But why are we settling for less than one success after another? A few companies are producing success after succeess. And with no help from the tradition of project management. Sound off! Please leave a comment for me and the other readers.

One last thought...becoming better users of obsolete tools and approaches won't make for more successful projects. We get to see the failings of the current approach each day as five people die on construction projects. While IT projects have no loss of life, project participants report that over ¾ of the projects fail. We must re-examine our world view. The Underlying Theory of Project Management is Obsolete. [See my notes]

posted by Hal at 11:32 PM | link  |   |   | Google It!  | Email This  |

We need your help. Listeners were so happy with the first conversation with David Schmaltz that Greg Howell and I have decided to book an additional six interviews through the end of the year. Please tell me about books and their authors that you'd like us to interview.

Our focus is on projects and leadership. As you can see from the current listing we're covering a wide selection. Please leave a comment at the end of this posting with your recommendation. If you have contact information, then please share that with me in an email. I'm making no promises, but I'll work hard to make it successful throughout the year.

posted by Hal at 11:28 PM | link  |   |   | Google It!  | Email This  |

I apologize to all my subscribers. Bloglet has been acting up again. On the big day of the Project Leader Studio™ Conversation with Authors teleconference series launch, Bloglet didn't deliver. Aargh! The first session with author David Schmaltz was a big hit. Read what participants said,

"It is amazing how this kind of discussion can so effectively transfer the message as compared to simply reading. A case for project meetings!"
  - Jeff N., Sr. Project Executive

"It was so cool to take an hour out of the day on Thursday and immerse in learning something new!!! This was super...to shut the door, clear the desk, focus on learning something new that was not easy to grasp and pushed the envelope. It was like a mental oasis, a drink of fresh water, a point of light in a fuzzy, fog-filled day. Well worth it."
  - Joe E., Director of Quality

"It was valuable to clarify one's understanding and interpretation of the ideas/concepts/principles presented in the text. The superb and professional manner in which the teleconference was conducted."
  - Tariq A., Professor

"Wow! Great call. Thanks for putting it together. I am excited to hear people talk in this way."
  - Doug B., Manager, Real Estate Investment Management firm

Do check out the previous posting to read the questions and answers from the interview with David Schmaltz and sign-up for the teleconference series if you haven't done so already. Just visit Conversations with Authors. Next up: Embracing Uncertainty: The Essence of Leadership, Feb. 19, 2004.

Also check out the Safety Thursday posting from last week. Kudos to OSHA. Read about it.

posted by Hal at 9:03 PM | link  |   |   | Google It!  | Email This  |

 

Blogroll Me!

Reference Papers

Project Resources

Books

Top Blogs!

Bookmark These Weblogs

Blogroll Me!

Yahoo! Groups

RecipRoll