This point consists of two elements as I see it. (1) Walk the talk, and (2) hold systems accountable.
Walk the Talk
Slogans are phony. The word slogan has a connotation of something that is not real. It sounds like an advertisement, and not something you can really trust in. In a project management organization, it is much better to have published guidelines and a vision that defines your philosophy and practice. Train your project managers and teams on the methodology. Then, let them execute within that framework, and put a system in place so that the practitioners can revise the process and make it better.
Additionally, if you say you are going to deliver the product by a specified date, budget, and quality, then do it. Consistently. Estimating a launch and then consistently missing the deadline is a sure way to make upper management believe you are full of it. Sometimes this goes with Point #9; the project manager points the finger at the stakeholders and says “well, it wouldn’t be so late if they wouldn’t have changed their requirements.” It’s your job to fully understand the requirements early on, so step up to that responsibility and stop the finger pointing. If you took the effort to better understand what they wanted, perhaps you could have provided more reasonable estimates. No excuses.
Hold Systems Accountable
If you do not have a common and well-defined company methodology for project management, you must be expecting every project manager to be perfect. The lessons learned from other projects and project managers must be transmitted through osmosis or psychically, I suppose. That project manager “should have known” how to do proper risk planning. If you lecture the project managers, they should automatically be motivate to do a better job right? After all, it was their fault for not being omnipotent in the first place, right?
A better approach might be to have a set of guidelines, tools, and techniques within well defined processes so that a project manager does not have to also be a mind reader. If projects are constantly failing at your organization, it is not because you have a set of lousy project managers (more than likely), it’s because you have no system in place to manage projects.
Deming in Project Management
- Deming’s 14 Points in Project Management
- Point 1 – Commitment from the top to continuous improvement as a way of life
- Point 2 – Adopt a philosophy of cooperation where everyone wins and teach it to everyone
- Point 3 – Inspection is a tool for improvement, not a whip
- Point 4 – Consider Costs and Benefits of the Entire System and Deliverable Lifetime
- Point 5 – Continuous Improvement
- Point 6 – Job/task-related training
- Point 7 – Teach and Institute Leadership
- Point 8 – Drive out Fear and Create Trust
- Point 9 – Break Down Departmental Barriers in Pursuit of a Common Goal
- Point 10 – No Slogans or Disingenuous Pep Talks
- Point 11 – Attribute Results to Processes
- Point 12 – Enable Pride of Workmanship
- Point 13 – Training Not Related to Job/Task
- Point 14 – Total Participation Starting From the Top
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{ 4 comments… read them below or add one }
I agree that slogans can be insane, but a short, well worded mission statement can be beneficial. Maybe not “To Infinity and Beyond” but “to increase profits 20% by decreasing overstock issues” might work. It encapsulates the purpose to focus the team on the goal.
I agree that slogans can be insane, but a short, well worded mission statement can be beneficial. Maybe not “To Infinity and Beyond” but “to increase profits 20% by decreasing overstock issues” might work. It encapsulates the purpose to focus the team on the goal.
I see what you are saying Tom, and I agree with you. I think the heart of the matter is the ‘disingenuous’ part of the description. The key thing is that any slogan, mission statement, etc. are worthless unless they actually influence action in a tangible way. I don’t see your example as a slogan, it is a good statement of an objective or goal. I think Deming would agree that SMART objectives are not only good but necessary.
The other key point on processes is important too. Too many people in business think they can stimulate the workforce by these slogans and vision statements without making any fundamental changes to the way they do business, or address the processes that are the real opportunities for improvement. Now, encouraging and recognizing people to improve the processes they work with in a systematic way; that is a much better approach.
I see what you are saying Tom, and I agree with you. I think the heart of the matter is the ‘disingenuous’ part of the description. The key thing is that any slogan, mission statement, etc. are worthless unless they actually influence action in a tangible way. I don’t see your example as a slogan, it is a good statement of an objective or goal. I think Deming would agree that SMART objectives are not only good but necessary.The other key point on processes is important too. Too many people in business think they can stimulate the workforce by these slogans and vision statements without making any fundamental changes to the way they do business, or address the processes that are the real opportunities for improvement. Now, encouraging and recognizing people to improve the processes they work with in a systematic way; that is a much better approach.