One of the great mysteries of the 21st century. 40% of organisational budgets are allocated to projects (whether we call them projects or programs). Our education around managing projects accredits the structure, science, tools and admin. Yet people wanting the outcome are dissatisfied with the result 85% of the time.
Peter Smith CEO of Blockchain wrote the following and I liked it so much I got permission to post it. Hope you get as much out of it as I have and like me see how it translates to so many areas. His post starts now…
I love my job. I love working on projects and I love getting to the point when the strain is relieved and things start to work. At that point, I’m often told ‘you guys at RNC are really lucky, every time you turn up things are easier’. I used to be offended but these days I look forward to what I call the ‘coincidence conversation’. A lot of hard work goes into that coincidence.
Yesterday I met a really smart man. But not only is he smart he’s also clever. You see he’d called me to talk about helping with a ‘Red’ project. A big project that’s very complicated, has a very big budget and is on its fourth project manager. It should be finished.
I remember when project management was easy! Not easy to deliver the project – that has always been hard work, and will continue to be so. It was easy because the project was all you had to focus on. The project manager had inputs, deliverables, time and a set of resources. Project management was about managing those elements to produce the desired result or finding a solution if those resources were insufficient.
A source of tremendous frustration with project and program leaders is that we try and be helpful by doing things the way we think is best; and planning on delivering the outcome we know they (the client, sponsor and the person paying the bills) should want.