Claude Emond is one of the founders and president of Qualiscope Enterprises, a project management consulting, coaching and training firm based in Montreal, Canada. He has degrees in chemical engineering from Canada's Royal Military College (BEng) and Montreal McGill University (MEng), a MBA from Ottawa University, workshop leadership training from Le Centre Quebecois de la PNL, and is a certified PMP. He has over 25 years experience managing major public and private projects. He teaches project risk management in the Schulich School of Business Master certificate in project management and the PMP certification revision class for PMI, Montreal He is one of the authors of the current PMI Standards for Portfolio Management. Claude can be reached at Managing a Project as a Complex Journey
I decided to mark a pause on my current series on the cornerstones of Lean Project Management to reflect a bit on my current journey to South East Asia and what it can teach us about successful projects and team alignment.
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The Rules of Lean Project Management: Part 2
This is my second blog entry on the main rules of Lean Project Management, as I see them. It is somewhat linked to the first one, the “Last Planner” rule which says: “The one who executes the work is the one who plans the work.”
The Rules of Lean Project Management as I See Them
Part 1: The Last Planners
Lean manufacturing programs like ”Achieving Excellence” are being implemented at an increasing rate now in North America. They promise to improve competitive positioning and increase profitability in the global economy. In their pursuit of excellence, more and more companies are also looking to Lean Project Management (LPM) as the next big thing to implement to better manage non-recurring activities.
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Lean manufacturing programs like ”Achieving Excellence” are being implemented at an increasing rate now in North America. They promise to improve competitive positioning and increase profitability in the global economy. In their pursuit of excellence, more and more companies are also looking to Lean Project Management (LPM) as the next big thing to implement to better manage non-recurring activities.
What Does
In the last entry in her blog “Managing Product Development” , best-selling author Johanna Rothman talks about her reaction to a project manager she met, who was saying that he was “managing” seven projects simultaneously. Her reaction was that this project manager really did not manage anything; he was being kept busy doing damage control and wishing for the best for these projects. Johanna states that this project manager’s bosses just delude themselves into thinking that those projects can be managed ...and also that this project manager is part of the problem, if he is not advising his bosses otherwise.
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Vroom and the Capability Principle
From Sharing the Project Vision to Successfully Delivering Projects
I still meet many project managers who just state that sharing a project vision (if ever there is one) is a waste of time and that the project team should just concentrate on what they are asked (told ?) to do. This always reminds me of my first project management courses, more than 30 years ago (dinosaurs were still alive), when I was told that: “the more information people have about a project, the more veto power we are giving them…so it is important to keep information sharing to the strict minimum, using as a strict yardstick of information distribution “direct-task-oriented need-to-know information.”
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I still meet many project managers who just state that sharing a project vision (if ever there is one) is a waste of time and that the project team should just concentrate on what they are asked (told ?) to do. This always reminds me of my first project management courses, more than 30 years ago (dinosaurs were still alive), when I was told that: “the more information people have about a project, the more veto power we are giving them…so it is important to keep information sharing to the strict minimum, using as a strict yardstick of information distribution “direct-task-oriented need-to-know information.”
