Tag: Leadership

Arguing to Learn and to Win

Written by George Pitagorsky on May 23, 2023. Posted in Articles.

The recent INC. article, Stuck in a Heated Argument? Follow the ‘ATL Rule’ to Ensure Everyone Wins [1] set me to thinking about how best to approach the way we manage major conflicts and minor disagreements, how we argue.

In my book, Managing Conflict in Projects: Applying Mindfulness and Analysis for Optimal Results[2] the message is to approach managing differences with clarity, while accepting the reality that there may be emotions involved, not being driven by them. This is emotional intelligence, the ability to be aware of and manage emotions. It is a foundation for healthy relationships, and healthy relationships include the ability to manage disagreements, whether they are small arguments or major conflicts.

The word conflict needs definition. The general definition from Merriam-Webster is “an extended struggle : fight, battle. : a clashing or sharp disagreement (as between ideas, interests, or purposes) : mental struggle resulting from needs, drives, wishes, or demands that are in opposition or are not compatible. conflict.” From Cambridge dictionary, an active disagreement between people with opposing opinions or principles: There was a lot of conflict between him and his father. It was an unpopular policy and caused a number of conflicts within the party. His outspoken views would frequently bring him into conflict with the president.”

Here, the term conflict covers any kind of disagreement or struggle that starts off with opposing views. Managing conflict seeks to resolve the conflict.

The conflicts that make the news are beyond the scope of this article, though the same basic principles apply. Here the focus is on the kinds of conflicts that come up in organizations, projects and processes. The principles are:

Step back to see the big picture and how your emotions, beliefs, biases, and mental models affect your perspective.
Seek to understand your mindset, goals, needs, and wants and what influences them
Seek to understand the other parties’ goals, needs, and wants and what influences them
Be mindful of your words, behavior, and feelings, and their impact
Assess the degree to which you can trust and collaborate with the others
Promote a win-win attitude in which the parties jointly resolve the conflict
Recognize that there are some disagreements that cannot be settled with a win for both parties
Compile facts and opinions and examine and use them in decision making to resolve the conflict.

Arguing to Learn and to Win

The INC. article points out that scientific study shows we should “enter debates looking to learn rather than win.” Since it is very difficult for many people to give up winning, I think the right mindset for working on a disagreement is looking to learn and looking to win.

That opens the question of what it means to win. Does it mean getting your way? Or does it mean coming to the optimal solution to the problem at hand? For example, two designers in conflict about which design should be used in a project can collaborate to identify the objectively best design or they can battle one another to get their design accepted.

Researchers identify two primary mindsets that set a stage for the way arguments are addressed: arguing-to-learn (ATL) and arguing-to-win (ATW). In the ATL approach the parties cooperate to get a better understanding of the situation. It implies open mindedness to discover the resolution through research, dialog, and analysis.

In the ATW approach the tendency to believe in a single truth and to cut off or ignore debate in which conflicting opinions and facts are raised. Instead of discovering a resolution the ATW mindset often begins with the resolution, takes it as truth and argues for it with a closed mind.

Understanding the different mindsets and the benefit of using an ATL, the challenge is to work towards making an ATL mindset part of your conflict management process.

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A Hybrid Approach

As with all complex social issues, there is no one right answer. Let’s not over-simplify and think that it’s either ATL or ATW. We can also argue to learn and win (ATLAW).

In projects meaningful arguments are about whether, why, how, who, and when things will be done. If the argument is not settled the project may be delayed or motivation and morale will be impacted. If the argument is not settled well, the outcome will be subpar.

Of course, there are other arguments about politics, religion, freedom vs. authoritarianism, the causes of global warming, etc. For these important issues, there may never be a resolution. But when it comes to deciding on a design to use, or a budget or schedule, there must be a winner.

We can take the position that the winner is not the person with the idea, it is the idea that wins. And if the best idea wins, then the people involved win, where winning means that their needs have been met. If the parties take an ATL approach they creatively discover a resolution that may blend elements of alternative solutions or pick one over another. The discovery results from the learning process. Then there is the perception of winning or losing

Buy-in

If everyone agrees as to what it means to win, and recognizes that learning improves the probability of winning, then the players will naturally take a collaborative approach facing the issue rather than facing one another.

But ego and closed mindedness get in the way. The emotional need to win, psychological tendencies to dominate and win, and not knowing of an alternative to win-lose confrontation make collaboration difficult, if not impossible. Getting past that barrier requires process awareness, self-reflection, coaching and training.

Look at your process.

Are the principles stated above realistic?
Do they naturally occur as part of a healthy flow that allows for differences and promotes win-win resolutions? If they do, be grateful and carry on.
If not, how can you subtly or overtly discuss the conflict management process to promote open-mindedness and rational thinking?

[1] Hobson, Nick, INC. https://www.inc.com/nick-hobson/stuck-in-a-heated-argument-follow-atl-rule-to-ensure-everyone-wins.html?utm_source=newsletters&utm_medium=email&utm_campaign=INC%20-%20This%20Morning%20Newsletter.Newsletter%20-%20Inc%20-%20This%20Morning%201-13-23&leadId=139009&mkt_tok=NjEwLUxFRS04NzIAAAGJShVVfSySV8qVyMiwe8jQgTYv2wo6BL8ZCEskpEFN5woe4jMmz75uMewcTu8h7xWU1aXXH9Cet_es7oYwP7-5VS8xiaHyKS9Wg0DB_YM

[2] Pitagorsky, George, PMI https://www.amazon.com/Managing-Conflict-Projects-Applying-Mindfulness/dp/193558958X

Getting the Call to Action – Taking Over a Project

Written by Martin Fenelon on May 9, 2023. Posted in Articles.

We usually don’t identify projects that we want to take over and make a request. Instead, we are identified as a candidate to assist or take over an ongoing project. How should we proceed?

Our goal is to quickly assess the current situation, focusing on the executive or management level, to help us decide if this is an opportunity that we should take or if we should steer clear. Even if we cannot decline the opportunity, the information gathered here will help us plan our first steps and should help us determine the extent of executive commitment to the project and the way to improve it.

The most critical question to ask is, “Why are we changing the PM now?” The PM may have been moved to a more important assignment, transferred to a different position as part of their career growth, or may just be on extended leave. If one of these is the reason given, there may still be some challenges in taking over the project, but there aren’t any warning signs yet.

There may be answers that raise warning flags, such as “We just fired the PM.” Or “The PM quit unexpectedly.” These usually indicate a project with issues. Another red flag warning is when the customer (internal or external) has demanded a change in the PM. While this may just be a style or personality conflict between the individuals, there are often deeper issues.

Carefully consider the responses you’ve received to this first question before proceeding. Is this shaping up as a situation where you will be the next PM being replaced, potentially harming your professional reputation and career? Do there appear to be political games being played? If so, do you want to join the game? If you have to take the assignment, what precautions are needed?

The next question for the Project Sponsor and Business Owner, is “What does success look like?” If they cannot succinctly describe this, how can the project be successful? Even under Agile or Flow Methodologies, “do good stuff” is never enough guidance. All projects have objectives. While they may be modified through the course of the project (being “agile”), at any given point in time the current objective must be clear and understood by all the stakeholders. If you cannot establish a clear response to this question, this issue must be flagged.

A more difficult question to get a true answer to is, “What is the current status of the project?” The true status may not be known, and different stakeholders are likely to hold different views. At this stage, we want to determine what views are held by the key stakeholders. If negative views are expressed, this is an ideal time to lay the foundation for future requests for help or support.

If there seems to be a consensus that the project is challenged or adrift, an immediate follow-up question needs to be asked: “Should this project be terminated?” Get this option on the table to save a lot of time and effort later. We are not recommending that the project be terminated, though we may do so later after we’ve done a thorough review. We are reminding the executive team that this is an option they should be considering if they haven’t already done so.

If the decision is made to continue the next question is, “If it is not on track, what caused it to go off track?” We will get into the actual reasons as part of our project review later on. At this point, we want to discover the executive view. Do not assume that this initial view is 100% true, there are probably some facts that support it.

The remaining questions are focused on executive commitment to the project and our accepting the opportunity to join as the PM. They will lay the foundation for the next steps that you will take as you assume leadership of the project team.

We need to learn, “Why was I selected for this project?” The goal is to learn more about the project and why they are coming to you to take over. Is it just because you are available? Do you have specific skills and experience that they think are needed, or something else?

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Next, ask “What do you need from me to help this project succeed?” Essentially a follow-up to the previous question, we are identifying the knowledge, skills, time, and commitment that they expect us to bring to the project. Is the intent for us to carry the project through to completion? If the answer is no, follow up with, “What is the desired project status to trigger my transition out?” These answers will impact your plans for assuming responsibility for the project and how you will be viewed by both management and the delivery team.

The next two questions can indicate the likelihood of success. “What authority will I have over the project team? Over external teams or resources that we need to succeed?” A common problem with modern organizations is dispersed authority. Being responsible for a successful outcome without having commensurate authority over the resources and teams is not only difficult, it is a recipe for frustration and disappointment. Uncover any potential issues of this kind now, and be prepared to discuss why the organizational arrangements need to be changed.

Ask your manager, the Project Sponsor, and the Business Owner, “What will you do to help this project succeed?” If they appear indifferent or show a lack of commitment to project success, this is a clear sign that the project is unlikely to succeed. Be very careful about boarding the Titanic while the captain is eyeing the lifeboat.

Finally ask “Do I have the option to turn down this assignment?” The answer may be yes, in which case you need to decide based on your career goals, your current personal situation, and everything you’ve learned about the project to this point. If you decide to accept the opportunity, do so with the firm intention to do your best and to be fully committed to a successful outcome for the organization, the project, and the project team.

If the answer is that you have to take the assignment, be professional about it. This may be a good opportunity to request specific things you need to be successful—key personnel; increased authority; ability to request scope, schedule, and budget changes later; etc. Explain that you are going to do a thorough project review and discuss the results with the key stakeholders. That discussion may include recommendations for them to consider, including additional support. Set the groundwork for your review and that follow-up meeting, indicating that you cannot promise a successful project outcome before then.

For a more detailed discussion of how to handle a request to take over a project, see my book: There’s A New Sheriff In Town: The Project Manager’s Proven Guide To Successfully Taking Over Ongoing Projects And Getting The Work Done , Fenelon, Martin J., eBook – Amazon.com

11 Questions to Ask Before Taking Over a Project

1. Why are we changing the PM now?

2. What does success look like?

3. What is the current status of the project?

4. If it is not on track, what caused it to go off track?

5. Why was I selected for this project?

6. What do you need from me to help this project succeed?

7. Do you intend for me to stay as PM through the end of the project? If not, what is the desired project status to trigger my transition out?

8. What authority will I have over the project team?

9. What authority will I have over external teams or resources that we need to succeed?

10. What will you do to help this project succeed?

11. Do I have the option to turn down this assignment?

Practical Perfectionism and Continuous Improvement

Written by George Pitagorsky on April 19, 2023. Posted in Articles.

“One of the basic rules of the universe is that nothing is perfect. Perfection simply doesn’t exist…..Without imperfection, neither you nor I would exist” ― Stephen Hawking

“Continuous improvement is better than delayed perfection.” Mark Twain

Practical perfectionists use the urge for perfection as fuel for achieving it, accepting that while things could be better, they may never be perfect.

Practical perfectionism is at the root of quality improvement. We set standards and try to meet them with the goal of optimal performance – performing as best we can. We recognize that optimal performance is perfection even though there may be flaws, errors, and omissions.

Perfect

Sometimes things are perfect as they are:

People are happy, effective, accepting, flexible and resilient
Change and problems are well managed
Communication and relationships are healthy
Performance quality is high, and
There is a continuous improvement process that asks “How can we do better?”

In that ideal scenario the stakeholders are aware that everything is in motion, continuously changing. They know that expecting to sustain a static perfect state is a pipe dream – an unattainable hope. They know that perfection is in the process and not the outcome. They strive for the perfect outcome even though they know it may not be attainable.

The word perfect is an adjective and verb. We perfect our process to make it perfect. According to Merriam-Webster the meaning of perfect is:

“Being entirely without fault or defect flawless. a perfect diamond. : satisfying all requirements : accurate. : corresponding to an ideal standard or abstract concept. a perfect gentleman.”

Perfectionism

Perfectionism is a character trait that can be healthy, positive, and functional or unhealthy negative, and dysfunctional. It is a need to have oneself, others, or things in general to be perfect. There is an uncomfortable felt sense, a pressure from within, when things are not perfect. There is a belief that perfection is possible and necessary.

Perfectionists set standards that they use to judge their own behavior, and the behavior of others. They assume that others expect them to meet those self-set standards.

When perfectionism operates unconsciously it gets in the way of optimal performance. For example, it can manifest as procrastination because things are not perfectly ready. “I can’t get started until I am absolutely sure that I won’t be interrupted.” Some perfectionists procrastinate or avoid acting because they fear that their work will not be perfect.

Perfectionism may emerge as a negative self-image or image of others because they are not perfect.

For example, a project sponsor keeps putting off the funding of a project because the design team cannot find the perfect solution or the selection of a key product or system is held up because there are no perfect options.

The expectation that a team’s or individual’s performance be perfect can motivate high performance or, if the expectations are impossible to meet, over-stress and demotivate.

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Striving and Concerns

Perfectionists strive to achieve personal standards that they set themselves and are concerned that they won’t measure up. The striving may be focused on both themselves and others.

They worry and fear that they will be punished or rejected if they fail to be perfect in the eyes of others – their boss, client, peers, etc. They tend to promote the impression of their own perfection and work to prevent others having a negative impression.

The striving and concerns, when they are unconsciously driven, waste energy and create stress, the enemies of optimal performance.

Non-perfectionists

Non-perfectionists tend not to have pre-stated standards or expectations about themselves or others. Non-perfectionists are OK with whatever happens. While this leaves them with less stress and may even be a sign of enlightenment, it does not promote continuous performance improvement.

Acceptance is a positive trait, but it can also lead to stagnation and the degradation of performance. Healthy acceptance accepts things are as they are in the moment, that they will change, and that with effort they can be made better into the future.

Practical Perfectionists

Practical perfectionism involves setting rational performance standards and expectations and generating the motivation to achieve them. It is an example of how we can use a character trait to its best advantage.

It begins with the acknowledgement that perfectionism is at work. This is an aspect of self-awareness, the sense of what is happening internally and how it is influencing behavior.

With that awareness, perfectionism can be used as a powerful force in optimizing performance and promoting personal growth, emotional intelligence, and wellness. Perfectionism is accepted and managed.

Practical perfectionists have ambitious standards and bring rational thinking to bear. They assess why they think their standards and expectations are realistic. They look at the costs and benefits of improvement and decide whether to improve radically or incrementally, or to leave well enough alone, making the best of the situation.

Perfectionism is a positive trait if it is moderated by acceptance of things as they are, self-awareness, rational thinking, and realistic understanding of

what ‘perfect’ means,
whether and how it can be achieved,
how much it costs,
how long it takes to achieve it, and
whether achieving it is worth the time and effort.

Practical perfectionism drives continuous improvement and optimal performance.

Overcoming Obstacles to Perfect Performance

It is hard to imagine why anyone would not embrace a practical perfectionist mindset. But the reality is that there is resistance to self-awareness and rational thinking.

Overcoming obstacles to applying practical perfectionism to continuous improvement begins with self-awareness and understanding among team members and leadership at all levels..

When individuals realize that they are being overly stressed by their own perfectionism or are overly stressing others by expecting the impossible, they can act to change.

In projects the change comes about when perfectionist managers or clients realize that their expectations are irrational and counterproductive. Then the process of defining goals, acceptance standards, value, costs, risks, and benefits will lead to expectations that can be met.

Practical perfectionism combines emotional intelligence and analytical process thinking to promote a perfect process.

Opportunity is Everywhere for Project Managers

Written by Karla Eidem on April 18, 2023. Posted in Articles.

The world is changing fast, and so is the future of project management. For new and established project professionals, the challenge to stay competitive and relevant in our ever-evolving work environment can be daunting – particularly in the face of constant disruption and economic uncertainty.

The good news is project talent is still in high demand. My organization, Project Management Institute (PMI), recently released its Global Project Management Job Trends for 2023 showing that – despite the disruption and economic uncertainty – this demand will only increase, presenting a strong opportunity for project professionals to advance their careers over the next decade. In fact, from now until 2030, 2.3 million people will be needed each year to fill open project management-oriented positions, according to PMI’s most recent Talent Gap report.

So, what will these positions look like, and how can you take advantage of these opportunities? Here are the sectors to watch for and ways you can upskill or reskill to prepare for your next career move:

Construction
Despite setbacks including the global pandemic, supply chain issues, and inflation, the construction industry continues to grow and expand, creating job openings for project professionals. The recent investment in U.S. infrastructure also provides a significant opportunity, with an estimated 17 million infrastructure-related jobs to be filled by 2031, many of those in construction and built areas.

If you are interested in beginning or advancing your career in construction, the opportunities are endless with projects touching telecom, power, water, and more. It’s important to note that this is a rapidly evolving industry, so you must develop relevant skills, including the mastery of digital tools like building information management and cutting-edge tech to allow virtual building tours before ground has been broken.

If you have at least three years of project experience in the construction field, the Construction Professional in Built Environment Projects (PMI-CP)™ can help you acquire skills like stakeholder communication and scope and risk management, using construction-specific context to prime you for future opportunities in the industry.

Consulting & ESG
While consulting was previously more aligned with late-career professionals to leverage their professional expertise, a career in consulting is now a space for all project professionals. Project management consultants are often brought in to implement organizational transformations, requiring them to keep pace with the latest developments in new technologies like AI and low-code or no-code tools. A successful career in consulting also requires proficiency in interpersonal skills, like communication and active listening – which PMI calls “power skills” – to provide the best possible guidance to employers and clients, solve pain points, and demonstrate value aligned with organizational goals.

With an increasing demand for organizations to invest in environmental, social, and governance (ESG) practices, this also presents a new path for project managers to build a career in ESG. Project professionals have the necessary tools and skillset that make them well-suited to manage complex, long-term projects that require implementation, stakeholder management, and designating and meeting KPIs.

Financial Services
With this sector rapidly moving toward a fintech future, project professionals have an opportunity for a career in financial services to help drive this industry’s digital revolution. Gaining knowledge of data privacy, legal and regulatory requirements, and consumer expectations is crucial as financial services companies look to balance the pursuit of profit with innovation to redefine industry services.

Project professionals who achieve this balance will be invaluable to their teams, helping to vet and implement trends and technology to improve customer services and advance the business, while avoiding those which do not. Because working with data privacy and regulatory factors comes with a bit of inherent risk, the PMI Risk Management Professional (PMI-RMP)® certification, for example, can help arm you with knowledge for industry success – from registering threats and risks to developing mitigation plans and customer solutions.

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PMOs: The Project Management Office
For professionals eager to help a business ensure their various projects and programs create value, consider a career in a PMO, or project management office. In the last decade, the role of the PMO has evolved. They are increasingly focused on helping organizations adapt to innovative processes as they embrace new ways of working, while also ensuring capabilities – like data and technology – are maximized in the implementation process. This requires alignment with the processes and decision-making behind a company’s big-picture objectives.

To pursue a role in a PMO, seeking a PMO mentor is a good first step. You might consider joining a professional association, which offers opportunities to seek out mentors specific to your desired career path. Additionally, if you have experience leading projects, obtaining a globally-recognized certification like the Project Management Professional (PMP)® certification can set you apart and prepare you to succeed and create value in a PMO.

Prepare for Your Next Career Move
For project professionals unsure of their preferred industry or area of focus, there are many ways to learn more about the different career paths available. Attending in-person or virtual events is one way to gain greater knowledge of trends and growth areas, with many free of charge. Events like the Virtual Experience Series 2023: PMXPO, for example, offer a chance for professionals to broaden their perspective on project management and connect with peers.

Additionally, membership within a professional organization like PMI® provides opportunities to network with other project professionals across industries and sectors, sharing best practices and career experiences – including tips and strategies to upskill and reskill. PMI also offers local chapter membership, which allows you to take the power of networking further with those in your own community – this can be a great way to also volunteer in chapter activities and even learn about new job openings.

Early-stage project professionals should consider PMI’s free, 45-minute introductory KICKOFF™ course, or its Certified Associate in Project Management (CAPM)® certification, a highly regarded certification that serves as a crucial stepping-stone on your path to career advancement. Professionals at all levels might also consider exploring PMI’s Career Navigator tool, which provides a personalized action plans to help users meet their goals.

Despite the uncertain economic forecast, project talent will be in demand for years to come. And fortunately for project professionals, career paths are not limited to one industry; opportunity exists across many sectors. And while the specific skillsets required of project managers somewhat varies across industries, knowledge and understanding of cutting-edge trends and technology, a mastery of power skills, a commitment to upskilling and reskilling, and connecting with a professional network are of the utmost importance. Opportunity is everywhere for project professionals; be ready when it knocks.

Practical PM for Everyone

Written by George Pitagorsky on April 12, 2023. Posted in Articles.

Project management is a process that, when done well, enables optimal performance. Why wouldn’t everyone want to know how to manage projects?

Everyone Has Projects

A project is an effort to create a result in a finite time. According to PMI, “a project is a temporary endeavor undertaken to create a unique product, service or result. A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.”

Everyone is part of projects. Some projects are long, large, and complex, like a lunar expedition or the implementation of a new system in an organization. Others are moderate and more personal – planning a party, buying a car, moving, painting your house. Others are quite simple, for example getting up and out of the house, packing for a vacation, grocery shopping, doing the dishes, cooking a meal. Even the individual activities of regular operations like answering emails or working to close a sale fit the definition of projects. we can consider them as mini-projects.

Therefore, everyone would do well to know the basic principles of project management and adapt them to the size and complexity of the projects at hand.

Professional PMs would add value by promoting wide-spread appreciation and knowledge of project management for all.

Agile Adaptability

Applying a complex project management process with forms, protocols, and reports to manage your at home cooking dinner project or a small project that is repeated many times is not skillful.

You might like to be formal and explicit because it makes you feel good but if there are others involved you might drive them crazy and waste lots of time and effort.

At the same time, doing any project without a plan, without writing things down (for example a shopping list), with ambiguous or inadequate communication, and without looking back to learn from the experience is equally unskillful. It is likely to lead to extra trips to the store to get missing ingredients, too much or too little food, misunderstandings of who will do what, and when.

Planning, performing, monitoring, controlling, and closing happen in every project, the way we do them varies widely depending on the situation. It was the intention of the earlier founders of the agile approach to point this out and promote the idea that the project team does best to adapt practices to the needs of their project, stakeholders, and setting, while being aware of the need for a degree of structure and discipline.

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The Agile Manifesto:

“We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan.

That is, while there is value in the items on the right, we value the items on the left more.”

http://agilemanifesto.org

Communication and Collaboration

To enable an adaptive and agile approach make sure that all stakeholders have a sense of the basic principles of project management.

The basics are what everyone should know about managing a project, even if they are not managing one. Knowing the process and principles stakeholders can assess how well the project is being managed. They will be able to connect a sense of the project’s health accomplishment and progress.

The basics are:

Plan, to create a clear sense of what is to be accomplished, how, where, by when, by whom, and for how much it will cost. Remember that plans are always subject to change. Planning is not over until the project is over.
Let go into execution, the performance. It’s like dance or a play. You learn the steps and your role and surrender into performing them.
Mindfully monitor and control to assess progress against the plan and to adjust. Make it part of the performance so it doesn’t get in the way.
Close. Take a step back to assess performance. Tie up loose ends. Learn from the experience. Turn over the results.

So simple, if there is understanding, adaptability, effective communication and collaboration.

Without these the project management process becomes a burden. With them the probability of project success goes way up.

What gets in the Way?

You’d think that everyone would be eager to apply the basics and to understand, adapt, communicate, and collaborate. But it is not the case. The principle things that get in the way are:

Lack of process thinking – Thinking all that is needed is to put heads down and do the work instead of recognizing that objectives are met by skillfully applying effort to perform a set of definable steps or tasks.
Too much process thinking – over formalizing project management, creating unnecessary bureaucracy and overhead.
Not recognizing the value – thinking that the effort to manage the project is not worthwhile.
Thinking that it is too hard to engage others in the work required – believing that changing stakeholder mindsets about project management is impossible.
Personality traits – for example, closed-mindedness, impatience, fear of being criticized and controlled, and over confidence block attempts to implement some degree of planning and control.

What to Do About It

Removing the obstacles to implementing the right kind of project management (PM) requires a learning process in which PM champions convince stakeholders that PM is a practical process that adds value by upgrading performance and promoting project success.

Breaking through resistance to PM requires mindset change and changing people’s minds is no easy task.

It is not just about getting people to take a PM course, though an appropriate one, with a skilled facilitator, is a good place to start. It is committing to a dialog that addresses resistance to applying PM principles coupled with a commitment to the agility to adapt the principles to fit the projects being performed and the people who manage and perform them.

It takes time and patience with an understanding that much of the resistance is reasonable given experience with dysfunctional PM and rigid project management professionals who don’t adapt the process to the situation at hand.