Unleashing the Power of Project Management

A Four-Part Series

By Aaron J. Shenhar

PART 2: WHY MANAGING A PROJECT BY THE BOOK IS NOT ENOUGH

The current techniques as used in the discipline of project management form the necessary basis for learning and understanding what project management is all about, but they are insufficient to guarantee a project’s success or to address the needs of today’s dynamic and uncertain projects.

We have seen projects that were managed exactly as required “by the book”–and still failed. They followed a structured process of planning and execution, which is common in the profession, and even when completed on time, they ended up in disappointment to management and clients. And we have observed other projects that did not follow any acceptable structure or process, or did not have a full plan with all its elements, and yet they turned out to be outstanding successes, bringing-in value and fame to their performing organizations and great satisfaction to their customers.

The discipline of project management is based on an outdated model that assumes that projects are successful if they meet their time and budget goals. Once the project is launched, it must continue to its end to meet time, budget and requirements goals. Rarely do projects focus on business results or on changing at mid-course to better adjust to customer needs.

Most of today’s project problems are not technical, but managerial. When technical errors cause projects to fail, it is usually management that failed to put the right system in place so that these errors will be detected in time. We also realized that the current practices of project management are insufficient to predict project problems or to solve them. And we found that even if you do everything according to the conventional well-established practices of project management, you may still fail.

Ironically, these traditional practices remain typically unchallenged by top management. As a result, many project teams are left on their own. They often struggle to keep their projects on track while trying to fulfill unrealistic expectations of stability; often highly detached from dynamic business needs and changes in the environment.

Our conclusion is simple. There is more to project success than following a standard set of rules. It is not the tools or applications, nor is it the lack of process. The problem lies in the mindset and the assumptions that are driving the traditional approach to project management, rather than in process or practice. The critical questions are: can we help project teams make the right assessment before presenting their project proposals to top management? Can we show executives how to ask the right questions and foresee danger before they make a commitment to a project and before it is too late? And can we guide project teams on how to adapt their project management style to the right circumstances, environment, and task? It seems that managers at all levels need a new framework and a new language to communicate with each other about projects.

PART 1: THE PROJECT MANAGEMENT OPPORTUNITY

PART 3: WHAT IS MISSING IN TRADITIONAL PROJECT MANAGEMENT

PART 4: THE NEW ADAPTIVE PROJECT MANAGEMENT FRAMEWORK