PM World Today - October 2006
Letters to the Editor


 

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On the subject of the World of Project Management


Russ Archibald
San Miguel de Allende, Mexico
September 14, 2006

Dear David,

Your article on the World of Project Management in the September issue (of PM World Today) is very useful. Attached are my paper and presentation from last year at the ESC Lille project management workshop that discuss some of these issues.  Perhaps you can post these on the website for visitors to review.

I define the world of PM this way:

The World of Project Management:

(See Slide 5 of the presentation, summarizing part of page 1 of the paper):

You correctly include the bodies of knowledge in this world -- I focus only on the actors in the PM World. PM trainers/teachers exist in all of the groupings.

Strategic versus Operational Project Management:

On pages 6 and 7 of the paper I differentiate between Strategic and Operational Project Management (see also slides 25-26 of the presentation.)

I think this is a significant differentiation and plan to elaborate on this topic as soon as I can find the time. (Too many things going on here in San Miguel that eat up my time these days!).

I think this distinction is useful to help us differentiate between the typical project manager assignment and responsibilities (generally operational) and those of program managers, project/program sponsors, Project Portfolio Steering Committees, and senior executive roles in project management.

Your thoughts?

Russ Archibald
San Miguel de Allende
Mexico

 


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On the subject of the World of Project Management


Jerry Ball
Wellington, NZ
September 17, 2006

 

Hi David,

Thank you for your thoughtful article on a framework to describe and contain the world of project management. The structure you propose seems to me to be good starting point. Others may suggest some further refinements; however I believe it provides a good storyline, and therefore a workable basis to stimulate further dialogue. Go for it!

One area I would like to know more about is Russ Archibald's proposed program and project classification. What developments have there been since the paper you referenced in your article?

Regards - Jerry



Jerry.Ball@entitygroup.co.nz
Entity Group Limited
Wellington, New Zealand
www.entitygroup.co.nz

 


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On the subject of The World of Project Management


Eric Jenett, PMP, PMI Founder & Fellow
Houston, TX
September 21, 2006

David,

I have read your paper titled "The World of Project Management - What Is It?”. A very thought provoking piece. The first thing that struck me was the fact that a couple of 2-axis and 3-axis graphics would markedly improve the reader's grasp of the full extent and wide applicability of the paper's concepts. It also would have revealed what I perceive of overlapping or duplicate assignments of user, source, area of application and sector of application. Perhaps you intended to indicate that this exists in reality but I got a bit befuddled in reading and trying to get a sense of what you were saying in the bolded paragraph headings starting on page 2. This categorization is useful but omits some aspects I believe would help in markedly and fully delineating "the world of PM".

Among these I believe the following do/can/should/may have an impact in such consideration:

I do think an eighth category of Practitioners could usefully be added to your element 4. By the way, I consider PM Body of Knowledge to be - and by a large measure - element number 1. While I realize you probably didn't intend significance or ranking in the number assignment, I think are several cultures in the global arena that would infer such ranking - whether presented in English or their native tongue translation. It should be made clear that "other" bodies of knowledge are useful/ used in practicing PM. In other cases they supplement or clarify elements of the PM BoK. I had prepared a visual showing this in connection with this concept some years ago and attach it for what it's worth. It is a .pdf file and contains more than the graphic as a bit of needed explanation for the concept displayed and the terminology used in the graphic.

There could be an argument made for the inclusion, as an element of the work of those concerned with and practicing the concept(s) of knowledge/experience capture, recording, categorizing, storing and disseminating project related experience and practice. This becomes particularly important, I believe, in "going global" and such efforts as PMI's CTP project. It also is relatively new in use, at least in PM, and just in general has little literature and has received "discussion" only in the last 5-8 years under the term "knowledge management". Much of this treats the subject concept as a useful, even vital, of the corporation and one providing significant advantage not only as a plus in "selling" the company and its product(s) but also as enabling significant improvements in the company's efficiency and effectiveness in operation. I would be uncomfortable with that concept being considered part of element 4.

One last remark, I believe strongly that an introductory definition/description/ qualification is needed about what PM really is used for, what it should do and why that enables us to talk about "global". Dick Balfour has written eloquently on this in correspondence with me. His basic and driving consideration for thinking and speaking about PM is: PM is a vehicle for efficiently and effectively delivering (the truck NOT its contents) capital PRODUCTS that fill societal needs and for which society is willing to expend resources to achieve. His use of the term "capital" is intended to mean "involving the expenditure of resources of any/all kind(s)". Taken in that sense, all you say subsequently is very pertinent and illuminating.

Best regards, Eric


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On the subject of The World of Project Management


Max Wideman
Vancouver, British Columbia, Canada
September 21, 2006

David, I would like to comment on Eric Jenett's message of September 21st responding to your editorial: "The World of Project Management – What is it?" (September 2006). How you organize content seems to me to all depend on what sort of information you are handling.

In your case, you are collecting editorial material of a descriptive nature as news of interest to different groups of people. Therefore, the list you have assembled and described in your latest Editorial should fit well with the needs of PMForum, i.e. segregation by readership. Each entry on your list of seven items represents a different "department" of benefit to a particular group of readers. Further you can add additional "departments" as the need arises.

Indeed, if you decide to realign your subject matter of PMForum according to your list of seven items, I think you will quickly find that when you go down the list of current "departments" you will have some difficulty in placing some of the material. How will you know, for example, where to put your own editorials? Of course, using links you can make one piece show up in several places at once, but adventurous readers may find that a bit tedious. Otherwise, you can simply add extra departments.

I suspect that your layout requirement for a newsworthy web site periodical differs from that of a simple PMBoK. PMBoK is designed to document recommendations that are mainly prescriptive for direct application to the projects in your item 4: PM Application and Experience. Even so, your item 2: PMBOK will likely require breaking down into its functional components of scope, quality, etc.

The bottom line: information storage is always messy. However, whatever you decide to do, do it once and once only - otherwise you may discourage your readership. Familiarity is a part of the readership game.

Regarding Eric's reference to his piece of three years ago on my web site, he and I invested a lot of time on that. I have always been disappointed that there has been very little feedback on it. Perhaps it is all too erudite for most people, even for (or perhaps especially for) the academics? You can find the pages he refers to on my web site starting here: http://www.maxwideman.com/guests/rationale/proposal.htm

Max Wideman.



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Editors Response on the subject of The World of Project Management


David Pells
Dallas, TX
September 22, 2006

Dear Eric, Max, and all,

Thank you very much for your emails and comments.  This is an interesting area of discussion, as there seem to be very few who have taken this on.  PMI and a few other have surveyed certain segments, in terms of annual revenues, economic impact, number of project managers, etc.  But the world of PM is now much bigger than that.

My proposed model was based on attempts to understand not only "what and where is project management today?", but also, who is involved and what are they all doing?  While we in the PM profession have focused attention in recent years on definitions and models for project management itself, little attention has been directed at the "PM industry" of suppliers of PM-related products and services.  That is starting to change, with some consolidation in the PM software industry, because the market is now growing rapidly. 

So I considered the world of PM from the perspective of supply and demand for PM products, services and "technology".  On the supply side, we can identify commercial suppliers, educators, trainers, researchers, non-profits and individuals.  On the demand side, there is the whole world of users of modern PM.  Here I refer to Russ Archibald's recent work on categorization of programs, projects, industries and applications.  It can easily be considered by industry, nature of program or project, geographic or geopolitical location, project stage, etc.  This, of course, also consists of a majority of the actual examples of real-world project and PM.  But it also represents a huge reservoir of experiences, examples, practices and expertise that is not fully understood, measured or appreciated yet.

Then I considered how PMI and other PM professional associations (the PM "profession", if you will) fit into this model.  In general, professional societies support and sponsor such things as ethics, standards, qualifications (certifications, licensing, etc.), education, communications and networking opportunities.

Because research and education are conducted independently by individuals and organizations worldwide, they received their own categories.  At that point, it occurred to me that the model could be applied to any industry or profession (i.e. research, development, body of knowledge, education, application, commercial products & services, profession, communities of interest).  So it worked for me.

One of the biggest problem, as you all saw immediately, is the overlap.  Suppliers of PM products and services must also employ PM to develop and deliver those products and services.  Large industrial organizations, and even governmental agencies, also provide PM products and services.  PMI and other "professional" entities also "sell" PM related products and services, and engage in research, education, publishing, etc.  And communities of interest emerge, exist in and are related to each of the other categories.

Nevertheless, the model that I have proposed has become useful for me to grasp "what's going on?", "who's doing what?" and "where is all the money going?"  And the estimates keep going up.

Thanks again for your feedback on a subject of great interest to me.  Because, when we consider how big the "world of project management" really is, and who all is affected by it, we can begin to appreciate the importance, value and potential of modern PM.

Best regards,

David Pells


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"On the subject of New PM Society in Nigeria "


From John Ndubuisi
Owerri, Nigeria
September 24, 2006

Dear Mr. David Pells,

Our society is only made up of students of the department of project management technology only.  I can’t tell you how many members we have right now but as it stands, every student admitted into the department automatically becomes a member which means that every year we receive and loose member who graduate. As for the number of professors, we have none since we are only made of students only, but we have a few professors in the department. 

With respect to the basis of our studies, I think I am in no position to give such an answer since I am only an student but I can tell that it is engineering oriented because we have courses like engineering drawing 1 & 2, workshop practice 1 & 2, Physics, Chemistry and some other engineering courses in our curriculum.  These are the few I know since I am only 1 yr old in the department.

With respect to the World Bank's "resource kit for PM instructors", I am very much interested and I am very sure our members will be interested too.  Unfortunately, we are on long vacation and we are going to resume in October. I am interested in connecting with PMI, IPMA or other PM societies around (the world) and once again I am sure my society members will also be interested.

I want to apologize for not responding in time, (internet) browsing in Nigeria is a little expensive for us students. I don't know if there is any faster means for us to communicate.  I'll be expecting to hear from you soon.

Respectfully,
John Ndubuisi

 

Editors’ note:  Mr. Ndubuisi was responding to the following email from the managing editor of pmforum.org

Dear Mr. Ndubuisi:  Thank you for your email and information. Can you tell me how many students participate in your society? How many professors? On what basis are your project management courses taught - PMI standards, European, World Bank methodology? Does your society offer monthly meetings with speakers or an annual conference? What is your role - society leader, professor, student member?

By the way, the World Bank has recently issued a "resource kit for PM instructors" entitled "Managing the Implementation of Development Projects", which may be of interest to you. It includes full courses on CD-ROM, along with a book.  Are you interested in connecting with PMI, IPMA or other PM societies around the world? Would you mind if we published a breaking news story about your society on www.pmforum.org? It would also be featured in the monthly PM World Today, so it might be seen by 100,000 people or more.

Thank you again for you email. I look forward to hearing from you again soon, and good luck with your society. Respectfully, David L. Pells, Managing Editor. PM World Today, www.pmforum.org.



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More On the Subject of The World of Project Management


Eric Jenett, PMP, PMI Founder & Fellow
Houston, TX
September 25, 2006

Dear David,

I believe you're being a bit too modest when you say," - - my model will not fit everyone's - - -". With some further work and, I believe, some dramatic but effective graphics to bring attention to the article, aid comprehension, assist in making MENTAL impact. In addition, in my opinion, such would be a powerful means to effectively assure that reader(s) of written language translation(s) can MISunderstand what the concepts are. I find such use of graphics in globalizing a "correct and NOTmisunderstandABLE" concept(s) such powerful frameworks.

I attach a couple of files(.pdf) done in this manner taken from some early work by Isgrig illustrating such use for the project life cycle and it's elements. While the some of the exact terminology used in the graphics have a military cast, I consider the overall picture(s) as one of the most powerful I've run across. I find it hard to believe that someone could misunderstand the concept(s) and their content short of malicious intent or total ignorance. Neither of these can really be militated against but their presence is spotlighted by that MISunderstanding and, certainly, would most likely be individual and not "global misinterpretations/understandings.

I would argue that you're missing something in questioning the appropriateness of using "the world of PM". There are NOT world(S). There ARE multiple "prisms" and "viewing points" used, mostly unconsciously, interfering and distorting their views when they communicate and try to define (most often for all the rest of the world except the author) THE "World of PM". My enduring belief and conviction are that 1) there is in fact only ONE such world, 2) individuals largely insist (perhaps out of insecurity and a streak  of mule) that theirs in the true and holy interpretation of this "World of PM" (a bit like religions, no?) and 3) the problem/confusion is compounded by the unrecognized but strong influence/ impact of geographical, political and cultural background and climate of "the individual's ‘immersion' " on the nuances in the selection and meaning intended when speaking of this elusive "World of PM".

Once you "crack" the fundamental thesis by admitting/allowing for multiple "World(nowS)of PM", you start down the slippery slope to mish-mash, vacuous pontification, and the blandness of a consensus document. If you want an easy look at the result and it's virtually non-existent clarity and usefulness, you only need look at the first publication of the (now much vaunted) OPM3; this was around early 2001 - effort started 1998,beta draft 2001, publication 2003.  I didn't get the subsequent revisions but the version I got and studied, Ver.?? , was a masterpiece of uselessness. It was the best example I've seen in a long time of the old canard that a camel is a horse made by a committee.

It is possible that the introduction of "crass commercialism", introduced by the contract with DNV, resulted in a somewhat useful document. OR, and more likely, the non-clarity of the PMI product triggered the interest of DNV in using the concept in, but/and, providing some clean up and semblance of usefulness while providing DNV a perfect backdrop/defense for a long-term exclusivity.

I think a much sounder, and in the long run more fruitful, approach is to go after "the prisms and viewing points" as the "enemy" and real source of the lack of cohesion and centrality. Max and I and David Curling had long exchanges on the "universal" concepts and categorizations for PM many years ago. As might be expected, our interest and needed  tenacity waned with time and we never carried the discussion to a full and  satisfying/agreed conclusion. I wonder, is a restart a restart warranted?? I think so. And perhaps you've provided the "Bendix spring".

There are different PERCEPTIONS of "THE World of PM" as you imply in your response which produced this over-long epistle. However, my opinion, there is in reality ONLY "THE World of PM".  In the vein of your musings and to provide some background for the reader, a survey of "thoughts on the future of PM" published by others and presented as a bibliography or inventory of prior ruminations allied with the concepts of your musings would be desirable. In addition it could/would provide the ability to analyze the pattern(s) of change appearing upon study of the compilation for CHANGES WITH TIME in/of the "elements of interest" (i.e. titles and their words/wordings, authors' area of work (i.e. independent thinker, academic, consultant, "supplier", the "nature" of the publisher, etc.) should provide useful "histories" and information about the concept(s) you put forth.

One last thought, a study of what produces and what constitutes "valid" prisms and  viewing points might provide interesting and provocative material for PMForum; No, I'm not prepared to volunteer yet. Best regards and keep up the "agitation and irritation factor",   

Eric


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On the subject of "Killing White Elephants Early"

Robert Youker
Virginia, USA
September 27, 2006

Dear David,

The Norwegian Ministry of Finance sponsored a Symposium on "Front End Management of Projects" jointly with the Norwegian University of Science and Technology (NTNU) Concept Program in Trondheim during September 7- 10, 2006.  The Ministry has been concerned with how to kill bad projects early and has instituted two front end quality reviews, QA1 and QA2, before project approval. The Concept Program www.concept.ntnu.no is financed by the Ministry to support their quality assurance efforts called “Quality at Entry”.  

The first speaker, Jeffrey Pinto, as did other speakers, presented data from Boston's Big Dig.   He introduced the concept of "normalization of deviance" where the unexpected becomes tacitly accepted as the norm and 200% over runs in time and cost can be considered "normal". He also presented the idea of "optimism bias" among project planners to insure approval of questionable projects.  Political factors often support project development and lead to "escalation of commitment". Political issues can not be solved by technical methods and require political solutions.  How can we be "rational" in an irrational world? Finally he presented functionality and stakeholder satisfaction as more important than cost and schedule.  People will put up with a lot if it works!

The QA program of the Ministry of Finance uses outside consultants to review projects before Parliamentary approval (QA1) and before final design (QA2). They are trying to get an "honest" look at all the forecasts and proposals and to avoid white elephants. 

Knut Samset, Director of the Concept Research Program at NTNU uses a "hierarchy of objectives" tool to try to change the culture in the Ministries and to obtain "honest" estimates.  Getting things right at the front end is much more important than good project management of a badly designed project!  The key idea I took away was that you must use political methods to kill political projects.  


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About the Managing Editor:


David L. Pells

Managing Editor, pmforum.org

David L. Pells  is the Managing Editor of PM World Today and www.pmforum.org.   He is also the President and CEO of iWorld Projects & Systems, Inc., the parent company of pmforum.org.  David is an internationally recognized leader in the field of professional project management, with over thirty years’ experience in project management related activities and positions. His professional experience includes a wide variety of programs and projects, including engineering, construction, transit, defense and high technology, and project sizes ranging from several thousand to ten billion dollars. He is a former member of the board of directors of the Project Management Institute (PMI®), and was awarded PMI’s person of the year award in 1998 and Fellow Award in 1999.


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