MANAGEMENT INFLUENCE ON PROJECTS OR WHY DO GOOD PROJECT MANAGERS SUCCEED OR FAIL

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MANAGEMENT INFLUENCE ON PROJECTS ORWHY DO GOOD
PROJECT MANAGERS SUCCEED OR FAIL?
Jim Blaylock, PMP Senior Consultant Summit
Solutions, Inc
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Hypothesis
Jim Blaylock, PMP Senior Consultant Summit
Solutions, Inc
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Philip Crosby

• Quality Without Tears The Art of Hassle Free
  Management
• The profile of a troubled organization
• Management is the direct cause of most quality
  problems.

Jim Blaylock, PMP Senior Consultant Summit
Solutions, Inc
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The Corollaries to Crosbys Views on Quality

• Management is a major cause of project failure.
• Management is a major cause of project success.

Jim Blaylock, PMP Senior Consultant Summit
Solutions, Inc
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Case Studies on Project Failure

• The Dart Dodge
• The Shredded Shirt
• The Clandestine Charter

Jim Blaylock, PMP Senior Consultant Summit
Solutions, Inc
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The Dart Dodge

• Attempt to provide support for PMs
• Money woes overcome good sense
• More fun to shoot at project manager than to
  offer help and, much safer.

Jim Blaylock, PMP
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The Shredded Shirt

• Management attempt to ignore contract/system
  requirements
• Lack of Management Support for PM Initiative.
• High Level Politics for Personal Gain

Jim Blaylock, PMP
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The Clandestine Charter

• No Clear Requirements
• Changes being made to basic system constantly
• Lack of confidence by users
• Runaway costs and schedule

Jim Blaylock, PMP
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Case Studies on Project Success

• The Cornfield Caper
• The English Experiment
• The Doubting Distributor

Jim Blaylock, PMP
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The Cornfield Caper

• Agreement to get correct statement of
  requirements
• Partnering atmosphere
• Change Control defined up front
• Management attitude

Jim Blaylock, PMP
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The English Experiment

• Management support for Project Manager
• Management recognition of cultural differences
• Management holding firm on terms and conditions

Jim Blaylock, PMP
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The Doubting Distributor

• Management insistence on a clear charter
• Management support for correct staffing
• Management supporting Project Manager

Jim Blaylock, PMP
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Conclusions

• Management is a major influence on project
  success or failure

Jim Blaylock, PMP
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A Question for Managers

• Some people are paid to do things right.
• Some people are paid to do the right things.
• WHICH ARE YOU?
• Dr. John White, Ga. Tech
• Industrial Engineering Professor Emeritus

Jim Blaylock, PMP
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THEN, WHY ARENT YOU DOING WHAT YOU ARE PAID
FOR?(WHEN IT COMES TO PROJECTS)
Jim Blaylock, PMP jim_blaylock_at_msn.com