Archive for October, 2009

Project Management – Easier Than It Seems -> Focus on Results!

Sunday, October 18th, 2009

project-acceleration.jpgMany project managers make life difficult for themselves by focusing on the PM process rather than the PM results. They worry about documents, forms, Gantt charts, sign offs, etc. While all of these are important, many (probably all) customers of a project care a lot more about results than about the process. As long as the team performs in a legal and ethical manner, and now in the world of SOX with enough documentation to ensure adequate oversight, they don’t care about the process.

This is my experience in numerous projects, large and small. For the Intel Inside(R) Program system, we never received any “formal” requirements nor were we given time to gather the requirements. Instead the system “needed to be built in three months!” If you know much about co-op marketing, there are numerous areas that a system needs to address, in particular due to the large financial quantities it was going to pay (50% of an ad placement could be in the hundreds of thousands of dollars in certain publications).

So, what did we do? I brought in modelers to train and guide the users (marketing, finance, and sales) on modeling the desired system.  I brought in internal audit from the beginning to make sure that we built it based on their expectations. This was a difficult endeavor as internal audit was not used to being asked to act in a consulting role at the beginning of a project rather than being “fault finders” at the end, but it worked. We implemented an Agile framework, developing three releases in parallel (pipelined), each taking three months and a production release every month.

Once we started delivering (nine months after starting, not the three months that was desired — that’s a story for another blog) and the machinery got moving, there was no need for documents, Gantt charts, or other PM devices beyond the ones we needed to manage the project. The customers were more than satisfied with the results.

There are other examples in my experience that validate this approach. How about in yours?

New blog on project leadership

Friday, October 9th, 2009

I have another blog on leadership and I’ve just posted a new blog there. See it at


Thirst for Other Approaches

Saturday, October 3rd, 2009

I spoke last Monday (9/28/09) at North Carolina PMI’s Annual Event on Commitment-Based Project Management (CBPM for short) and the impact it can have to accelerate projects. With close to 100 people in the room, there was lots of interest on this approach.

As many of you may know,  CBPM is based on work done at Intel to develop its semiconductor chips. Faced with a vicious cycle of commit-fail to meet-decommit in its projects, a different approach was taken by the chip set business (chip sets are the supporting chips for the microprocessor — without them, new microprocessors cannot go to market. Hence their criticality). Timm Esque in his Excellent No Surprises Project Management, describes the situation and how it was overcome. For those of you in LinkedIn, there’s a group called “Project Acceleration thru Commitment-Based Project Management” that you may want to join. Also, in my profile, I have posted a presentation and a file describing the approach. Go to to access.

Out of this 100 or so people who attended, 18 have requested my Excel  spreadsheet used to manage the approach (if you want a copy, send me a note at The spreadsheet makes it easy to track deliverables by highlighting who owns each deliverable, when are they committed to delivering it, who uses it, and what’s the status. A few other capabilities, such as SPI and CPI as well as a Performance Against Commitment (PAC) chart are available with it.

It was refreshing to see the amount of interest on this approach, an alternative to the more traditional project tools. Maybe you want to give it a go?

Have a great day!