Richard Newton wears many hats. Included amongst these are his work as a consultant, author, blogger, change leader, company director, and program manager. His most well known project management book is The Project Manager: Mastering the Art of Delivery. He is also the author of the best-selling Dream It, Do It, Live It which applies project management principles to achieving personal dreams.
We’ve all heard the joke: a consultant is someone who borrows your watch to tell you the time. What makes the joke funny, in the way Dilbert is funny, is that we know there is some truth in it. I don’t want to tar all consultants with the same brush, but some consultants really do just borrow your watch to tell you the time. To be fair, many don’t and even when they do, sometimes it’s what the client asked for.
In the UK TV comedy Dad’s Army, Corporal Jones was a character who at regular intervals would run around shouting “Don’t panic! Don’t Panic!” The joke was he was always panicking.
It feels like this on many of the projects I am involved in. There is some pretence about being calm, but there are many signs of panicking. And what is everyone panicking about? Usually, time and money.
There are many reasons projects and programs get in trouble. Problems we are all familiar with include: poorly defined goals, lack of sponsorship, ineffective prioritisation and access to resources, and when there is no drive to make progress. I have been involved in lots of projects in my career, and I’d love to say every one of them was a success, but it would be a lie. Quite a big lie. I have been in projects with every one of these problems, sometimes all of them.
This article contains a speech originally given in London in December 2015.
Thanks for the introduction, and good morning everyone. It’s nice to be here talking to a community of my fellow project managers. It can be an interesting job being a project manager. But it’s one of those jobs that unless you have done it, or worked very closely with, you don’t really have a good grasp of what it entails. Our discipline has been a domain of huge debate over the last 10 years or so, focusing on the battle between aficionados of Agile and traditionalists keeping the flame of waterfall going.
Not long ago I published a post titled "what's the point of change management?" (you can find it on this site). In this article I want to do the same sort of thing for project management. I aim to write a third article contrasting project and change management.
A few years ago I went back to the town I went to school in. I met up with some friends I had been to school with, (a long time ago!). When I met my friends they were sitting with an old man who I vaguely recognised. It turned out he had been a teacher at my school. We had a very pleasant evening reminiscing over old times. I enjoyed the company of my old teacher.
Like many people who post on LinkedIn, I am deeply interested in the development of leadership and management disciplines - how we can continue to make them better. One way we can improve the way we work is to identify best practices and then apply them more widely. And this seems to be a commonly accepted approach. I want to express a bit of scepticism about this approach.