It is not enough to have competent project managers and a solid project management methodology. Senior project leaders must integrate the discipline of process management — the other PM. Here, a “process queen” shares a bit of her journey in pushing process change and improvements at AT&T.
This article is one in an ongoing series that invites project professionals to share practical advice, personal insights and pet peeves based on their experiences in the field. Anonymity, if desired, is assured. To submit an article for consideration, contact the editor.
I learned this lesson while working at AT&T. I worked there for 21 years and became an “accidental” project manager. I also was crowned with the title of the “Process Queen.” You may ask how did you get such a regal title? It too came just by accident — even though I would like to think it was because of my brilliance. It wasn’t — it came about out of necessity.
During the last six years of my corporate career I was summoned to come to an organization that needed my style of leadership. My style — as this “summoner” called it — was a no-nonsense, no-excuses, get it done leader.
After I joined the organization as a member of the project management team, I could see that there was quite a task ahead. Things were “a little loose,” and the value of project management was nonexistent. Perhaps that is too harsh. The