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Deming, the PM (Pt. 2)
Josh is an Engineering Project Manager for Apple.
In applying Deming’s management philosophy to project management, leaders and teams are encouraged to improve flawed processed rather than to manipulate or ignore them. Likewise, projects aren’t run in silos or monitored exclusively through the lens of short-term thinking, but instead speak to the future of the entire organization.
Dr. W. Edwards Deming landmark 14 Points For Management — originally presented in his 1982 book “Out of the Crisis” — called for a new style of management, and are intended to help everyone enjoy their work and produce excellence. Their original context was operations, but they are equally applicable in project management, and many of them make a compelling case for project portfolio management and project management offices.
This is the second installment of Deming, the PM — a six-part series exploring how a modified version of Deming’s 14 points can be relevant in addressing today’s most pressing project management challenges. Read Part 1 here.
Point 3: Inspection Is Not Punishment
Deming's third point urges practitioners to design quality into processes, using inspection as an information-gathering tool to do so. In project management, the processes and systems make up a methodology. Does your organization have a consistent methodology, or does everyone run …
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"Do not fear to be eccentric in opinion, for every opinion now accepted was once eccentric." - Bertrand Russell |