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Deming, the PM (Pt. 3)
Josh is an Engineering Project Manager for Apple.
Management guru Edwards Deming’s points on continuous improvement, training and leadership can serve as sound guidance in the pursuit of project management excellence. Here they are applied to using lessons learned to improve methodologies, going beyond trial-by-fire training, and knowing the difference between leading and supervising.
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 third 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.
Point 5: Continuous Improvement
This is one of my favorite points from Deming. I see so many mistakes that are made again and again, and lessons learned that are either completely undocumented or filed away after a project, never to be seen again.
Do all of the project managers in your organization get exposure to lessons …
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"People are always blaming their circumstances for what they are. I don't believe in circumstances. The people who get on in the world are the people who get up and look for the circumstances they want and, if they can't find them, make them." - George Bernard Shaw |