The Scott Brothers on Building a Media Powerhouse Through Project Management
From the Voices on Project Management Blog
by Cameron McGaughy,
Lynda Bourne, Kevin Korterud, Conrado Morlan, Peter Tarhanidis, Mario Trentim, Jen Skrabak, David Wakeman, Wanda Curlee, Christian Bisson, Ramiro Rodrigues, Soma Bhattacharya, Emily Luijbregts, Sree Rao, Yasmina Khelifi, Marat Oyvetsky, Lenka Pincot, Jorge Martin Valdes Garciatorres, cyndee miller
Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with--or even disagree with--leave a comment.
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Date
The Scott Brothers — Drew at left, Jonathan at right —on stage at PMI Global Congress 2015 —North America.
By Cyndee Miller
My last trip to Disney World was all about fun — took the nephew on the Mad Tea Cup ride, watched the parade, all the standard tourist stuff. But this time around, I’m here for PMI® Global Congress — North America at Disney’s Coronado Springs Resort in Orlando, Florida, USA. And I’m seeing Walt Disney’s vast kingdom from a new angle: as one of the most successful projects of all time.
Talk about benefits realization. With more than 52 million visitors each year, Disney World ranks as the most popular vacation resort in the world. It’s also not a bad place to bring together project and program managers to trade tips on how to transform a big project vision into reality.
And that can take some time. Even the happiest place on earth wasn’t built overnight.
During a freewheeling congress keynote, Drew and Jonathan Scott — the crown princes of TV home renovation projects — noted that even Disney started small.
“Look at something as massive as Disney world. It didn’t start out all of the sudden like this. You build and you build and you build, and it gets bigger as you go,” said Jonathan Scott during the opening keynote with his twin brother, Drew.
You probably know the Scott Brothers as stars of the hit HGTV shows “Property Brothers” and “Brother vs. Brother.” But they’re not just budding media moguls — they’re entrepreneurs who got their start in real estate renovation projects. They can talk and walk the project talk, from contingency funds to optimizing delivery processes.
“Organization is the most important thing,” Jonathan said. “It’s hard to get it set up in the beginning, but once you have the process and once you’re organized, it’s a lot easier to maintain that process than it was to come up with it in the first place.”
Still, organizations must remain agile. “We’d never be able to [grow rapidly] unless we were constantly evolving our practices and processes along the way,” he added.
Drew said smart evolution demands constant curiosity. Don’t be afraid to fail on a project — as long as you learn from it. The best leaders are humble and unafraid of confronting problems, he said.
“None of us know everything, and if you think you do, I don’t want to work with you. … The sign of a great manager is the ability to bring in people to do tasks better than they can,” Drew said.
The brothers have built their production company — and executed more than 500 home renovation projects — by sticking with a “no BS” communications policy. Meaning: Tell it like it is. “If there’s something that’s bothering us, we just get it out. And we always emerge with a stronger team,” Drew said.
Eighteen years after their first real-estate project, the Scott Brothers can sum up their project management approach in three words: divide and conquer. Like any longtime colleagues, they’ve learned to trust their teams — and each other — to get the job done.
As with most siblings, humor helps — and keeps work fun.
Right, Jonathan?
“I know what Drew’s strengths are, and he knows how I have so many more strengths.”
Posted
by
cyndee miller
on: October 12, 2015 11:16 AM |
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Comments (3)
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fosco frongia
Senior project manager| ENTE PATRIMONIALE CHIESA GESU' CRISTO SUG
Fino Mornasco, Como, Italy
it is very interesting to see the old roman strategy "divide et impera" (divide and conquer) used on behalf of the synergisitc process, it is an important change in the point of view because convert the old strategy - weaken the opponent to keep your supremacy - in: "takes advantage of diversity to achieve a higher result". It is an excellent lesson in terms of management: diversity in personal qualities, experience and sensitivity of the team members is not an "opportunity" to create chaos but rather an opportunity to improve performance. In fact, the diversity and complementarity help to increase the points of view from which to observe the issues and ultimately to increase the information available to us
Jerry Ihejirika
CEO at CareerinPM - I help people succeed in their project management careers.| CareerinPM.com.ng
Surulere, Lagos, Nigeria
Big kudos to the Scott brothers and their team, they've done a wonderful job in connecting the media with project management.
David Kaiser
Founding Partner| Schedule Associates International LLC
Rochester, Ny, United States
Ironic since the "Property Brothers" show itself demonstrates a lack of sound project management practices, primarily in the area of communications management, but also in regard to risk management. Smoothly run projects make for boring television so every episode seems to involve an "unexpected" surprise sprung upon the homeowners who are subsequently stressed out, all for the benefit of the viewers. In one episode a slanted first floor was noted, but not investigated until later when the very much expected structural problems were found and the owners were called in to be told in front of the cameras of the finding and the associated expense. In another episode tub area tiling is demolished at a (unplanned) cost of thousands of dollars because either the brothers had never heard of screw extractors ($10US) or they chose the more dramatic element of surprise and stress. As with all projects, understand the goal. The goal of the show is dramatic television viewing, not well executed projects.
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