Part 6  -   Challenges, the Laws of Physics, Project/Construction Management and Reality

 

Achievable Goals and a Clear Mission and Vision

A financial commercial features an optometrist doing volunteer work saying over and over through various video clips – better, faster, cheaper regarding the manufacturer of eyewear frames.  While it highlights a business woman’s volunteer effort to bring eyewear to distressed communities on the continent of Africa, it can be misinterpreted as an acceptable means and method for leading a business to achieve the goals of a corporate leader. 

Saying better, faster and cheaper to employees at every interim point of progress is not the best method for achieving business success.    But for the commercial it works.   Unfortunately, today’s managers see this style as the foundational approach to managing a business and their employees.   

As a result, management professionals frequently use the acronym SMART to create a framework of target goals for employees to follow and be successful.  

• S = Specific.   This must include statements such as start, complete, launch, open or rollout on month/day/year.
• M = Measurable.   This must include weekly, monthly, quarterly data collection of corresponding metrics compared to planned schedule.
• A =  Attainable, Achievable.  This must include expectations that are based on industry capabilities, history on projects similar in scope and complexity, and proven means and methods
• R = Realistic, Reasonable.   This must include metrics that challenge the norm but also has sponsor backing to optimize or improve processes for project execution.
• T = Timely.  This must include aligning resources with S, M, A and R in adequate time to plan for execution under project conditions, including influences from government, economic, geographic and business plans.

The two most important Letters are A and R.   In order for the S, M and T to be meaningful, the environment for project success must be created by corporate leaders, including those that are accountable in a Project Management Office (PMO).  Leaders also need to think SMART in aligning the environment with employee goals.      

• S = Stewards [for service excellence.]    This must include management professional that understand project management principles and standards for success in the specific industry domain of the organization.
• M = Mature.   This must include hiring managers and supervisors that can train and coach employees for the task at hand as well as planning for succession of employees to increasing responsibilities in the PMO and organization.  
• A =  Articulate.   This must include effective, trustworthy, honest and timely communications sponsored by the organization and distributed throughout the PMO.  
• R = Respect [of the profession.]   This must include demonstrated commitment and presentation of examples by PMO and organization to stimulate repeat of good practices and to avoid poor practices.   
• T =  Trust.    This must include delegation of assignments to employees with accountability commensurate with responsibility, authority and decision making on projects.  

Reality A

SMART is a acronym and it is a concept that provides the first letter of attributes that can be defined for printed expectations for creating successful management in a PMO and throughout management in an organization.    Like any goal it will challenge the PMO status quo based on the best metrics from the previous set of goals.  

Reality B

A PMO is most frequently portrayed as support to projects, programs of projects and portfolio of projects.   Many PMOs focus on dashboards, heat charts, to-do-lists, integrated project schedules and project priorities.   But generating large amounts of data analytics in varied formats may create distractions for PMs, who already use established systems, techniques and tools for managing projects.  

PMO leadership is more than just providing excellent deliverables for measuring progress against planned metrics that show project status and aid in making decisions on projects.   A PMO is in the business of project management, and it is the knowledge resource creating project management success.   PMO is accountable for:

• Implementing strategies and guiding principles for project implementation
• Developing and improving processes and procedures
• Training personnel and  recruiting personnel
• Creating and optimizing an organizational structure and reporting hierarchy
• Providing the tools, systems and resources
• Creating an effective work environment.