Categories: Best Practices, Communication, Human Aspects of PM, Innovation, Leadership, Lessons Learned, Mentoring, Project Delivery, Project Failure, Project Planning, Strategy
by Dave Wakeman
I recently came across some of management guru Peter Drucker’s thoughts on project management.
As often happens with Drucker’s writing, the lessons he wrote about many years ago are still applicable today.
In his thinking about project management, Drucker came up with the idea that it really came down to three ideas: objectives, measurements and results.
Let’s take each of these areas and think about how we should approach them today.
Objectives: Many projects get stuck before they even begin, due to a poor framing of the project’s objectives. We should be undertaking our projects only when we have moved through the project-planning phase to such an extent that we have a strong grasp of what we are hoping to achieve.
These objectives shouldn’t be fuzzy or wishy-washy. They should be solid and rooted in the overall strategy of the organization you are performing the project for.
This means you have to ask the question: “Does this project move us toward our goals?”
If the answer is “yes,” it’s likely a project that should be launched.
If the answer is “no,” it’s likely a project that needs to be fleshed out more, rethought or not undertaken at all.
Measurements: Drucker is famous for this adage: What gets measured gets managed.
In thinking about project management, measurements aren’t just about being able to improve project delivery. They’re also essential to ensure the project is headed in the right direction.
To effectively measure our projects, we need to have laid out key measurements alongside the project’s objectives.
The measurements should be specific, with expected outputs and completion dates, so you can affirm whether you are on schedule, behind schedule or ahead of schedule.
At the same time, the measurements should inform you of your progress as it compares to your strategic goals.
Results: Ultimately, projects are about results.
To paraphrase another great thinker, Nick Saban: If you focus on doing your job right on each play, you’ll put yourself in a position to be successful at achieving your goals.
Saban coaches U.S. football, but this works just as well for all of us in project management.
If we are focusing our energy on tying our projects to our organization’s strategy, through this strategy we focus our project efforts on the correct objectives in line with our strategy. Then we use those objectives to measure our progress against the strategy. We should be putting ourselves in a position to get the results that we need from our projects.
These results should be measured as positive outcomes. In Saban’s case, that’s wins. In your case, it might be a new technology solution, a successful new ad campaign or a profitable fundraising effort.
To me, reviewing Drucker’s thoughts on project management is a reminder: Even though there is a constant pull of new technologies, never-ending demands on our attention and a world where change feels accelerated, sometimes the best course of action is to step back, slow down and get back to the basics.