Drunken PM

Having defined that which is to be measured, Sun Tzu provides examples of things to be considered when examining the five measures. He recommends determining which leader has captured the cultural mindset:

"Which leader
Has the Way?"

And, which has the poitical and organizational advantage:

"Which side has
Heaven and Earth?"

Who has the strength and rigorous enough approach to discipline to follow the processes they have defined as their path to success.

"On which side
Is discipline
More effective?"

"Which army
Is the stronger?"

According to Sun Tzu, understanding these will help you "know" victory and defeat. This is an important point to spend some time on. The idea is not that if you study these things, you'll win; but that if you study these things, you will be able to foresee who will win... which leads to a principle introduced later that is (simplified) never take on a battle you have not already won.

Following this thought, if you stick with Sun Tzu, follow his rules, he promises to lead you to victory. If you follow his guidelines, the Art of War will get your back and keep you from harm. However, this is going to include knowing when to back down, when to back away and when to take action in a way that is decisively final. In the workplace, my experience has been that the last part if often more difficult for people to adopt than the backing down. (But there will be much more on this later.)

Sun Tzu also goes on to explain that if you don't adhere to these rules, whether you use the Art of War or not, you've already ensured you will fail. This is another critical point in the Art of War. What Sun Tzu has essentially done is stated that if you stick with him 100%, he'll guarantee success, anything less than that, and you are not using the Art of War and you will fail.

For those familiar with Scrum, this would be "The Art of War, but..." and it has about the same chances of success as "Scrum, but..." more on Scrum, but

This level of commitment is something that appears a number of times throughout the book. It can seem a bit severe when put into practice, but it is something that (IMHO) truly differentiates practitioners of the AOW from those who merely dabble in it. Because war is such nasty business, once you have committed to it, Sun Tzu demands total commitment. At times, this means backing down and at times it can mean pushing further than you might normally. Even taking the time to determine, for yourselves, where the line is in terms of what you are willing to do in order to help the project succeed, can be helpful. As Sun Tzu says, we must know our opposition and ourselves. Often, trick for us as PMs, is to make sure there is a difference between the two.

Part 1 of the drunkenpm interview with Mike Sutton, CEO of Wizewerx and founder of ScrumFest.

In this part of the interview Mike explains how he uses Scrum, XP, and Neuro Linguistic Programming (NLP) in his Mashup approach to managing software projects and Agile teams.

The Art of War - Chapter 1 - Part 3

After listing the five measures (see Chapter 1 - Part 2), Sun Tzu provides an explanation of each of the elements. Throughout the Art of War there are a number of places where Sun Tzu offers an explanation through the use of contrasts and by listing elements which, when grouped together, provide a more complete explanation of the point he is trying to make. If this seems a bit daunting, consider the way the none of the traditional elements that make up a true project plan (Charter, Risk Plan, Communications Plan, Project Schedule, etc.) provide as complete an explanation of what the project entails individually as they do when grouped together.

The Tao (The Way)

Sun Tzu explains The Tao (or The Way) as the thing that unites men with the mind of the person leading them in an unwavering way, despite the threat of death. For a project, or an organization, this would extend beyond a mission or vision statement into how it plays out within the culture of those involved, either uniting them, or not.

Heaven (The Political Environment)

In defining Heaven and Earth, which I defined (in Chapter 1 - Part 2) as being akin to the Political Environment and the Organizational Structure, they are respectively explained as a balance of opposites and measures.

Heaven is
Yin and Yang,
Cold and Hot
The cycle of seasons

When applied to a political environment, the cyclical, dynamic but dependable state of the four changing seasons gives context to the listing of the opposites above. The political nature of an organization will always be in flux. There will always be opposing forces, but the dynamically shifting nature of that balance is something to be relied upon and carefully monitored. So, regardless of what type of political situation you face, you can always depend on the fact that change is coming and no matter how things are balanced today, they will be different tomorrow. Trust in the change, not in the state.

Earth (The Organizational Structure)

The organizational structure, or Earth, is defined in a list of actual measures:

... Height and depth,
Distance and proximity
Ease and Danger...

While it may be simpler to see, it is no less critical than the political environment/Heaven. Because it is less abstract, it can be examined in a more exact way, using more tangible metrics. However, Heaven and Earth are paired in the Art of War. The organizational structure and political environment can't be seen individually. They are a pair, and moreover, as part of the five measures, just two of the ways we experience that with which we are interacting.

Command (Leadership)

In explaining what he means by Leadership, or Command, Sun Tzu provides a list of ingredients. I have always worked under the assumption that these have been listed in a particular order based on the overall importance of each to organizational maturity (with Wisdom being prized above all and Severity as the lowest ranking critical value), but that may just be me. Either way, if you were to examine an organization and rate them along each of these points, you would be able to develop a fairly clear understanding of the overall value system and (arguably) maturity of that organization.

Wisdom
Integrity
Compassion
Courage
Severity

Discipline

Discipline is perhaps the easiest of the five measures for a project manager to understand. It is defined as...

Organization
Chain of command
Control of expenditure

This is a simple, concrete explanation.

Sun Tzu closes out this section of the chapter by saying that every leader is aware of the five measures, but there is a difference between being aware and truly understanding them.

He who grasps them wins
He who fails to grasp them loses

According to The Art of War, there are five vantage points from which you should be studying any organization/company/opportunity/opponent/insert name of thing you are facing that you are scared of or do not understand here. If you study the five measures for your situation to a point where you have true clarity on each of them, then by your very understanding of them, you will succeed. However, if you don't, by your very lack of understanding, will fail. To use a simple analogy, assuming you have all five of your senses available to you, (because as Sun Tzu says, "Every commander is aware of these five fundamentals", you experience the world through taste, touch, smell, sight and sound, all together. If you had the ability to see, but started ignoring any visual input, how true would your understanding of the world be? How successful would you be in it? And perhaps more importantly, how safe would you be? Quotes listed in this entry are taken from John Minford's Penguin Books Great Ideas translation "Sun Tzu The Art of War (Strike with Chaos)" published by Penguin books in 2006. The passage covered in this entry can be found on pages 2 and 3 of the book. If you'd like to purchase a copy, you can do so here.

The Project Shrink, Bas de Baar and Dave Prior talk about responses to Episode #4, the Exploding Mailbox, Dave's new Art of War blog series, the Crisis Commons response to Haiti and the cultural differences between the current generations in the workforce.