Project Management

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Collective Knowledge

Collective Knowledge  

By John Herman   PMP, CQE, MPM

Your company can be smarter than it is.  Your project, too. 

By drawing on resources both within and outside the company, your company’s knowledge base can be larger than the sum of its intellectual property and employee base.  Here are some sources of external knowledge that can be tapped, and should be considered when ideas or solutions are needed. 

  • Vendors:  The Agile Manifesto statement valuing partnership with vendors can be applied to advantage.  To keep your primary vendors honest, consult with their competitors, too.  Competitors are quick to point out the shortcomings of your primary vendors.
  • The Web:  While we all know that not everything published on the web is true, much of the info is real and trustworthy, especially from independent organizations such as universities.  Trade publications are more unbiased than company product brochures.
  • The World:  You can solicit ideas and solutions from the world.  From simple concepts like a suggestion box on a website to chat rooms and collaboration software, the world can be an oyster farm in your search for pearls of knowledge.  It does, however, require resources to evaluate the suggestions and ideas.  Offering financial rewards for good suggestions, solutions, and ideas can spread the word virally, which may further increase the number of both good and worthless thoughts.  There is also opportunity to recruit new employees from the pool of responders. 

How does this apply to Project Management?

Collective Knowledge can yield useful information from prior efforts for similar projects at other organizations, such as project schedules, cost info, risk management, and other aspects across the 10 PMBOK knowledge areas. 

Posted on: September 29, 2018 12:34 PM | Permalink | Comments (5)

Donald Rumsfeld and Project Management

Donald Rumsfeld and Project Management

By John Herman   PMP, CQE, MPM

Donald Rumsfeld graduated from Princeton University and was an active participant at high levels in both corporate and government organizations.   He was both the 13th (1975-77) and 21st (2001-06) Secretary of Defense of The United States.  Today’s focus is on a statement he made at a Department of Defense news briefing on February 12, 2002. 

There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns. There are things we don't know we don't know.

This jumble of words actually has considerable worth during project planning.   The “known knowns” are our scope and constraints.  We plan for these aspects because they are known.   The “known unknowns” are assumptions and risks.  We know about these aspects, but we don’t know about their degree of truth (assumptions), or how likely they are to occur or their severity (risks).  The “known unknowns” ties well to a previous entry in this blog titled “Alexander’s Question”.

But what about the “unknown unknowns”?   Can we simply ignore what we don’t know?  The answer is, of course, no.  But how can we plan for what we don’t know?   These “unknown unknowns” factor into the contingency buffers for scope, budget, and schedule.  The experienced project manager incorporates budget and schedule contingency buffers (also known as management reserve) within the project to accommodate the unforeseen.

Rumsfeld’s quote, along with some other gems that he’s given us, show that planning and risk management have application even at the highest levels of corporations and governments.  In closing, here’s another Rumsfeld quote that correlates well to measuring success, but we’ll have to save the discussion of this quote for another day. 

“Congress, the press, and the bureaucracy too often focus on how much money or effort is spent, rather than whether the money or effort actually achieves the announced goal. “  - From "Rumsfeld's Rules", January 12, 1974

Posted on: January 07, 2016 11:53 AM | Permalink | Comments (7)
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