Random Thoughts

In the world of project management, we encounter all kinds of personalities. Some people talk a big game but don’t deliver, while others quietly get things done. The classic "walk the talk" dilemma can be visualized in a simple 2x2 matrix, with one axis representing "Doing" (from limited to extensive) and the other "Talking" (from limited to extensive). Based on these two traits, we can categorize project team members into four personas. While this is meant to be a lighthearted take, it does shed some truth on team dynamics. Let’s dive in!

1. The sleepy spectator (limited do, limited talk)

Real-world equivalent: aristocrats, royalty, or anyone who avoids the spotlight.
These individuals prefer to stay quiet, following the old adage: “Better to remain silent and be thought a fool than to speak and remove all doubt.” In project management, they don’t pull their weight but also don’t actively cause trouble—at least not at first. Over time, their lack of contribution can lead to resentment among teammates who have to pick up their slack. Not the biggest problem at the start, but definitely one to watch out for as the project progresses.

2. The big pretender (limited do, extensive talk)

Real-world equivalent: certain politicians or self-proclaimed “thought leaders” who talk circles around actual work.
These folks are all about making noise and stirring the pot without actually contributing much. They might sound confident, throw in buzzwords, and make grand promises—but when it comes to execution, they fall short. In a project team, they can be disruptive and demotivating. If identified early, the best course of action is to remove them before they derail progress.

3. The silent powerhouse (extensive do, limited talk)

Real-world equivalent: factory workers, skilled specialists, or the behind-the-scenes MVPs.
These are the quiet achievers. They don’t seek recognition or engage in unnecessary conversations, but they get things done. In a project setting, they are invaluable—they require minimal supervision, are highly skilled, and contribute consistently. They may not always voice concerns or ideas, so it’s important to check in and make sure they feel heard and appreciated.

4. The hyper achiever (extensive do, extensive talk)

Real-world equivalent: entrepreneurs, visionary leaders, or unstoppable go-getters.
These individuals are the driving force behind any team. They work hard, inspire others, and aren’t afraid to speak up. They take junior team members under their wing, mentor them, and encourage growth. While their energy can be overwhelming at times, they are often the ones pushing the project forward and ensuring success.

Final thoughts

Every project team has a mix of these personalities, and while this categorization is meant to be taken with a grain of salt, it does highlight an important reality: balance is key. A team full of sleepy spectators won’t go anywhere, but a team of only hyper achievers might struggle with cohesion. Recognizing these traits early can help project managers build stronger, more effective teams.

Now, which quadrant do you think you fit into? And what about your colleagues? Let’s hear your thoughts!

I recently tuned into a fascinating podcast about the making of the classic film "Pretty Woman." What struck me most was how this project, seemingly doomed from the start, turned into a blockbuster hit. This got me thinking about how some projects, despite facing numerous obstacles, can still achieve remarkable success. Here’s a dive into the chaotic yet triumphant journey of "Pretty Woman."

From the get-go, the production faced significant challenges. When shooting commenced, they had only secured 10 out of the +/- 100 actors and actresses they needed. Imagine starting a project with just 10% of your team! It’s akin to launching a new product with only a fraction of your resources in place. But the team forged ahead, showing resilience from the very start.

Interestingly, the original script of "Pretty Woman" wasn't the romantic comedy we all love today. It was a darker drama titled "$3000," referencing the amount of money Richard Gere's character would pay Julia Roberts' character. The script was filled with grim references to drug use and its consequences, far from the feel-good movie it eventually became. This drastic shift in tone reminds me of how initial project plans can undergo massive transformations, often leading to better outcomes, much like in agile project management where flexibility and iteration can yield surprising results.

Another quirk in the production was the on-the-spot scripting. Many scenes were crafted during filming, a process that could easily derail a project. This improvisational approach is akin to building a plane while flying it. Director Garry Marshall wasn’t even sure of the film’s tone, so he shot each scene three times with different emotional undertones—funny, dark, and random. This gave them flexibility in post-production but also highlighted the uncertainty that permeated the project, similar to how agile methodologies allow for adjustments and pivots based on ongoing feedback.

One of the most iconic scenes in the movie—where Richard Gere and Julia Roberts are at a fine dining restaurant and a snail flies out of her hand—wasn’t scripted. This spontaneous moment became one of the most memorable parts of the film. In project management, this is akin to creating value through unexpected features. Sometimes, the unplanned elements can deliver significant value and delight to the stakeholders, reinforcing the importance of being open to spontaneity and seizing unexpected opportunities.

Despite these haphazard elements, the film's release was a roaring success. With a budget of just $14 million, "Pretty Woman" grossed an astonishing $463 million worldwide. This kind of success in the face of so many hurdles is both inspiring and perplexing. It serves as a reminder that sometimes, the most chaotic and seemingly doomed projects can achieve greatness.

Adding to the list of bizarre anecdotes, Julia Roberts was a relatively unknown actress at the time, and Richard Gere almost didn't take the role. The chemistry they brought to the screen was more serendipitous than planned, yet it became a defining element of the film's success.

In conclusion, "Pretty Woman" exemplifies how adaptability, resilience, and a bit of chaos can lead to unexpected success. It’s a testament to the idea that no matter how troubled a project might seem, there’s always a potential for it to turn out incredibly well. So next time you find yourself in a seemingly doomed project, remember the journey of "Pretty Woman" and take heart—you might just be on the brink of a blockbuster.