Irony is a tool within satire that highlights the distance between the way individuals speak/feel about a topic and the broad issues that are presented by the topic. It’s a way to pose questions and have challenge-based conversations because it purposely “stirs the pot” on all sides of the concern and/or issue.
I have put together three examples of it below, and am interested in how it is received. If you have kept up with my articles and postings, you know that I’m interested in sharing transformative thought, in hopes of preparing the next generation to have the technical, business and interpersonal skills to tackle today’s dynamically changing environments.
So, please recognize that I’m not making a positioned statement on any topic; I’m simply interested in seeing if this type of “device” can create productive conversations in project management. I’ll ask a few questions at the end.
WHEN STAKEHOLDER MANAGEMENT REQUIRES AND INTERVENTION
There’s a time in every Project Manager’s life when one too many change requests takes you over the edge and requires you to give a literal meaning to the word "stake-holder".
Mr. Happy - the project manager is presenting signs of a disorder I call the PIT (i.e., Project Induced Trauma), and evidently missed the webinar on Mindfulness. Who do you have empathy for?
A SOFTWARE DEVELOPERS INTERPRETATION OF AGILITY
When a software developer believes the “NO Accountability” movement has won the hearts and minds of the Enterprise, then it’s time for him/her to wake up and start their day.
John – the software developer is on cloud-nine taking in his coffee with no concern to accountability, as his form of agility has vanquished the need for 1) project managers, 2) Documentation, 3) Estimations and 4) Planning. Although these NO’s are partial truths, why do their legends persist?
AGILE AND HYBRID ON A BONDING EXCURSION – WATERFALL AHEAD!
Agile and Hybrid were whitewater rafting one day (on a bonding excursion) when they noticed a sign stating “Danger: Waterfall Ahead.” Agile, recognizing a teachable moment, told Hybrid that the rigid structure of the upcoming Waterfall posed an extreme danger to the general public, but that they had full indemnification from injury due to their flexibility.
Hybrid, recognizing Agile’s emotionally driven statement, expressed the risk this opinion would have on their immediate wellbeing. Undeterred, Agile (still in the teachable moment) insisted that they accept this risk and move forward, while Hybrid - hearing a rumbling in the distance, recommended an immediate strategy of avoidance.
How does this story end?
Agile purists (as a whole) view waterfall approaches as the epitome of project evil and immediately take the contra view on a given subject if they sense anything that gives validity to a waterfall (e.g., a sign stating - waterfall ahead) – oh, now I get it.
What are your thoughts on the actual subject material; did it make you ponder your position and/or reflect on its relevance or non-relevance in your practice; and finally, do you think this type of device has value in our community?
What would our world look like if it reflected the qualities of our projectmanagement.com community, where diversity (in all its forms) meets collaboration that strengthens and supports its members? When we reflect on this question, we immediately know the answer – we would be in a much better place (to say the least). So, how did our community become this pillar of strength? Well, project managers, by their nature, bring people and resources (of all types) together to share a common objective. So yes, it makes sense
OUR PROFESSIONAL DIVERSITY
Although we draw strength from our ethnic and cultural diversity, this post is about the strength garnered through our diverse professional qualities. I believe that our professional diversity is what fuels our community, case, and point: What would our community look like if we were all "technical IT project managers"? The answer, something that is lacking the energy to sustain vitality. Now, I’m not picking on IT-PM’s, as the answer would be the same for any project manager subtype.
So, recognizing that our professional diversity creates the whole that is our vibrant community and that we are all project managers no matter how you slice it – I ask, who are you as a project manager? To help you answer this question, I have put together a list of ten neutral qualities (i.e., neither good or bad), or to put it another way, “your brand(s) of expertise.” These brands may be of your own making, or they may be ones that have been placed on you by others.
PROJECT MANAGER QUALITIES/BRANDS
You may have many of these qualities/brands in your repertoire, but normally one stands out as your key value proposition. Remember that our baseline assumes that all individuals are full-fledged project managers capable of executing a project under methodology. If at all possible, refrain from making judgments regarding one quality/brand being better than another, and take an inventory from your viewpoint of project-self and then see if that matches your understanding of how others view you as a project manager.
I recognize that these ten categories of qualities/brands are not comprehensive, but they represent what I have normally seen over the decades in my practice. I limited myself to a couple of sentences to describe each one, but to give them justice, you would need to write a few paragraphs, and this would become an article versus a posting.
So, giving a little room for “additional interpretation,” please let me know your opinion of these categories and how you scored yourself.
As many project managers do, I swim from the abyss to the surface every three years to renew my PMP Certification. For most, this is a gradual ascent causing no repercussions, but in my last cycle the dive computer malfunctioned, leaving me no choice but to rapidly ascend. As I breached the surface and tore off my mask, the dive team pulled me into the boat where I immediately logged into my PMI account to read the current CCR (Continuing Certification Requirements) handbook.
As the Talent Triangle and minimum PDU requirements came into focus, I felt the "bends" coming over me like a wet blanket. Looking for support, I directed my gaze towards my crew only to see them shaking their heads and taking in the entertainment as if this was a prescheduled team-building event. Having little recourse, I entered into a hyperbaric podcast chamber to repair my self-inflected wounds, where, after receiving my educational PDU’s, I promised to never “bends” that way again.
BREAKING THE CYCLE
So here I am, correcting past patterns and giving back to the profession via this new BLOG called "The Battle-Hardened PM" where we will
The first BLOG series will be on “Reaching your Project Management Potential”, where we will examine the following questions:
We will look at these questions in pragmatic challenge-based ways, so as to complement the traditional views that are most often written about and discussed.
It is my desire that this BLOG be a forum for discussions whether you are in agreement or not, so be sure to make your thoughts known. If you are interested in “non-traditional perspectives” then check out my article on the Knowledge Shelf called Strategic Lessons Learned from a Battle-Hardened Project Manager.