Can Good Projects Do Bad Things?

Evonne Waters Executive Director| TWC Research Group Aurora, Il, United States

CAN GOOD PROJECTS DO BAD THINGS?
Yazici (2009) found that a significant relationship exists between project management maturity (PMM) and business performance. Higher maturity is perceived to result in savings, improved competitiveness, and increased market share. However, there is no significant relationship between project maturity and project performance. Based on Yazici’s findings, one could assume that if the PMO is well embedded in the organization as an integral part of process management one would expect improved organizational performance, but that is not the same as project performance. So PMM levels impact doing the right projects for the organizational portfolio, but do necessitate that projects are managed in the right way e.g., variation in tool use and poor compliance with PM standards…thoughts?

References
Yazici, H. J. (2009). The Role of Project Management Maturity and Organizational Culture in Perceived Performance. Project Management Journal, 40(3), 14–33. doi:10.1002/pmj

Posted: Jan 14, 2016 1:44 AM (Updated by author: Jan 14, 2016 1:45 AM)

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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina

While I agree with Suhail about Pralysis through Analysis please let me add something. We need to understand that the use or bad or good must be avoided. I tell you why. Nothing is good or bad beause good or bad is a subjective matter and we need to work on objective matters. So, if you still like to use good or bad, we need to analyze the environment which is critical in our work. And we need to make those objective matters. I think I understand your point Evonne. But if you accept a piece of advaice for me, think about if something is a bad practice or not by analyzing the environment and make the adjective as objective as possible.

Posted: Jan 14, 2016 8:48 PM

Evonne Waters Executive Director| TWC Research Group Aurora, Il, United States

Hi Suhail,

Could you clarify your statement?

Evonne

Posted: Jan 14, 2016 11:29 PM

Evonne Waters Executive Director| TWC Research Group Aurora, Il, United States

Hi Sergio,

Two things about the use of the adjective. It's not so much a description as it is a method for catching the eyes of the readers with a provocative statement. Now as we moved further into the discussion bad practice was mentioned. I think this is referencing non-adherence to good practice as defined by PMI.

One another point, I agree with your statements. As a process improvement expert I definitely look at the process, including the complex adaptive system or environment, and use data supported findings (hard and soft) to describe the issue.

Posted: Jan 14, 2016 11:38 PM

Suhail Iqbal Suhail Iqbal PMIATP CIPM FAAPM MPM MQM CLC CPRM SCT AEC SDC SMC SPOC PRINCE2 MCT| PM Training School Rawalpindi, Punjab, Pakistan

Jan 14, 2016 10:19 AM

Replying to Evonne Waters

...

Hi,

Thank you Suhail for your remarks. I agree, PMM does not predict how individual projects perform. I'm concerned that PMs can begin to chase after ROI and Executive recognition based on organizational performance and lose track of good project execution. Stakeholder expectations change, but good project execution will consistently help one to meet goals (so long as requirement gathering is effective).

I mean if someone gets bogged down in unnecessary analysis while the project suffers, the whole purpose of the project is failed. Analysis and Planning are necessary but are support activities, you cannot keep doing them and not doing the actual work in implementation, and still be bale to succeed.

Posted: Jan 15, 2016 2:52 AM

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Can Good Projects Do Bad Things?

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