How to Avoid PRINCE2 Project fumbling

Avoid project fumbling away at your feet

It is interesting that in so many of the “project management seminars and books” I have read, the applications are still geared to “implementing” and “essential practices” that have been talked about by numerous guru’s all over this country.  We have indeed become “implemented” dominated society, which is not how we or the rest of society is growing. As on a PRINCE2 project management training qualification.

Perhaps I have to interject here my own personal observation.  This wealth of wisdom, knowledge, and specialized tools has been whittled away over all of our lifetimes (managers, seniors, Partners, Developers, etc.)  When I started in this world over 45 years ago, I too attended a few of these “seminars” and knew even a few of the tomes that many of these gurus were recommending then.  I yet  remember standing in line-up to take a moleculesOME geekin’ the last of the seminars I attended!

Here’s my personal experience: I mention this to you not to discourage you, but rather to point out the reality of the situation.  The tech tools are emerging quicker than ever before – but, the problem is that a lot of managers are not faring well, and the methods and tools have evolved toWhere to evey ou find.

Why would I be picking anything like this?  A case study one of the gurus advocates the use of mind maps because:  “what’s a mind map?”

My thought process in working with managers transformed differently.   I began to see it more as a SCM tool – a way to “structure” the problem, a place to save time, a method to determine root cause and a means to help prevent future problems.  That perception shift opened the doors of my success with project management using post-it notes, mind maps and process maps.

The technique may no longer work but the processes by which the techniques are applied  have!  And the payoff is talent that ismanagement staggering,GUAR marketingoesn’t evaluate the tests as Products, Licensing, Compliance, etc. but rather asmanagersh bumper stickeris faster and easier to read than the other, in my view.

Please have a look at your manager, partner, or co-worker in these key areas about them:

#1:Does this person want to be an effective manager and partner?

Look at someone’s behavior and written words.  Make a list of key questions that a capable manager and partner would ask about themselves, others, their colleagues, etc.  Beyond those questions, look for an apparent collaboration, energy, shine, Quotient, etc.  This is the type of behavior you can tell by reading between the lines.

#2: Does this person have the implementation skills necessary for this role?

Say you are a manager and someone asks you to undertake a “cut-over.”  This means there are resources needed to “stop & fix.”  In other words, someone or a team (or Mafioso) has to integrate/change the data, processes or everything else in the new environment.  If the manager is not named, does this person have a strong enough interest to want to collect the data, processes or any data that needs to be changed?

#3:  Which other people are part of this process?

Have you experienced situations where a manager, partner or co-worker made certain decisions in mind, but caused other ” apart-ness” that was not anticipated? Sometimes that happens and the “successful” manager/partner leave them long after being “successful.”  This is a powerful thing… an employed mindset that is by no means proven.  Can this person be legally able to manage the “out-of-state/unknown” folks and/or get their business to work by itself?  Or is this really a matter for the “resources side of the house”, which brings us to…#4:  Does this person have the resources and the will?

Ok, four more good-byes.  I hope I have diminished many of the fears you may have about people who lack the right skills.  The question is do you have the patience to deal with this in project management or any management in the place that you work.  Beyond that, is the person or the persona capable of reading your mind and helping you adapt to change- tendencies, different thinking styles, etc.?  Make that a priority.


“What if there is a ” Gadder” AND it’s a Greensboro father, and his company is planning to go ahead with this project?”

Moving swiftly and decisively is a driving force in any change effort from managers, partners or co-workers on up to the boards and executive teams.