Sunday, July 8, 2012

Top Gun Project Managers

Richard Morreale, our June PMI Triad guest speaker, discussed with our group on what it takes to be on the top of the PM profession.  Here is a recap:

·         Most projects fail due to costs, schedule, expectations, and positive experience
·         Reasons for project failure

o   Lack of agreed requirements

o   Users/business unit are not co-located

o   Lack of proper planning

o   Poor change control – Too bureaucratic

o   Inadequate cost control

o   No agreed process

o   Poor communication

o   Lack of focus

o   Lack of commitment

This was a really interesting point:  In the late 1970s/early 80s showed a project failure rate of 70%.  Companies spent millions on project management methodology, tools and technology, project planning and control, reporting, cost and schedule maintenance, risk and issue management, project metrics, and quality assurance.  In year 2000, the statistic of project failure rate was still at 70%. 
After spending so much money on training and tools, why were projects failing?  What does it take to allow projects not to fail?  Here is a laundry list of each PM to evaluate against.  If you are lacking in any of these areas – develop a personal development plan to work on improving:
·         Hard Skills – Only 20%! – What we learned when we got our PMP certification
·         Soft Skills:

o   Enthusiasm

o   Energy

o   Commitment to excellence and success

o   Passion

o   Positive Attitude

o   Approachable

o   Go the extra mile

o   Get it done attitude

o   A “no problem” person

o   Motivator

o   Communicator

o   Interpersonal skills

Richard ended his presentation with an idea of a PM to be a master of paradox.  For example – Have the ability to be a visionary but know when to go into details.  Another example is the ability to be both a manager and a leader. 
To learn more about Richard Morreale - go to


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  3. I agree that in order for a project to succeed, the PM should act as manager and leader. There should be a balance between his people and management skills, so that his staff will follow him and his clients will believe in him. Projects are less likely to fail if they have these skills.

    Valencia Paz

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  5. Project Management Body of Knowledge (PMBOK) Guide outlines standards and best practices that project management professionals must know and adapt towards achieving successful outcomes on each of the individual projects they manage. I also took my Online PMP Classes from PMstudy. You can have a look at their offerings.