Project Management Success

Wayne Murray, a good PM at GD from my memory, asks the following question on LinkedIn.

What is the key to being a successful Market Manager/Program Manager in todays Commercial Wireless environment?

I know that I sound presumptuous, but I really feel confident with the answer here.

You need the following elements to be a successful project manager.

• A solid knowledge of the contract work breakdown structure resonating through the market organization as well as the market customer staff.
• Production metrics tied directly to the WBS and staffed by competent professionals who are enpowered to make decisions at their staff level. 
• Metrics must reflect reasonable contract monetary milestones.

If you can line up knowledge, metrics and competence along with a healthy customer contract, you will hit program goals and achieve customer satisfaction. 

If any component is missing... the compensatory strain will ultimately affect the project.   All of these components must be looked at continuously and tweaked as necessary during the project.  That includes staff changes and contract modifications.

I have walked away from projects where the components cannot be lined up.   Better for the customer to throw stones at you at the beginning based upon an untenable situation than to slog through and with a project that cannot work and hurt your company and career... all the while screeching "I told you so".

Nobody listens to "I told you so" when a project has gone to hell.  Memories are short and corporate careers are being protected.   Take the hit up front and project your company.  Negotiating the right contract terms is 60% of project success.

Tuna Lips said...

Ise finds horse wippin' the non-acomadatin' dirt peoples is an efacaseshus way to gettin' er done. Kernel Sartoris learnt me that, back in Chickesaw County days. Kill the monkee and the hens get to layin' eggs right quick.