Just for Today – Yearnings of a Project Manager
By Susan Peterson
Just for today. . . I will have the courage and the intestinal fortitude:
To not accept that a project has to be underfunded: I will use the relevant terms and concerns that make the project sponsor realize the true impacts of taking the lowest bid or cutting corners at every step. Sponsors may not care or even comprehend earned value analysis, dependencies or any of a number of common project management terms. However, “decreased net sales revenue”, “lack of customer confidence” and other specifically business-related phrases are more apt to grab the attention of sponsors. I will also rise to the challenge of finding creative (and legal) sources of additional funding so that the sponsor appreciates the seriousness of my budgetary concerns.
To get to the source of unrealistic completion dates: I will uncover what force is driving the project implementation date. I will also work with the client, customer and/or user to determine what really needs to be done by the target completion date. Using education regarding tradeoffs will assist in setting realistic expectations. I will remind myself that these people have probably always been told at the beginning of the project that the target date is “doable”. They don’t make the connection that an upfront “yes” is often followed by a backend “we need a little more time”.
To focus on needs not wants: I will ask questions that cause the client, customer and/or user to dig deep beyond the surface symptoms to get at the real problem or opportunity. At that point, we can all focus effectively on addressing the actual issues rather than spinning off on tangents that will hinder project performance. I will also identify relevant measures of success that are meaningful to the project sponsor.
Let’s not forget the project manager’s need for a “just for today” assessment:
Just for today . . . I will focus on the strengths that make me a good project manager. I will think about the many good things that have happened on the projects that I have managed. After all, there are always plenty of people who are willing to criticize but few who are willing to praise.
May all of your projects be successful . . . and if not, remember the upbeat thought of the “Gone With the Wind” heroine, Scarlet O’Hara, . . . “tomorrow is another day!”
© 2009 Susan Peterson, All Rights Reserved
Susan Peterson, M.B.A., PMP, is a consultant who manages diverse programs and projects in both the private and public sectors for individual organizations and consortia. She also conducts enterprise assessments of project portfolio management practices. An overview of her program and project specialties is available at PMI – San Diego Chapter. She teaches the Project Management Simulation capstone course in the University of California, San Diego, Project Management certificate program and is a member of the curriculum committee. She can be contacted at email@example.com.