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Home > Departments > Opinion
While many organizations mandate efficiency and consistency through cookie-cutter project management approaches, it seems the most flourishing project managers think like chefs, crafting specialized menus that address each project’s distinct needs and subtle nuances. In doing so, they’re more likely to satisfy the customer’s hunger for results. Food for thought.
I was surprised to learn that the CIO had not booked a McDonald’s for the end-of-project celebration. Instead, he’d reserved space in an up-scale slow food restaurant, which would cost many times more than any fast food alternative and would extend what could have been dispensed in an efficient hour, into the late afternoon. I was surprised by his choice because, throughout the recently completed project, he had championed McMethodology, fast food-like techniques. This irony was lost on him.
Ask a project professional where she lives and she will not describe a manufactured home. Ask what she drives and she won’t sing the praises of her Hyundai. Ask where she likes to dine and she won’t mention McDonald’s. But ask about her project methodology, and your chances are a lot better than even that you’ll hear stories of pre-packaged, pop-out, portion control. She might insist upon gourmet dishes in her own kitchen, while microwaving Lean Cuisine at work.
Reading the project literature today could convince anyone inexperienced in cooking for themselves that fast food delivers the cheapest and most reliable results.
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