Deming, the PM (Pt. 5) | ||||||||||||
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Home > Opinion > Opinion
When it comes to project management, systems are better than slogans — and they have to be held accountable. For example, don’t just blame team members who do a poor job of estimating — find ways to improve the estimating process to make it more accurate in the future. And don’t blame stakeholders for changing requirements — make the effort to understand what they really want from the outset.
Dr. W. Edwards Deming landmark 14 Points For Management — originally presented in his 1982 book “Out of the Crisis” — called for a new style of management, and are intended to help everyone enjoy their work and produce excellence. Their original context was operations, but they are equally applicable in project management, and many of them make a compelling case for project portfolio management and project management offices.
This is the fifth installment of Deming, the PM — a six-part series exploring how a modified version of Deming’s 14 points can be relevant in addressing today’s most pressing project management challenges.
Point 10: Disingenuous Cheerleading Doesn’t Work
Slogans are phony.
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