When I was managing a portfolio of projects at my last employer, the most stressful moments came not when I was eyeball to eyeball with the customer in a project meeting but when I was in management meetings with our finance director. Don’t get me wrong, he was a nice enough chap and we got on famously, but it often seemed we were talking about different projects, such was the chasm between our respective views.
You see, as a project/program manager, my focus was on getting things done: problem solving, managing work, planning. My finance director was more worried about tracking the money: recognizing revenue, absorbing costs and forecasting the final impact on the …
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