Railing Against Project Bureaucrats
Posted by iammarchhare on 3 September 2009
Being a project manager is walking a fine line. Many mistake project management for doing EVM, making a schedule, filling out a charter, and so on. These are functions of a PM, but they are not the most important.
TechRepublic posted “Managing innovative projects: Don’t mistake the map for the journey” by Rick Freedman. Freeman writes about these paper pushers who “manage” projects:
When I teach project management, I often draw a distinction between project managers and project bureaucrats. We’ve all had encounters with project managers who turned into bureaucrats. Project bureaucrats are more interested in ensuring that every step of the methodology is applied and every line of every form is filled in than in what’s actually happening on the ground. On the other hand, it’s common to meet project managers who apply minimal project methodology, yet, through their expert use of relationships and personal interactions, always seem to know exactly where the project stands.
He goes on to give an excellent example of a project failure. That is, it was a bureaucratic failure. Yet, the product was an ultimate success. The product was the film Titanic.
So, how does he view being innovative while still maintaining project discipline? You’ll need to read his article to find out.
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