This Isn’t a (Project Management) Cookbook

Whether you are doing construction projects, software projects, or any type, current common sense about succeeding at projects suggests going through a PMI certification process to learn the best practices. The agilists and leanies might disagree. However, there's one guy who offers recommendations — 15 of them — that just might produce better project results. His name is David Schmaltz, True North pgs, Inc. You might know him as the author of the fine book, The Blind Men and the Elephant, Mastering Project Work. David is not your ordinary guy. His views on projects — and life — are unconventional. And those views will help you succeed on your projects.

In 1993 David wrote a little book(let) where he shares his best advice. He titled it, This Isn't a Cookbook, The Elements of Project Style. I'll introduce you to the basic ideas. But don't stop with my commentary. Get his book; it's a gem.

"If you can't manage yourself, what business do you have managing anyone or anything else?"

Create Tangible Boundaries

When the world (client) doesn't provide tangible project boundaries you'll need (want) to provide them for yourself.

ScheduleSpaceAlongWithTasks

We can't predict the future, so allow for some slack time to be able to respond responsibly to what happens.

Break Project Tasks Down Far Enough but Not Too Far

Never let the project become the project to maintain the task plan. "When producing a task plan, ask how little you can get away with, not how much you need."

Don't Predict, Track!

Task estimates are not predictions; they are tracking mechanisms.

Listen to Your Project

Pay attention to what this project needs…not just what you have done before.

"Many projects fail because they are managed for what they are not…"

Share Your Vision

When we share the vision it changes with each person's experience of the vision.

State the Obvious

"Open communication is… voicing what your stomach is telling you…"

Encourage Open Communication

"Open communication means being able to discuss directly, clearly, and specifically what's really happening on the project."

Expect Misunderstandings!

We are likely to be misunderstood, just like we misunderstand. The finitude of projects requires that we surface and resolve misunderstandings before we suffer significant negative consequences.

"Communication is the single most important element of project success."

Place Yourself in the Background

If you need more from your project than you are giving to it, then you are out of balance.

Understand What's Beyond Your Control

Don't challenge facticity, but routinely test your assumptions.

Acquire a Taste for Bitter Flavors

Acknowledge that conflict, frustration, disappointment, and fear manifest on projects. Engage with each swiftly.

Have a "Notebook"

It's not what you think about what you do that matters. It's what your client thinks about what you do. If your client thinks you should use a notebook to organize your project, then use a notebook.

Choose Not to Be Cynical

Get enough information to "see through" your project, but choose not to be cynical.{

Know What the Idiot Knows!

Explain your project strategy in a sentence, or so, otherwise the project is at risk.

Putting these axioms to work is the hard part. I suggest you start one-at-a-time. Make it a team effort. And by all means, get a few copies of David's marvelous This Isn't a Cookbook for you and your team mates.

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