Program Management Blog

June 10, 2011

Project Management in the Funnies – No. 4

Filed under: Uncategorized — Milt @ 9:41 AM

How true – motivation is perhaps the single biggest obstacle to task completion. As a project manager, you cannot motivate a person, you can inspire, but you can’t motivate. Motivation comes from within and I believe the cornerstone is motivation is to give an individual a purpose, treat them with value, let them be the master of their craft, and then get out of the way.


June 8, 2011

Project Management in the Funnies – No. 3

Filed under: Uncategorized — Milt @ 9:28 AM


How often are people ready to ‘pull the trigger’ before things are ready. As a Project Manager, you must make sure that people understand the dependencies for their task and they respect them before they ‘go live’. I have seen many development projects where people say they are complete before another module is done and there ends up being a change somewhere that impacts them (it could be simple like a new table index, or more complicated like a library function needs a new argument). This causes skewed status and possible rework.

We need to remember that project management is not a competitive sport and that we the trigger isn’t pulled until everything is ready.

June 7, 2011

Project Management in the Funnies – No. 1

Filed under: Uncategorized — Milt @ 11:16 AM

This one hits home on so many levels, but I will just focus on the second panel. The misuse of numbers, projections, results, and anything else in work initiatives today (projects, programs, quality initiative, sales, promotions, etc.) is a disease killing true innovation. Information is power – and numbers are even more powerful. It’s so easy to detract things with what is the savings, what is the cost, etc. when the project manager has limited, if any power to influence them.

Many corporations have built this iron-clad wall of BS to prevent non-finance workers from knowing any true salary basis and cost structures. You may be given a unit cost for a level and are supposed to use that to calculate expected costs. No operations manager is going commit to specific downsizing based on a project estimate. And the career aspirations and ego of middle managers are victims of reality. Many an executive wanna-be has embellished numbers or made other assumptions that are implied, but not defined, in project plans and benefit projections.

So Project and Program Managers – be aware. Somebody is going to use your hard work to advance their agenda.

We’re All In This Together !!!

David L. Davis, PMP, PgMP

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Project Management in the Funnies – No. 2

Filed under: Uncategorized — Milt @ 10:54 AM

What I like about this comic is its simplicity and its tongue in cheek accuracy. The project is not well defined, but people are assigned, and there is no definition of timeframe, quality, cost, or scope. It just knows some things are done and others aren’t.

Implied PMI Concept

The Work Breakdown Structure (WBS) is defining the tasks that need completed. In theory the “who needs to do them”, “when they need to be done”, and “task dependencies” are fleshed out later, after the tasks are defined. My experience is that the lists of tasks and the who, when, dependencies are all done concurrently. It is often the basis for the project schedule. Many software programs (i.e. MS Project) actually can hold the WBS and generate the schedule based on that information. Within these products, the tasks can be grouped under a Milestone (a task with no duration) for higher level reporting.

We’re All In This Together !!!

David L. Davis, PMP, PgMP

Join my linked in network:



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