How useful is a framework? And other thoughts at Project Management training
– posted April 7th, 2010 by Randall Snare Comments (5)
Photo by Andrew Hefter
A couple of weeks ago, Colman and I went to project management training (something I always dreamed of as a little girl). The Institute of Project Management Ireland ran the 2 day course and, with the exception of the copious Liverpool football metaphors, it was helpful. The basic message was: people are difficult; we shouldn’t complain because otherwise software could do our jobs. But there was something else.
Charts, empty
The instructor gave us, and frequently referred to, this chart:
It was supposed to sketch how a project is run: initiate, then plan and execute at roughly the same time, monitor throughout, then close out. Now if any project anywhere in the world has actually been run according to that chart, then I’ll eat it. What if initiation trumps the whole planning phase? What if you’re short resources and there’s no time for a close out? And so on.
“Reach for the stars,” i.e. unrealistic goals
Was that chart useless? It depends. I’m sure it’s good to have on the wall to remind yourself to check in on your team (perhaps). But how useful is something so hypothetical that it ceases to be true? Goose has a good article, albeit on an entirely different topic, almost saying the same thing: generalities are useless. The specifics of a project changes the framework.
Wireframes, empty
I liken this to wireframes, with which, as a content person, I have a love-hate relationship. Rahel Bailie, founder of Intentional Design Inc, sums it up nicely:
“Organizations invest tremendous resources on developing the framework for a great user experience — fabulous design, robust content management infastructure. Yet when it comes to the content itself, there’s often a gap. The end result is that the value proposition for customers can’t be delivered because the content is insufficient, inadequate and inappropriate.”
(I got that quote from Rachel Lovinger’s and Karen McGrane’s presentation about content).
“The play’s the thing . . .
Details are more important than frameworks. Case studies are more important than outlines. What is messy probably gives the best result. Does that mean we should get rid of charts and wireframes? No. But it means we should change what accompanies them:
- Put some content in your wireframes
- Map a real project with real details
Details move things beyond the hypothetical. Maybe this won’t make me the best project manager. Or maybe it will . . .
Speaking of content, there’s one spot left at Elizabeth’s and my workshop next week at the Content Strategy Forum in Paris. You can last minute register here.
5 comments so far
1. Des on Apr 7th, 2010 - 13:33
Nice post Randall.
I like your question…
“How useful is something so hypothetical that it ceases to be true?”
I think these type of statements either cease to be true, or worse, become truisms.
You see this a lot at conferences where people tweet the most abstract of points “Top tip: Increase profit. Reduce cost. Advertise. #IGAP”. Independent of context, examples, or even a witty anecdote the message about as useful as telling a PM to “keep an eye on your team”.
Also, is it just me, or is closing out a project not far harder than its shown to be on the chart?
Cheers,
Des
2. Kristina Halvorson on Apr 7th, 2010 - 23:08
Stumbled upon your post via a Twitter search… love it! AND you’ll be in Paris next month. It’s serendipity. See you soon!
3. Randall Snare on Apr 8th, 2010 - 09:28
Thanks guys!
The whole thing reminds me of the time my dad had jury duty and I found some of his notes after one day at the trial. It was one sheet of paper that said only this:
“Witness A can’t be trusted except for what she says.”
That to me is exactly like that project chart, where the hypothetical has in fact, become contradictory.
I agree Des, close out is always the most underscoped part of a project. Unfortunately lengthening the line won’t do anything to fix it.
In conclusion, Kristina, I CAN’T WAIT for Paris.
4. PM Hut on Apr 13th, 2010 - 17:11
“Now if any project anywhere in the world has actually been run according to that chart, then I’ll eat it.” Actually a lot of construction projects run like that, since construction project management is a very mature practice.
As for stating (in the last comment) that closeout is the most underscoped part of a project, I totally agree, and I have to say that it’s sadly a critical part as well. The definition of “done” is not stated in most scopes.
PS: I just published an article on how to know if your project is complete, you can find it here: http://www.pmhut.com/how-to-kn.....s-complete .
5. Randall Snare on Apr 15th, 2010 - 08:38
Oh no now I have to eat my framework chart? You’re right — our instructor was a project manager for construction and he used several of those case studies. But I ask you: have you ever seen a construction project end on time? I haven’t.