PM Commentary by Stacy Goff.
We have just returned from the outstanding-as-usual 2012 Resource Planning Summit, organized by the irrepressible Dick Rutledge, dean of the PM-related conference providers. Only a few others operate at the same level of excellence. One of the key differentiators of Rutledge’s events is his ruthless demands of his speakers for audience take-aways and truly new ideas, as opposed to retreads of tired themes. And this time, we experienced those demands first-hand, as we were a presenter–our first opportunity in the four events we have supported.
Our presentation, Tip of the Iceberg: Managing the Entire ‘berg Improves PM Performance, was developed for this audience of key managers and enterprise leaders. The presentation looked at project and program decision-making from the perspective of top Executives–the tip of the iceberg, as it were. And we identified key practices that Managers in the Middle follow when they add clear value for their executives, their project teams and their organizations.
We asserted, as we did in our 2005 article, Project Levers and Gauges, that the most-effective project and program managers don’t just provide lagging data, they also provide leading information. And, we have carried the theme further, pointing out that this leading information is a well-kept secret of the most effective managers of project managers.
But, let’s start with the background. Many are familiar with the old misconceptions of project management, illustrated by the Triple Constraint, the Iron or Golden Triangle, or some other name. It often includes Time, Cost and Scope. Sometimes Quality is there instead of Scope. Sometimes Performance is the third parameter, which might include Quality and Scope. So far, so good; but why do we call this a misconception in project management?