Tuesday, August 21, 2007

The Dark Side of PM?








I was surprised to read a rebuke of Management by Project (MBP) in an op-ed piece by Candace Talmadge for the North Star Writers Group. The article starts with a well-deserved assault on an Intel advertisement -- an ad that exhibits "sheer stupidity and insensitivity." Agreed. But then the article generalizes as follows:
...this ad is yet another piece of not-so-subtle corporate messaging about the status of all employees of every color and in every country. We call the shots. Workers are nothing but indistinguishable and interchangeable cost centers to be driven as hard and as fast as possible and then thrown away when no longer useful.

Think about it. Sprinters run at top speed for short distances and times. They are not in it for the long haul. By using the image of the sprinter for speed, Intel is also saying that employees will be on the payroll not one second longer than necessary to get the work done. This is very much in keeping with the management-by-project mentality that has taken hold in business over the past 15 years or so.
Does this criticism have merit? Does the field of Project Management invite such criticism because of its emphasis of temporary endeavors and temporary organizations?

I will post my opinion in a comment.

1 Comments:

At 10:40 AM, Blogger Garry B said...

Yes, unfortunately, the PM field invites such criticism if it "redefines" ongoing work as temporary work, or repetitive work as unique work. This is what the PMBOK(R) Guide describes when it introduces the term Management By Project (MBP). Specifically, it describes MBP as redefining ongoing operations to be consistent with the PMBOK Guide's definition of a project -- which is temporary and unique.
This is why I prefer to describe MBP differently. I define MBP as "fulfilling a shared purpose by inspiring, organizing and completing discrete actions that are focused on a set of intended outcomes."
Temporariness is a handicap that the field of PM has learned to overcome. There is no reason to force this handicap onto ongoing operations. Instead, MBP should be defined in terms of the PM strengths: improved focus on shared purpose and intended outcomes.

 

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