Monday, June 11, 2007

Project Lessons from Napoleon at National Summit on Project Excellence

For those interested, I'll be delivering the keynote on day two (July 26th) at this year's National Summit on Project Excellence for Government, hosted by The Performance Institute, a private, nonpartisan think tank for excellence in government.

The topic will be Criteria for Successful Project Management---A Look at Napoleon, based on my book, Napoleon on Project Management.

There are quite a few interesting presentations and learning opportunities at the event, which is July 25-27 in Arlington, Virginia. It looks especially valuable for anyone managing PMOs or large programs. Here's the info (which also contains a downloadable PDF brochure).

The Performance Institute - Transferring Knowledge to Transform Goverment

Labels: , , ,

Monday, January 08, 2007

Tom Peters on Action

There's an interesting new site called Slideshare, where people can upload and share powerpoint presentations (we just KNOW everyone loves Powerpoint presentations!).

I always enjoy Tom Peters' presentations, and lo and behold his presentation on Action is there.

My favorite slide is a quote from Peter Drucker:

"Ninety percent of what we call "management" consists of making it difficult for people to get things done."

Oh, and check out slide #64. It contains a nice Napoleon quote on simplicity from a book by yours truly.

http://www.slideshare.net/ddebowczyk/tom-peters-on-action

Labels: , ,

Monday, November 13, 2006

Principled Leadership: Giuliani

Giuliani explores presidential candidacy and fashions himself as a principled leader. Can he hold his own with Napoleon? ...

Giuliani on leadership principles

... "Leaders need to be optimists. Their vision is beyond the present, and it's set on a future of real peace and security, Giuliani said. Some call it stubbornness. I call it principled leadership. " ...


Via Yahoo! News: Link

Labels: , , ,

Tuesday, October 24, 2006

Napoleon Podcast on Controlling Chaos

Just an FYI to readers of Napoleon on Project Management (or those curious about it) ... Episode 20 of Controlling Chaos is an interview with yours truly about the book. It was a fun interview, so hopefully you'll find it entertaining.

Dina always has interesting shows. Also, if you're interested in winning a copy of Doug DeCarlo's book, eXtreme Project Management, email Dina by October 31st. Instructions are on the site.

Labels: , ,

Thursday, September 21, 2006

21 Success Secrets of The Beatles

One thing I enjoy doing is studying excellence. There's something about unique, extraordinary human achievement that I find fascinating.

I love studying it, dissecting it, and extracting lessons from it. It's what attracted me to write about Napoleon. It's what led me to explore lessons from Einstein. And it's what leads me to dive into lessons from The Beatles.

Like them or not, nobody can argue that The Beatles didn't achieve amazing feats. I doubt there will ever be another musical group that could rival them for sheer impact on the music scene and the world.

They were the first pop artists to record in stereo. They were the first band to experiment in the studio. They were the first band to list lyrics on their album. The list goes on and on.

But what made them so successful? And are the lessons applicable to building successful and innovative individuals and teams in business? Here are 21 lessons that answer definitively "yes."

1) Focus on Strengths - They focused on their strengths, doing what they do best (songwriting and performing).

2) Engage a partner - They got help (from Brian Epstein, their manager, and George Martin, their producer). They couldn't have achieved such heights on their own.

3) Differentiate! - They dared to be different, whether it was their suits, their hair, the instruments they experimented with, their neverending search for new chords, and so on.

4) Have key values - They stuck to principle themes, such as love, peace, and the search for truth.

5) Adopt a cause - In the band and in their solo careers, they always had a cause that they were passionate about, whether peace, vegetarianism, eastern philosophy, or some other passion.

6) Worship change - They weren't afraid to change, even in the midst of success. At the top of the moptop craze, they changed their style, then they changed again with Sergeant Pepper, which was a virtual celebration of change.

7) Broaden your horizons - They continuously sought self-growth, learning new philosophies, new chords and instruments, etc.

8) Be passionate about everything you do. They treated each deliverable (i.e. song) as THE hit, which is why their "B-sides" did better than most people's A-sides.

9) Embrace conflict - They readily embraced creative conflict and friendly competition. It was precisely the conflict and competition between Lennon and McCartney that made each of them strive for new heights.

10) Keep moving - Fast! - They recorded constantly, always looking for some new and unique angle. They recorded first and asked questions later.

11) RMF (Risk Magnificent Failures) - They experimented with new chords, new concepts, and had some celebrated failures (Revolution #9-although some liked it; the Magical Mystery Tour Movie, in which they filmed everyone on a bus in the hopes that something neat would happen--nothing did). In a sense, each album was also an experiment in some way.

12) Aim for the Skies - They thought big ("To the toppermost!" they used to say) and they believed it! Similar to Napoleon Hill's principles in Think and Grow Rich, they aimed high and got there.

13) Talent matters - When all is said and done, they had the right talent. All the other elements wouldn't have helped if they didn't have a natural talent for music. Luck helps, but if you have the right talent in the right job, the luckier you get.

14) Use your whole brain - They used the left and right sides of their brain---using the right side when freeflowing creativity and innovation were needed, and the left side when the proper structure was important.

15) Have Fun!!! - Above all, they had plenty of fun, and even stressed the importance in the song "She's Leaving Home" (about a girl who left home to explore "something inside that was always denied for so many years---She's having fun, bye bye.")

16) Never Conform - They didn't conform to standard education, which led to their unorthodox style. In fact, I've noticed most great pop musicians hold their instruments "the wrong way." Tom Peters pointed the same thing out about great Tennis players and their rackets.

17) Field the right team - They were built for synergy -- each were different but shared the same values. The whole was truly greater than the sum of its parts.

18) Get noticed! - They wouldn't have gotten anywhere if they didn't get noticed in the first place. How did they get noticed? By playing in public, where they could get noticed. This should stress the importance of networking. Be seen.

19) Prototype and Test! - They prototyped and tested zillions of versions of their songs. For each hit, there were about 20 alternate takes in different styles and genres. And they practiced each version over and over.

20) Study the greats, Then forget them. - They didn't begin in a vacuum. They studied their idols, such as Chuck Berry, Carl Perkins, Fats Domino, and others. If you want to succeed at something, a good place to begin is studying those who have succeeded before. But then make your own way, just like The Beatles did. Carve your own niche.

21) Be Authentic - They were authentic to who they were - British lads from Liverpool.They could sing colorful lyrics about places like Penny Lane and Strawberry Fields, and could talk about TV shows like "Meet the Wife" ("It's time for tea and Meet the Wife" from "Good Morning"). They could sing about these things because it's who they were, not because they were trying to be cute or clever. It's important to be true to who you are, not who you'd rather be.

Labels: , , , , , , , , , , ,

Sunday, August 06, 2006

July Podcast from Jerry Manas - Character

Once again, a few days late, but better late than never... In this month's podcast, I share Napoleon's thoughts, words, and actions to illustrate character, which includes integrity, calmness, and responsibility.

Incidentally, for those who wish to receive the free monthly Project Results e-newsletter, which includes information from Napoleon on Project Management, as well as articles on leadership, project management and other such topics, here's the sign up page.

Labels: , , , , , , , ,

Tuesday, July 25, 2006

Project Management Lessons From the Other Napoleon (Hill)

I've written plenty about project management lessons from Napoleon Bonaparte. But there's another Napoleon with equally valuable lessons---Napoleon Hill, author of Think and Grow Rich.

For those not familiar with Napoleon Hill (who, ironically, also found inspiration from Napoleon Bonaparte), he wrote Think and Grow Rich in 1937 after spending years of research on the habits of rich and successful men at the request of Andrew Carnegie. For his book, Hill interviewed some of the most famous achievers in history, such as Thomas Edison, John Wanamaker, Charles Schwab, Henry Ford, Woodrow Wilson, FDR, and others.

From the book, here's how Napoleon Hill describes the way to go from desire to riches (by substituting the word "money" with "objectives," we can apply the same lessons to successful project management). My comments are in brackets.
  1. Fix in your mind the exact amount of money [exact objectives] you desire. It is not sufficient merely to say, "I want plenty of money." Be definite as to the amount [Same with objectives. Be specific].
  2. Determine exactly what you intend to give [committments] in return for the money [objectives] you desire.
  3. Establish a definite date when you intend to possess the money [objectives] you desire.
  4. Create a definite plan for carrying out your desire, and begin at once, whether you are ready or not, to put the plan into action.
  5. Write out a clear, concise statement of the amount of money [scope and objectives] you intend to acquire. Name the time limit for its acquisition. State what you intend to give in return for the money, and describe clearly the plan through which you intend to accumulate it.
  6. Read your written statement aloud, twice daily, once just before retiring at night, and once after rising in the morning. As you read, see and feel and believe yourself already in possession of the money [objectives].

Hill once said, "A goal is a dream with a deadline." He knew the importance of setting target dates and looking at a concise statement of your goals and committments daily. This can be likened to a scope statement and milestones list, which should be read regularly and not stuffed in a folder.

He also discovered the power of positive thinking, what one might refer to as "thinking the future into existence" (hence the title THINK and Grow Rich). He found that, just by thinking of your goal regularly, you attract that which you need to achieve it.

In all, the book offers 13 steps to achieving your desire, be it money or anything else. It should be noted that the book is not just about acheiving money and gets into metaphysics, etc. as well. There's a reason why it has sold 15 million copies to date (the best selling self-help book of all time).

I highly recommend the book to anyone who is trying to achieve a goal, which should be everyone, and CERTAINLY should be every project manager.

Labels: , , , , , ,

Monday, July 10, 2006

Project Success Story: Veterans Heath Administration

When Ken Kizer took on the challenge of revamping the horrific state of affars that was the U.S. Veterans Health Administration (many of you have probably seen the movies that showed the sorry state of Veterans Hospitals), nobody suspected that they would go from "last to first."

Forget "Good to Great," these hospitals literally went from "worst to best!"

Reading the writeup on it in this week's issue of Business Week, I was struck by the similarities between Kizer's approach and Napoleon (whom most of you know I'm quite familiar with).

Whereas Napooleon was focused on equality, Kizer was driven by quality and safety. Like Napoleon, Kizer inherited a disastrous state of chaos and provided order, visibility, improvements in technology, training, accountability, decentralized decision-making, and most of all, hope and pride. Also like Napoleon, Kizer had his share of enemies, some who felt he was too arrogant and others who perhaps felt threatened by the changes. Finally, like Napoleon, Kizer was eventually ousted, except by Congress instead of foreign powers.

Fortunately, unlike Napoleon, Kizer's successors continued his methods and his passion. Because of these changes, every nurse and doctor in the network has instant access to electronic patient records, and drugs are filled robotically, avoiding the mistakes common to most other hospitals. And because these hospitals treat the patients for life, they spend more time and money on preventative care, as they realize it costs everyone less in the long run (talk about Total Cost of Ownership!).

I highly recommend picking up this week's Business Week (the July 17th issue with "The Plot to Hijack Your Computer" on the cover). Meanwhile, below is another article that talks about the amazing transformation that Kizer led the VHA through.

Expect to hear more on this as I research this in more depth. I also ordered the book, Straight from the CEO: The World's Top Business Leaders Reveal Ideas That Every Manager Can Use, which is mentioned in the article and apparently covers Kizer's story.

Here's the article (not the Business Week one, but a good one nonetheless) ...

"The Best Care Anywhere" by Phillip Longman

Labels: , , , , , , , ,

Thursday, June 15, 2006

Test Your Project Management Savvy

Riddle Me This, Project Managers!!


For those who like puzzles, they're running a program on AllPM this month based on Napoleon on Project Management by yours truly. Each week or so (through June and into July), I've been asked to pose some challenging scenarios to be discussed on the AllPM forum.

After each puzzler runs for a week or so, I then respond with what Napoleon might have done (at least, as far as I know, since he's unavailable for comment).

Check out puzzler#1 for an example (it generated some good discussion in the forum). Then take a shot at discussing your thoughts on puzzler #2.

Best of all, the folks at AllPM are having some fun with this and will be offering some free French wine to at least one "winner," to be announced on Bastille Day, July 14th. Join the fun! Here's the link...

ALLPM Project Management :: Project Manager - Project Management - Information - Forum Manager- PM Tools - Articles -PMI

Labels: , , , , ,

Monday, June 05, 2006

Project Risks; Let's Talk About the Weather



When doing risk planning for your project, don't forget about seemingly off-topic risks, such as the weather, or the season of the year. It's an obvious concern if you're in the construction or farming industry, but in many other organizations, timing your project rollout to avoid quarterly closes, the company's peak season, or any other major seasonal events, can make or break your project.

I've heard of one popular confection organization that couldn't ship candy during Halloween because of a problem with their new SAP implementation. Bad timing. Another company that dealt with agriculture had to have a project completed before the summer growing season. They were smart enough to list that as a constraint.

The seasonal elements didn't just affect Napoleon in his failed Russian campaign (and many before and after him). It can affect those of us in business as well.

Labels: , , , , ,

Saturday, May 27, 2006

Project Management Book - An easy, worthwhile summer read

Just started reading Napoleon on Project Management by our own PMThink co-founder, Jerry Manas.

I am one of those people who generally falls asleep within 10 seconds of watching the history channel, and so far, even I love this book. (And believe me, I would tell Jerry if I didn't!)

Why? It is an easy read - I started reading it on my commute home, which involves 2 subway rides, and was actually able to recall the key points over dinner with my husband (who is a PMP and MBA and appreciates books on leadership like this one).

Jerry - thank you for an interesting and worthwhile summer read. I'll hand it off to my hubby when I'm done.

PMThinkers, go to manasbooks.com to learn more about the book or simply click on the ad on this page to order it. Enjoy!

Best,
FemPM

Labels: , , , ,

Sunday, April 09, 2006

April Podcast from Jerry Manas

In this month's podcast, I discuss the importance of speed, and how to balance it with adequate planning.

Learn what can happen with even the slightest delays, as well as how to reduce resistance, increase urgency, and focus your resources.

Speed is the second of Napoleon's Six Winning Principles that I cover in Napoleon on Project Management. Last month, the topic was Exactitude.


Labels: , , , , ,

Project Management Book Giveaway

I donated two copies of Napoleon on Project Management to Cornelius Fichtner to give away on his Project Management Podcast series.

If you'd like an opportunity to win one of them, check out his April 8th episode (and while you're there, learn something about how to monitor your projects without the sophistication of Earned Value!!).

The contest will take place on the April 8th episode and the one after, with the two winners being announced in the third episode.

Not only will you have a chance to win a book by listening to a free podcast, but you'll be sure to learn something. Cornelius's podcasts are always enlightening. The link is below...

The Project Management Podcast

Labels: , , , ,

Saturday, March 11, 2006

Jerry Manas March Podcast - Exactitude

In this month's podcast, I discuss the first of Napoleon's "six winning principles" - Exactitude (based on the book, Napoleon on Project Management).

Labels: , ,

Wednesday, February 15, 2006

Projects@Work Interview- Sacre Bleu! Napoleon, Project Manager?

For those curious to learn more about my upcoming book, Napoleon on Project Management, I was fortunate enough to be interviewed by Karen Klein at Projects@Work about it.

We spoke mostly about the "six winning principles" that led to Napoleon's extraordinary accomplishments, and the "four critical warning signs" that we should all be aware of to avoid meeting our own Waterloo.

Also cleared up a few popular misconceptions. For more, here's a link to the interview...

http://www.projectsatwork.com/content/articles/229826.cfm

Labels: , , , ,

Sunday, January 22, 2006

Podcast: The 3Ps of Project Success

In the first of what will be a monthly podcast, Jerry Manas, author of Napoleon on Project Management and co-founder of PMThink!, speaks about the 3Ps of Project Success: Principles, the Past, and People.

Labels: , , ,

Friday, January 13, 2006

Deming on Project Management

It's hard to believe it's been thirteen years since the death of W. Edwards Deming, the father of quality. I was fortunate enough to have met him several times, as my wife used to promote and coordinate his seminars.

In reviewing Dr. Deming's 14 points, many of them seem especially relevant to project management. I'd like to point out just a few:

Point #5 - Constantly improve the process of planning, production and service - this system includes people

We need to constantly be aware of what's working in our processes and what isn't. We need to be especially considerate of the impact on people -- our project managers, teams, and customers. Everyone wants to do a good job. As leaders, we need to be enablers and not barriers.

Point #8 - Drive out Fear

Napoleon once said "There are two levers for moving men --- interest and fear." We need to find a way to do the latter.

Point #10 - Eliminate slogans/targets asking for increased productivity without providing methods.

Deming often spoke about the dangers of "management by objective" without clear methods for achieving those objectives. As project managers, it's critical that we obtain clear objectives from our sponsors and relay those objectives to our team. However, it's just as critical that we insist on and relay to our team just how it is we will achieve those objectives. Otherwise, our objective is a foggy dream.

Two of the most overlooked words in the vocabulary of project managers and sponsors is "why" and "how," but we're very good at the "what." Unfortunately, it's addressing the first two that makes us successful.

Read on for Deming's 14 points and Seven Deadly Diseases. I'd say that most, if not all, are still very relevant today, and perhaps even more so.

Demings 14 Points

Labels: , , , , , ,

Sunday, January 08, 2006

Project Management Success Stories; Learning from the Past

There's nothing like learning from others who have "been there and done that" to expedite our attempts to try something new. It's sort of like asking for directions versus driving around for hours fruitlessly.

For example, for those considering implementing Critical Chain Project Management (CCPM), here's a list of CCPM Success Stories from the Goldratt Institute.

And if it's Agile Project Management you're considering, here's a great Agile Project Management success story from Computerworld, which shows how Sabre Holdings Corp. spent $125 million on a failed project to overhaul their reservation system in the late 80's, and then tried another attempt more recently, this time with a more agile approach, and had tremendous success.

All too often, organizations attempt to undertake huge initiatives without learning from others' successes, and more importantly, their failures.

And the past doesn't have to only include the recent past. I've been writing about project management "lessons from history" for years now, and some of the successes and failures of such notables as Caesar, Augustus, Napoleon, and many others bring lessons that are directly applicable today. For instance, Napoleon was using Earned Value before it was "invented" 200 years later.

I am absolutely convinced that the search for the "next big thing" will undoubtedly bear its best fruit through closer examination of the past.

Labels: , , , , , , , ,

Wednesday, December 21, 2005

Desk Stretches: Take a Break and Stretch

We here at PMThink! are pretty much desk-jockeys (and jockettes) when we are not running to and from meetings. Unfortunately, our bodies were more meant to sit on the beach with a good book about Project Management (like Napoleon on Project Management by Jerry Manas, for example) than to sit behind a computer. Sound familiar?

So as you are working hard, keeping those projects moving, don't forget that you need to move too! If you aren't healthy, you're project is going to be in trouble...

Here's a link to some downloadable stretching guides including copy machine stretches and stressed out stretches!

Print them out and put them in your cube. Share them with your team members and don't let them tell you that you never gave them anything to do but work.

Enjoy!
Link

Labels: ,

Wednesday, September 07, 2005

Project Management Lessons From History

Some of the most important project management lessons can be found through a study of history. Of course, having written a book called Napoleon on Project Management (due in stores April 2006), I firmly believe that.

Now that I've gotten the shameless plug out of the way, let me point you to an excellent site on project management lessons from history. The site takes an interesting approach, promoting a series of books by Mark Kozak-Holland on selected historical projects that have been diligently mined for lessons. In his series, Mark explores lessons from the mistakes made in building the Titanic, lessons from Winston Churchill's "Adaptive Enterprise," and more. Aside from the book series, there are a wealth of case studies on the site alone. This informative and fun site is well worth exploring...

Lessons From History

Labels: ,

Wednesday, August 24, 2005

Project Resource Planning can benefit from Economy of Force

For organizations trying to achieve enterprise resource planning for projects and other work, there can be no greater place to turn to than the proven military concept of Economy of Force.

Created by Carl Von Clausewitz, and inspired by the methods of Napoleon, Economy of Force consists in using all available resources and giving preference to primary objectives. Of course, too many resources can cause problems too, so the trick is to find the right balance. The secret is to allocate the maximum effective amount of resources on primary strategic objectives (i.e. major projects) and the minimum effective amount of resources on supporting objectives (i.e. enhancements and "run the engine" type work).

To a great degree, Eliyahu Goldratt's Critical Chain Project Management (CCPM) supports this model (and indeed may have been inspired by it).

For more info on the use of Economy of Force, read on...

Reader's Companion to Military History - - Economy of Force

Labels: , , , , ,