PM World Today Letters To The Editor
Letters to the Editor are comments on the Editorials, Viewpoints column or other project management notices that appear in issues of the Project Management World Today.
Tuesday, August 23, 2005
Comment on Max Wideman's PMBOK review
Our friend Max Wideman's comments on the PMBOK Chapter 12, Procurement Management, are highly questionable. He states as follows:
The discussion of "Contract Types"[44] could be improved. For example:
"Cost Contracts" have a statement of work to satisfy in order to earn the fee.
"Time and Material Contracts" have no statement of work, only a listing of labor categories and materials to deliver.
A big difference!
The PMBOK Chapter 12 is correct as written.
Best Regards,
Quentin Fleming
http://www.QuentinF.com
The discussion of "Contract Types"[44] could be improved. For example:
"Cost-reimbursable contracts" and "Time and Material contracts" are often deemed to be synonymous and do not warrant separate paragraphs."Max, I'm sorry, this is wrong. There are important differences between "Cost Contracts" and "Time and Material Contracts." Amoung them:
"Cost Contracts" have a statement of work to satisfy in order to earn the fee.
"Time and Material Contracts" have no statement of work, only a listing of labor categories and materials to deliver.
A big difference!
The PMBOK Chapter 12 is correct as written.
Best Regards,
Quentin Fleming
http://www.QuentinF.com
Comment: WHY ARE CANCELED PROJECTS CONSIDERED FAILURES?
Hugh, I really like the layout, color and style of the new PMForum. Nicely done!
Also, interesting Editorial you have written. I suspect that the issue of when/whether a project is a failure goes much deeper. First it depends on what type of project. I think that, say, construction projects are viewed very differently from IS/IT. For one thing there is usually much more at stake. Secondly, there is still really no common perception on when a project really begins. If you take the Kerzner view, then the project really begins upon "implementation", "construction" or "execution" - and if that is what a project manager is hired to do, execute it he/she will come hell or high water. Only if the project manager is involved in the "Requirements" stage does s/he bear some responsibility for the success/ failure of the project.
Where a large number of projects per year is involved, as in the IS/IT sector, what is needed is project portfolio management - and that is clearly in the lap of senior management - and outside of the project manager's purview.
Max Wideman
http://www.maxwideman.com
Also, interesting Editorial you have written. I suspect that the issue of when/whether a project is a failure goes much deeper. First it depends on what type of project. I think that, say, construction projects are viewed very differently from IS/IT. For one thing there is usually much more at stake. Secondly, there is still really no common perception on when a project really begins. If you take the Kerzner view, then the project really begins upon "implementation", "construction" or "execution" - and if that is what a project manager is hired to do, execute it he/she will come hell or high water. Only if the project manager is involved in the "Requirements" stage does s/he bear some responsibility for the success/ failure of the project.
Where a large number of projects per year is involved, as in the IS/IT sector, what is needed is project portfolio management - and that is clearly in the lap of senior management - and outside of the project manager's purview.
Max Wideman
http://www.maxwideman.com
Tuesday, August 02, 2005
Learning from Experience and The Project was Three Years Late: BUT AN INCREDIBLE SUCCESS!
Dear Mr Editor,
I was extremely pleased to find your magazine online this morning and immediately set about reading the above two articles with gusto, then immediately had the irresistible urge to write to write to you on the subject.
Firstly a little about myself, I have been involved in industrial projects in one capacity or another for over 20 years from pulling and terminating cables to designing and installing production lines. Some of the things I’ve learned from listening to those that have gone before, some I’ve reasoned for myself and some by making mistakes and learning from them.
First rule: Put on your best pair of ears. You don’t always have to act on what you hear, but at least it gives you the opportunity to assess all available information. The Devil is always in the detail, and if you miss it you can expect to be doodled by the dodgy digit of destiny.
Second rule: You don’t need to know how to do a task, but you must know a man who does, add that to rule one and you’ll start see my general direction.
Third rule: At the start of the project put your ego away in a safe place, you won’t be needing it for a while. You can put it back on when the project is a resounding success.
A few vital ingredients are required too.
Ownership: It’s my project and I won’t let it fail! This scales down a little too when you sub-divide the project and the technical experts are made responsible for the implementation of their idea’s. They then also deserve their credit when it is a success. You will be amazed how hard people will work toward a goal if their name is on it.
Teamwork: Without a cohesive project team you will find solutions very hard to come by, as individuals will instinctively look after what they see as their own interests. The hard part for the Project Manager is that he needs to lead from within the team and also mentor and guide from above.
There have been various views, methodologies and buzz-words that have come and gone over the years, most have some merit and almost all of the tools have some use somewhere at sometime, but as a fitness instructor once told me “everything works and nothing works” meaning everything works some of the time but nothing works all of the time and what works today may not work tomorrow.
I could go on but these, to me, have proven the key ones over the years. It could be that I’m preaching to the converted or conversely you may feel that I’m completely off target. I’d like to know either way.
Regards,
Andrew Littley
I was extremely pleased to find your magazine online this morning and immediately set about reading the above two articles with gusto, then immediately had the irresistible urge to write to write to you on the subject.
Firstly a little about myself, I have been involved in industrial projects in one capacity or another for over 20 years from pulling and terminating cables to designing and installing production lines. Some of the things I’ve learned from listening to those that have gone before, some I’ve reasoned for myself and some by making mistakes and learning from them.
First rule: Put on your best pair of ears. You don’t always have to act on what you hear, but at least it gives you the opportunity to assess all available information. The Devil is always in the detail, and if you miss it you can expect to be doodled by the dodgy digit of destiny.
Second rule: You don’t need to know how to do a task, but you must know a man who does, add that to rule one and you’ll start see my general direction.
Third rule: At the start of the project put your ego away in a safe place, you won’t be needing it for a while. You can put it back on when the project is a resounding success.
A few vital ingredients are required too.
Ownership: It’s my project and I won’t let it fail! This scales down a little too when you sub-divide the project and the technical experts are made responsible for the implementation of their idea’s. They then also deserve their credit when it is a success. You will be amazed how hard people will work toward a goal if their name is on it.
Teamwork: Without a cohesive project team you will find solutions very hard to come by, as individuals will instinctively look after what they see as their own interests. The hard part for the Project Manager is that he needs to lead from within the team and also mentor and guide from above.
There have been various views, methodologies and buzz-words that have come and gone over the years, most have some merit and almost all of the tools have some use somewhere at sometime, but as a fitness instructor once told me “everything works and nothing works” meaning everything works some of the time but nothing works all of the time and what works today may not work tomorrow.
I could go on but these, to me, have proven the key ones over the years. It could be that I’m preaching to the converted or conversely you may feel that I’m completely off target. I’d like to know either way.
Regards,
Andrew Littley
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