Is Project "Management" the Problem?
Daniel Stanton
CEO @ Mr. Supply Chain | Supply Chain and Project Management | Over 3 Million Online Learners 丹尼尔·斯坦顿
How do you define the difference between "management" and "leadership"?
Some folks say that managers focus on doing things right, while leaders are focused on doing the right things. And managers try to accomplish a goal with the resources at their disposal, while leaders go looking for new goals, and acquire new resources to support them.
Right? Right.
Well, we sure do hear a lot about project "management" these days, don't we? Since projects have become so important in every facet of business, I think it's great to see companies training people how to use project management tools and techniques. And certification programs, especially those from PMI, are now required for many project management jobs. And I think that's great, too. Really.
But who LEADS projects? When, where, and how do we train executives to be successful as project LEADERS? Unfortunately, the answer is that most executives learn about project leadership the hard way... through experience. And in the words of folk singer Gamble Rogers, "Experience is what you get when you didn't get what you really wanted."
That's a shame, because project leadership is a discipline that can be taught. And the cost of learning through study is a bargain compared to the cost of learning through failure. For the student, and especially for their employer!
A leader is responsible for sponsoring projects that will deliver value for their organization. And the key to doing this consistently is to focus on six simple principles that are easy to remember using the acronym DIRECT:
- Define the vision
- Investigate the options
- Resolve to a course of action
- Execute the plan
- Change the system and processes
- Transition the people
I call this model the "DIRECT Project Leadership Framework" and it's a great way to remember the most important responsibilities of a project leader. If a project team is addressing each of these elements effectively, then the odds are really good that they will be successful.
The DIRECT Framework is also a great tool for diagnosing the challenges facing a project, and prescribing appropriate solutions... which is where the project management tools and techniques come in. A leader can ask themselves questions like, "Did we clearly define the vision?" "Have we thoroughly investigated our options?" And if the answer to any of these questions is "no" then you can draw on the tools in your project management toolkit to get ahead of a problem before it puts your project - and your team - in jeopardy.
Project management is useful, but project leadership is critical. Effective project leadership is all about being DIRECT. If you remember these six principles, and apply them to your projects, I guarantee that you and your teams will be more successful!
If you'd like some tips on how to apply these principles to your projects, check out my course "Leading Projects" on LinkedIn Learning.
About the Author: Daniel Stanton is President of SecureMarking(TM) and Associate Professor of Operations Management at the Jack Welch Management Institute. He is the author of Leading Projects and Business Acumen for Project Managers on LinkedIn Learning, and Supply Chain Management for Dummies from Wiley.
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Grain Bin Guy | Industrial and Agricultural Project Consultant | Production Specialist | Concrete Whisperer | Ph.D, Abidance Counselor
6yThe DIRECT steps are gold. Thanks for posting.
Projects / Development Director
7yProject management is a science where as Project leadership is an art. I like your analysis.👍
Head of Project Delivery Function & Profession (FSA), PPM Professional and Coach - Making a difference.
7yGreat article. There’s so much ambition within the uk civil service at the moment to build great Leaders and not think of themselves as so much ‘Managers’ to ask their staff to think outside the box a little and away from some of the set frameworks to provide best service and improve their work/output. Why not install those thoughts within the project environment? Framework of Project Management is there to utilise and provide structure, but does it always need to be so rigidly followed throughout every single stage, or can it just provide the guidance? The DIRECT acronym is a great catch too and easy to recall in the middle of an inception event, or planning meeting!
Experienced commercial and product leader
7yGreat article, and i like the simple framework on what to do in terms of leading a project rather than managing one, that is nicely put. However I think the most important ingredient is not represented here and that is not just what leaders do, but how they do it. Many people will do those steps and still not succeed, it’s the how they’re done that makes the difference between success and failure.
Force Multiplier - Mentor, Coach, Supply Chain Expert
7yThe idea that the Corporate Project Sponsor is the Project Leader is a mistake. The sponsor is just one of the leaders on the team. Leaders appear at all levels of an organization, in both official and unofficial roles. Each person involved in a project have their part of the overall work that requires them to lead their effort. In the role of a Program Manager / Leader, I always look to the team that reports directly to me - downward, laterally and upward, as leaders first, managers second. Each role must be able to lead downward in the chain, but often will need to lead efforts laterally and sometimes take a leadership role for the layers upwards. Great article and thinking Daniel Stanton!