Posts Tagged ‘pmot’

Thank you World!

September 18, 2014

The Lazy Project Manager (5 years old this month) is in all of the Amazon top 100 PM book charts around world!

Get your free eBook ‘The Extra Lazy Project Manager’ from Amazon or (5 Years menu option)

Thank you!


5 Lazy Years

May 5, 2014

Welcome; you are warmly invited to join me for a celebration of a major milestone in my life – 5 years ago I submitted the manuscript for The Lazy Project Manager to my publishers and the whole ‘Lazy’ journey began for real.

And so this is ‘5 Years of the Lazy Project Manager’ Part 1.

Part 2 will be out on 1st September and this will celebrate 5 years since the book was actually published and made available to the general public around the world.

The Lazy Project Manager

I did wonder how exactly I should commemorate this momentous (to me anyway) event and decided in the end to take a quick look at what you, the general public, were saying about ‘The Lazy Project Manager’ now in 2014 exactly 5 years on from the original manuscript being written.

To be honest it doesn’t feel like 5 years since I locked myself in my home office and, with pieces of paper and post-it notes of ideas and thoughts stuck all over the walls, I wrote and wrote and wrote. 8 days later the first rough    draft was done and I sat back, drained my final can of Red Bull and considered my ‘masterpiece’ (well all authors think that way…). It would be many months later that the real test would come, that of what the general public thought, but here we are with thousands of copies sold (and still selling – as I write this it is currently at #35 in the US Amazon charts Amazon US for example and has been translated in to German and Portuguese so far) and so I think it fair to say it can be described as a ‘success’.

If you haven’t read the book or want to read one of my other ‘Lazy’ books check out my special ‘5 years on’ offer at Book Offer

And it is not just a book now – it has evolved and grown in to a series of offerings that promote the theme of ‘Productive Laziness’:

As well as all this thousands of you follow me on Twitter @thelazypm, or are connected to me on LinkedIn Profile – if not then it is time to follow and link!

What a 5 years – thank you – thank you everyone.

And so back to what you, the general public, are saying about ‘The Lazy Project Manager’ now in 2014.

Self-googling is something I have done, of course, 1) because it did help identify what was working and what wasn’t with regards to online marketing and the interest in the ‘Lazy’ message and 2) I was interested in what people said or thought about me. This self-googling has also been called ‘ego surfing’ and I did a lot of this in the early days, less so in recent years, but now I am back and checking out what is being said.

Searching for ‘The Lazy Project Manager’ here are just a few of the more interesting ones I found:

And you can learn more:

  • One day workshop in Sweden Arkatay
  • One day workshop in Germany Scitus
  • One day workshop in UK APM
  • Or contact me to talk about how I can help your organisation Peter Taylor

Thank you once again for an amazing 5 years – here’s to the next 5 and a 10 year celebration of all that is ‘Productively Lazy’ in 2019

Peter Taylor Lazy PM Books


End User Involvement

April 28, 2014

There is an old software company joke about how to have simpler and more successful projects.

We all know that to get real buy-in for a new system of any sort you absolutely need to engage your end-users, the last in line that will actual use the technology. End-User involvement was the cry that went up all the time in pre-project engagements and scoping exercises. What did middle management really know about what was needed and what was a good or bad system? And don’t get me started on the executive level and their remoteness from reality of the business. Get me end-users and lots of them!

But as soon as you involved end-users life got complicated; they were a critical and demanding bunch, and time and effort grew exponentially according to the breadth and depth of end-user involvement.

Scales Peter Taylor

And so the dark humour was that to ensure a faster sell and a quicker delivery get rid of the ‘hyphen’ – end-user involvement needed to become ‘end user involvement’ i.e. don’t involve them at all!

OK so that may have made you smile wistfully but the truth is that not involving end users is a recipe for eventual disaster.

Resistance to new systems (change) is as a result of three elements I believe.

  • User – Fear/Exposure
  • User – Experience/Simplicity
  • User – Profit/Gain/Extras

Having been involved in many system implementations over the years you do need to tick all three boxes to get the smoothest of transitions to the new way of doing things and the fastest acceptance of this change.

Starting with the middle point the new system has to be ‘better’ than the existing one – easier to use – friendlier – acceptable. Get that right and it is a good platform for change acceptance but there is more.

The fear factor rates high on everyone’s agenda, we generally like the status quo and dislike change – even if we spend hours complaining about the inefficiencies and frustrations of the status quo!

A new system worries us because it might expose some weakness in our working methods, some old workarounds that aren’t good practice but ‘Hey, they get the job done right?’

This new-fangled all singing all dancing application is going to shine a light on things we would rather keep in the dark and well hidden from our peers and our managers.

This fear has to be considered and managed.

And finally why should we do all of this change, even if the fear is dealt with and the new system operates like a dream, if there is actually no personal gain. The call for change ‘for the greater benefit of the organisation as a whole’ means absolutely nothing if the result is that I have to work twice as hard to make that benefit a reality. What’s in it for me?


It is important to understand the balance of change if you indeed want to succeed in such changes.

Without reaching some sort of ‘escape velocity’ you (or your end-users) will never do anything different. What we are talking here about reaching the point of conscious decision to help others or yourself make a personal change.

Look at it this way.

Change can be described as C(urrent), that is where you are now, and D(esire), where you want to be and B(enefit), which is the resultant reward for whatever change is undertaken.

For example:

Effect: My house feels crowded and noisy, and on top of that I have nowhere to put things… And this is making life less pleasant!

This can be described as: My current house is too small (C), I would like a bigger house (D), the benefit of having a bigger house would be more room for me and my family (B). E(ffects) are also important because they will force a change.

Force for Change Peter Taylor


Now you may be in a number of states as far as change is concerned:

Plan for Change Peter Taylor

  • You may lack any insight to your problems or need to change
  • You may have insight but need a solution or plan
  • You may have a plan but need some assistance in making it happen

For example:

  • Lack of insight – Why does my house seem so crowded and noisy, with nowhere to put things?
  • Insight but no plan – My house is too small what shall I do?
  • Insight and plan – My house is too small, I need to move, how will I do this?

Against change

To move anyone towards change there is a balancing act that needs to be performed. There are a number of resistances that stop change taking place, or at least allow people to put up personal arguments against changing (these might be those small voices in your head that you hear from time to time):

  • Cost – Everything has a perceived cost whether this is actual money that would need to be invested or just your time and effort (and distraction from other matters)
  • Risk – A concern over what such change would bring about should it in some way fail and require recovery, the work to be redone or loss of face. Concern about the risk of failure and what that would mean to you and others
  • Pain – Recognition that change usually means some form of pain that needs to be endured, the negative aspects of the process of change itself
  • Hidden – It is often possible to uncover the first three points but there will often remain ‘hidden’ reasons that someone is resistant to such change.

This makes it hard to assess the ‘balance’ of resistance since while it may be possible to quantify and address the ‘cost’, ‘risk’ and ‘pain’ elements the ‘hidden’ ones remain hidden and therefore unquantifiable.

 Balance for Change Peter Taylor


For change

The Formula For Change was created by Richard Beckhard and David Gleicher, refined by Kathie Dannemiller[1] and is sometimes called Gleicher’s Formula 3.

This formula (D x V x F x CL > R) provides a model for assessing the relative strengths affecting the likely success or otherwise of organisational change programmes.

Three factors must be present for meaningful organisational change to take place. These factors are:

  • D = Dissatisfaction with how things are now
  • V = Vision of what is possible
  • F = First, concrete steps that can be taken towards the vision
  • CL = Creative Leadership to navigate towards the vision

If the product of these four factors is greater than

  • R = Resistance

then change is possible. Because D, V, and F are multiplied, if any one of them is absent or low, then the product will be low and therefore not capable of overcoming the resistance.

And for your end-users the resistance is:

  • User – Fear/Exposure
  • User – Experience/Simplicity
  • User – Profit/Gain/Extras

To ensure a successful change it is necessary to use influence and strategic thinking in order to create vision and identify those crucial, early steps towards it. In addition, the organisation must recognise and accept the dissatisfaction that exists by communicating industry trends, leadership ideas, best practice and competitive analysis to identify the necessity for change.

And you have to make sure that you don’t end user involvement but you value end-user involvement because they will make it a success.


Peter Taylor

‘Progress isn’t made by early risers, it is made by lazy men trying to find easier ways to do something’

Peter Taylor is the author of two best-selling books on ‘Productive Laziness’ – ‘The Lazy Winner’ and ‘The Lazy Project Manager’.

In the last 4 years he has focused on writing and lecturing with over 200 presentations around the world in over 20 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’. He also acts as an independent consultant working with some of the major organizations in the world coaching executive sponsors, PMO leaders and project managers.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at and – and through his free podcasts in iTunes.

Book him for:

  • Keynote Presentations and Lectures
  • Master of Ceremonies/Event Host
  • Inspirational Workshops
  • Training
  • Coaching
  • Authoring


[1] The original formula, as created by Gleicher and authored by Beckhard and Harris, is: C = (ABD) > X where C is change, A is the status quo dissatisfaction, B is a desired clear state, D is practical steps to the desired state, and X is the cost of the change. It was Kathleen Dannemiller who dusted off the formula and simplified it, making it more accessible for consultants and managers.

Is your project Ticketyboo?

January 9, 2014

This article is an extract from my book on project management fun – The Project Manager Who Smiled – available HERE AT MY ONLINE STORE

One of my favourite words to update anyone on a project status is ‘ticketyboo’.

Use it and I will guarantee that you will stop them in their tracks and most likely start a conversation that will be entertaining and enjoyable.

But what does it mean?

Well there are a number of theories regarding the origin of the expression but in general terms is ‘all in order, satisfactory, as it should be’ or ‘Everything is going fine and things are proceeding smoothly or quickly’.

It first appeared in the early 1920s and was in general use by the 1940s. It is still used in the UK by people of ‘a certain age’ apparently and has become rather old fashioned (well that puts me in place doesn’t it).

There is one theory that it is a relic of the British Colonial presence in India and it may have originated in the British military with one of the most accepted and common theories connects it to the Hindi expression ‘Tikai babu’ or ‘Tickee babu’ meaning ‘Everything’s alright, sir’.

It could also be the combination of the phrase (favoured by toffs) of ‘that’s the ticket’ with the childish phrase of ‘peek-a-boo’.

There are others who believe that the expression may have originated in Scotland, where it’s the title of a popular children’s song. In fact a song called ‘Everything Is Tickety-Boo’ was recorded by Danny Kaye[1] way back in 1958 as part of the film ‘Merry Andrew’.

I have also been told that this expression is heard more often in Canada these days, but I can’t confirm this at all except that as the term was popular in the RAF, and there were many Canadians working with the RAF during the war then the adoption of the term would make sense.

Regardless of origin and regardless of historical meaning I still maintain that it is one great word to sum up your project (hopefully) and one brilliant word to get people talking to you, and talking about the project as well.

And so I give you ‘ticketyboo’ – use it today, why not?

You will find yourself totally ‘ticketyboo’.

Want more fun?

Then get your copy of The Project Manager Who Smiled today – available HERE AT MY ONLINE STORE

[1]Feel free to look this up on YouTube and have fun learning the lyrics at your next project team meeting.

What’s in a Name?

January 6, 2014

A big ‘yo yo’ from the master mixer TLPM

‘That which we call a rose by any other name would smell as sweet’ William Shakespeare from Romeo and Juliet

Or to put it another way

‘Hi! My name is… (what?) My name is… (who?). My name is… Slim Shady. Hi! My name is… (huh?) My name is… (what?). My name is… Slim Shady’ Eminem (Marshall Mathers)

I do like to have a good contrast in life and that was certainly one of the extreme ones.

But the point is that we all use tags, nicknames, brands, titles, whatever you would like to call them. Some, such as ‘Slim Shady’ aka ‘Eminem aka ‘Marshall Mathers’ aka … more than most perhaps, but we use them all the time.

The other day I was cheerfully teasing my teenage son – us fathers have to have some pleasures in life after all – about his musical tastes (a lot that I actually share with him) and particularly about some of their names.

‘Tiny Tempah’ being a good example. A huge star these days but, excuse me if you will, a rather silly name I think and one that would have normally been a real problem at school once upon a time. And then there is ’50 cent’ and ‘P Diddy’ and ‘Vanilla Ice’ and ‘Snoop Dog’ and ‘LL Cool J’ and ‘Soulja Boy’ and ‘Ice Cube’ and my favourite ‘Del tha Funkee Homosapien’.

Eventually the teenager had had enough and responded on the attack.

‘Well you call yourself ‘The Lazy Project Manager’! How dumb is that?’

Point well made I had to agree (although his allowance has been severely cut). And I am not alone out there.

Ladies and Gentlemen I kindly offer you ‘Papercut PM’ and ‘Project Shrink’ and ‘Deep Fried Brain’ and ‘Earth PM’ and ‘Gantthead’ and ‘Raven’s Brain’ and ‘Drunken PM’ and ‘Journeyman’ and, since we are on such a roll, ‘The gorilla is named Hogarth’. Quite a list and these are only a few that came to mind right now – there are many, many more great PMs out there blogging away (just check out my website for a more complete list ) and a whole bunch of them are known by their alter-egos.

So what is in a name? Why do we do it? I mean I do have a name that my parents bestowed upon me – ‘Peter Taylor’ – so why was ‘The Lazy Project Manager’ born to replace my perfectly suitable name?

Well in my case it was to articulate a way of being a project manager, the ‘lazy way, the ‘productively lazy way’. To be honest describing the way I work as the ‘Peter Taylor’ way or the concept as the ‘Peter Taylor Project Manager’ probably would have gone nowhere fast and I doubt if my publishers would have picked up on the book proposal.

But ‘The Lazy Project Manager’ said it all, provides a great hook in for people, and it reflects me as a person and a project manager. And over the last two years through my original website, speaking engagements, the book, the eLearning courses, the articles and associated activity ‘The Lazy Project Manager’ has become a brand. Indeed my publishers have just commissioned the second book in the ‘lazy’ series so the brand will grow in the coming months.

A brand is the identity of a specific product, service, or business. A brand can take many forms, including a name, a sign, a symbol, a colour combination or a slogan or indeed a mixture of all these. The word brand began simply as a way to tell one person’s cattle from another by means of a hot iron stamp and a legally protected brand name is called a trademark. The word brand has continued to evolve to encompass identity – it affects the personality of a product, company or service. I would hope with ‘The Lazy Project Manager’ that brand means good service, value for money, and great entertainment through a learning experience.

So what is your ‘brand’? How do you present yourself and your projects?

There are three major categories of communication within a project Communication Plan: mandatory, informational, and marketing.

Mandatory and informational communication is, typically, well addressed by project managers; it is simple to understand and to carry out. The third element of marketing communication however is often neglected, to the detriment of the project and its likely achievement of success. Branding a project is achieved through creating a project personality with which stakeholders can have a relationship and therefore an emotional attachment; that is in essence that they actually care about the project outcomes. This personality or identity is known as the project brand and it is key to maximising buy-in and support from the widest range of stakeholders. If marketing communication wins the minds of these stakeholders then project branding should win their hearts as well.

Of course, branding takes time and money and effort, so you also need to have a project with a long time horizon. A steady stream of positive communication, combined with the positive feeling of the project branding, will help the project be successful and should help overcome any negative perceptions that the project may have.

Perhaps the simplest branding technique is to have a project name that reflects the people, the project, the company and the purpose. I have asked, through LinkedIn discussions, for people to share with me their project names and the reasons they were chosen and whether they were successful or not, and why. But I would love to hear more so please contact me through

Is there a ‘Tiny Tempah’ project out there somewhere? Maybe a ‘P Diddy’ school of project management might be attractive?

Anyway I am off now to watch some TV, maybe an old western with Clint Eastwood in.  I love those.

Maybe one of the ones with the ‘Man with no Name’ – what a brand!

Buttered Toast, Cats and Risk Management

December 19, 2013

The buttered cat paradox is a common joke based on the tongue-in-cheek combination of two pieces of wisdom:

The first is that cats always land on their feet.

And the second is that buttered toast always lands buttered side down.

Now consider what would happen if the piece of buttered toast was attached, butter side up of course, to the back of a cat and then the cat was dropped from a large height.

Some people suggest that the following will occur. As the cat falls towards the ground, it will slow down and start to rotate, eventually reaching a steady state of hovering a short distance from the ground while rotating at high speed as both the buttered side of the toast and the cat’s feet attempt to land on the ground.

This idea appeared on the British panel game QI, as well as talking about the idea, they also brought up other questions regarding the paradox. These included ‘Would it still work if you used margarine?’, ‘Would it still work if you used I Can’t Believe It’s Not Butter?’, and ‘What if the toast was covered in something that was not butter, but the cat thought it was butter?’, the idea being that it would act like a placebo.

The supposed phenomenon was first observed in the New York Monthly Magazine, which published the following poem in 1835:

I never had a slice of bread,

Particularly large and wide,

That did not fall upon the floor,

And always on the buttered side!


A study by the BBC’s television series Q.E.D. found that when toast is thrown in the air, it lands butter-side down just one-half of the time (as would be predicted by chance)] However, several scientific studies have proven that when toast is dropped from a table it does fall butter-side down at least 62% of the time.

Why is this? Well when toast falls out of a hand, it does so at an angle. The toast then rotates. Given that tables are usually between two to six feet there is enough time for the toast to rotate about one-half of a turn, and so it lands upside down relative to its original position. Since the original position is butter-side up then the toast lands butter-side down.

Now ignoring the paradox and concentrating on the simple piece of buttered toast dropping from your hand you could address this ‘risk’ in two ways. The first being that you rip out all of your kitchen fixings and tables and then re-install new ones that are at least 10 feet off the ground. This will result in any future toast drops have a 50/50 chance of turning sufficiently to end up buttered side up – a saving of 12% of cases using the Q.E.D. experiment results. But this would be pretty costly and impractical.

Alternatively you could just be more careful when you eat buttered toast. Sit down.  Don’t rush. Have the butter and toast on the table together. This would potentially deliver greater end results regarding a significant reduction in dropped buttered toast in the first instance and therefore the percentage of cases where the toast falls buttered side down would be irrelevant.

Risk management needs to be relevant, appropriate and reasonable.

Besides, cats hate having toast stuck to their backs!

Projects as Usual

December 19, 2013

I was a great fan of the original Batman series on television, yes the ones that look really quaint these days, and which starred Adam West as Batman and Burt Ward as Robin; as the two crime-fighting heroes who defended Gotham City on an almost daily basis from a range of great villains, such as The Penguin and The Joker.

Back in the 1960’s when this programme aired I loved the perceived violence (without violence – unlike the modern day big screen versions) that ensured when Batman and his trusty sidekick took on the evil geniuses’ gang members.

Biff! Bap! Bam! Kerpow! Job done!

I was, of course, always Batman when it came to play time.

Well, let me give you a new version of that style of language to consider – POP, BAP and PAU! Job done!

Any business consists of two types of work these days, the temporary project based work – led by a project management community – and the regular operational work – led by business managers.

Regular operational work consists of activities on a daily repetitive basis that keeps the business going, such as accounting, production, sales etc. Business projects are different, they are temporary tasks that the business initiates to promote build the company on some way, such as new products, marketing campaigns, new offices etc.

That said they do have some similarities – both operate under some management control – both have budgets – both should have some sort of plan etc

Now both work types contribute to an organisation’s success in terms of products, services and marketplace standing but things are changing, it seems more and more of business activity is now project based (one major company declared that over 60% of their business was now project led).

POP: Projects as projects, pure and simple (well probably not simple. More likely complex and challenging hence the need for a dedicated project manager).

BAP: Business as projects is definitely on the up as each organisation strives to achieve strategic goals and maintain/gain market share, remain profitable/successfully and differentiate themselves from competitors.

PAU: Which leads to the concept of projects as usual, a point on time that some companies have already reached, where the project based activity exceeds the business as usual activity. This may be the very nature of the business – innovative or new to the market, or it may be a more traditional business that has entered a significant expansion phase or is on an acquisitional path for example. In this situation each and every business manager needs to understand and acquire effective project management skills in order to stand a chance of being successful.

Job done:  Well not quite. Just knowing this is the case and actually having the skills in-house to make it likely to succeed are very different.

I believe that more and more people will enter the business world having gained the necessary basic and broad project management skills through schools, colleges, universities and other development routes. But each organisation will have to supplement this capability with more local skills of how they manage projects. But the future is looking very promising for the world of Projects, Projects as Usual and Business as Usual I think.

As Batman said in one of the most recent films ‘You know that day that you once told me about, when Gotham would no longer need Batman? It’s coming’.

I believe that there will always be a need for project managers, but what is also needed these days is a management capability of successful project delivery – one man can’t do it all on his own (even with Robin by his side).

Who put the ‘M’ in PMO?

December 19, 2013

The abbreviation, PMO, might mean (to you) a Project Management Office, it can also stand for Program(me) Management Office (confusingly also a PMO) or even a Portfolio Management Office (increasingly confusingly also a PMO). There is even talk of a Project Office (PO), a Project Control Office (PCO), a Central Project Office (CPO), and a Project Support Office (PSO).  Throw in a Project Management Centre of Excellence and you can really have a field day with these three initials.

It you (and your business) have a sense of humour it can stand for ‘Projects Mostly Over-budget’.

But how about this for an idea? I can’t solve the whole project or program or portfolio meaning of the ‘P’ and the ‘O’ standing for office seems pretty acceptable but why not let the ‘M’ stand for ‘marketing’- The Project Marketing Office (or program or portfolio)?

One of the key aspects I identified in my book ‘Leading Successful PMOs’ (Gower) was that a good and balanced PMO will spent some of the time promoting and marketing and ‘selling’ the value of the PMO and the supporting methods and developmental services, as well as articulating the great job that the project managers were doing for the business.

Take every opportunity that you can to market, promote and sell the value of the PMO. In time you may choose to develop a PMO services menu (what the PMO does and how to request such a service) but in the early days offer your help wherever there is an opportunity. A proactive approach helps open doors to the PMO and it will start people talking in a positive way about the PMO work ethic and capability. This can be done through any way you think is appropriate.

  • Newsletters (PM community ones and company ones)
  • Showcases (Presentations, lunch time sessions, case studies etc)
  • Intranet presence
  • Post-project reviews (PMO attendance and write ups)
  • Project manager of the year awards
  • Project of the year awards
  • Marketing ‘goodies’ with the PMO ‘brand’
  • Project manager peer recommendations (about the PMO value)
  • Executive declarations
  • Offering ‘project management for non-project managers’ training outside the PMO/project community
  • Blogs
  • Podcasts

And much more.

A little marketing and self-promotion goes a long, long way (don’t be shy!).

You believe in your PMO so help others to see its value as well with that ‘M’.

What does project management mean to me – a Project Manager’s Sermon

September 25, 2013

[This blog piece is part of the first ever PM Flash Blog – an idea by Shim Marom]

There is a well-known Project Management ‘joke’ that starts…

‘In the beginning there was the plan and the plan was good.

But then came the assumptions, and the assumptions were without form and the plan was completely without substance and the darkness was upon the faces of the employees’

It ends up explaining through a sequence of bad-communication why projects fail. It is amusing and I used it in my recent book on project management fun ‘The Project Manager Who Smiled’, but it is definitely not what I feel about project management.

As one of the generation of ‘Accidental Project Managers’ (that is I was just given ‘something to do’ one day and it turned out to be a project I learnt much later on) project management has come to mean a great deal to my personal and professional life and it is fantastic to be part of something that has, and will continue to, mature year after year. I was asked to write a short piece for a PM magazine recently on ‘legacy’ and I think this is very relevant to the question about what project management means to me.

After nearly 30 years in project management it is only natural, from time to time, to consider what legacy will I, and my fellow project managers, leave behind for the next generation of project managers? After all it has been the major part of my working life and a period of intense development of the ‘profession’.

Perhaps personally I can consider that my writings, including ‘The Lazy Project Manager’, can be one form of legacy, but in general how have the ‘Accidental Project Managers’ done?

Well I would argue ‘not bad’ should come back on the report; the growth in awareness of all things ‘project’ and the maturing of all of the professional communities, along with the focus on project skills and methods in most organisations is a pretty good place to be today. Plus there is a vibrant wealth of knowledge out there (books, websites, blogs, podcasts, communities of practice, magazines such as ‘Project’ and so on) that project managers today can tap in to.

Yes, of course, 100% of projects are still not successful (and probably never will be) but project health is so much better these days in general and much of this is to do with the investment in project managers (training, support, certification etc) – the days of the ‘Non-Accidental Project Manager’ are definitely with us.

And there is much left to be done naturally; raising the standard of executive sponsorship, connecting business strategy to project based activity, making project management a default step on the path to the top, the ‘C level’, of an organisation etc.

But all in all I think we should be proud of our achievements and be confident that the generation of ‘Intentional Project Managers’ entering the project management world today have a great legacy to build from.

So for me, project management is the future. There will be, of course, business as usual, and there will be projects to deliver significant change, and there will be a hybrid that I call ‘projects as usual’ – smaller change initiatives that managers and others with a basic project management skillset will manage as part of their day to day job. Because I believe that more and more people will enter the business world having gained such basic project management skills through schools, colleges, universities and other development routes.

So whilst the ‘joke’ might make us smile it isn’t true of the future:

In the beginning there was the plan and the plan was good.

But then came the assumptions, and the assumptions were without form and the plan was completely without substance and the darkness was upon the faces of the employees.

And they spake amongst themselves, saying ‘It is a crock of shit and it stinks!’

And so the employees went unto their supervisors, saying ‘It is a pail of dung and none may abide the odour thereof.’

Thereafter the supervisors went unto their division managers, saying ‘It is a vessel of fertilizer and none may abide its strength.’

And the division managers went unto their general manager, saying ‘It contains that which aids plant growth and it is very strong.’

And soon the general manager went unto the Board, saying ‘It promotes growth and is very powerful’, adding ‘This new plan will actively promote the growth and efficiency of this organization.’

And so it came to pass that the Board looked upon the plan and saw that it was good and so the Plan became Policy.

This is how s**t happens!

Rather I think it will go…

In the beginning there was the plan and the plan was good.

And the project manager who takes charge of the plan was also good.

And this is how change happens.

I look forward to seeing my profession of project management in the hands of those who believe in project management in the future.

Amen to that.

Peter Taylor (The Lazy Project Manager) – 25th Sept 2013

“P.S. This post is published as part of a first ever project management related global blogging initiative to publish a post on a common theme at exactly the same time. Over 70 bloggers from Australia, Canada, Colombia, Denmark, France, Italy, Mexico, Netherlands, Poland, Portugal, Singapore, South Africa, Spain, UK and the USA have committed to make a blogging contribution and the fruit of their labour is now (literally NOW) available all over the web. The complete list of all participating blogs is found here so please go and check them out!