ICPM

Motivation begins with setting goals for improved team performance. Often, five or more team members must strive to achieve similar goals.

Total Participation Starting From the Top

This point speaks to the need for
(1) commitment from top management and
(2) commitment from everyone else in the organization.
Quality is everyone’s job, and if any implementation is not total, it will not fulfill its full potential. 

In project management, I see this point alluding to executive formation and support of a company-wide Project Management Office. That PMO must be the central source of all project management knowledge, under continuous development by the practitioners of project management. Lessons learned and any potential improvements to the project management methodology used by all PM’s in the company should be evaluated, tested, and implemented as a positive change.

Training Not Related to Job/Task

In order for continuous improvement to become organizational culture, it must also become a personal goal for every employee. Self-improvement should not be limited to immediate application, that would be an example of short-term thinking. Employees are the most important assets of an organization, and therefore require effort to retain and enhance them.

Enable Pride of Workmanship

Deming claimed that the sense of having helped other people is the most significant motivator and source of job satisfaction. It is one of the biggest enablers for pride of workmanship.

Of the projects you have worked on, think about the ones you are most proud of. What is it that makes you look back and say, “Wow! Look what we did!!!”

No Slogans or Disingenuous Pep Talks

This point consists of two elements as I see it. (1) Walk the talk, and (2) hold systems accountable.

Walk the Talk

Slogans are phony. The word slogan has a connotation of something that is not real. It sounds like an advertisement, and not something you can really trust in. In a project management organization, it is much better to have published guidelines and a vision that defines your philosophy and practice. Train your project managers and teams on the methodology. Then, let them execute within that framework, and put a system in place so that the practitioners can revise the process and make it better.

Break Down Departmental Barriers in Pursuit of a Common Goal

Many processes are cross-functional. The same is true of projects. {mosimage}This point is about dissolving the “us versus them” scenario that so often exists in one form or another within organizations. In most projects that I work on, there are individuals from departments such as operations, central services and other support functions, MIS, IT, Service Engineering, etc. The “us versus them” attitude comes about when project managers and project team members look at their own interests at the exclusion of others, and instead of working towards a common goal, work towards their own separate and distinct goals.

Drive out Fear and Create Trust

Fear encourages short-term thinking. One of Deming’s classic stories was about a foreman who didn’t stop production to repair a worn-out piece of equipment, because he feared that stopping production would mean missing his daily quota. Instead, he let production continue. When the machine failed, it forced the line to shut down for 4 days.

 

Teach and Institute Leadership

It is the age-old distinction that usually merits much lip service and little true implementation. There is supervision/management, and then there is leadership. Project managers can either be supervisors or leaders, regardless of their job title.

Job/Task-Related Training

A quality organization understands the value of the people who work in it. The same goes for project management. Training project managers, analysts, and everyone else who regularly works on projects in the company methodology, soft skills, etc. can bring significant rewards.

Continuous Improvement

This is one of my favorite points from Dr. Deming. I see so many mistakes that are made again and again, and lessons learned that are either completely undocumented or filed away after a project, never to be seen again.

Do all of the other project managers in the firm get exposure to lessons learned from other projects? Usually not, in my experience. Surely, individual project managers and sponsors learn from their projects, but organizational learning and continuous improvement require a formal process for the documentation, analysis, and incorporation of lessons learned into a common methodology.