Management and Ethics

Management and ethics for business and projects has to be a number one priority for many companies going into 2010 and the 21st Century, but first several issues have to be addressed. Over the past several months, I have had discussions about, and received emails, related to individuals being assigned as project and software configuration management managers without having the knowledge, training, or experience. We all know that you have to begin somewhere to get the required experience but I would hope that this is not prevalent throughout the industry. The individuals indicated that they were being provided with tools for project planning, scheduling, source and version control, team development, etc. Remember I have always stated that a tool is just a tool, no matter how mature and useful. In the November newsletter, I identified several software vendors and their products. The right tool(s) must be used in a fast paced and rapid development environment but understand the process first!

If project management and configuration management are to exist, along with the other best practice processes, they must be effectively performed to ensure IT development and integration projects are successfully completed on time and within budget, and with the customer’s satisfaction. I thought it was going to be a rough road during my early career when my senior manager said, “That for the next couple of weeks read these standards, procedures/guides, specifications, contracts, proposals, successful projects and program plans, configuration management, and quality assurance documentation before you do this proposal and start this project.” I have always been open to learn as much as I could about “whatever” is related to my job/occupation but I remember it was a lot to read. I was eventually assigned to the project after the company won the contract. It was a successful project and with some lessons well learned.

This was the beginning of my project and program management career and the start of my appreciation of other successful project managers and teams. I also was put on a team we now call program office in the industry. Each team member had to be capable of presenting for each and any project all contract and program requirements. As a member of this team, you took part in a presentation of project and program requirements. Each of the team members had to make several presentations about program/project management and the best practice standards after training/education. I enjoyed this responsibility. It created an appreciation for best practice processes.

Another email question about managing projects that is asked frequently is individuals not being able to say “no or stating opposition” when the job is not being performed correctly. Usually because that lead or project manager does not have all the authority required to do the job, they can be intimidated or concerned about their job security (what’s that?). Even for those individuals that are new to an assignment, it is best to make it known that you disagree on record and why. Justification is absolutely necessary. You may be intimidated at times but if it is truly incorrect, it could be costly to the project or a critical risk, and we know what happens when we don’t do the right thing, the right way, at the right time. Your best interest should be for the customer and your company. Don’t make them and you pay the price later.

Eddie R. Williams, PMP