In this a bridged version of a keynote speech at an International Conference in South Africa,Jim Zack of the Fluor Corporation discusses theproblems inherent in project management todayand offers some words of advice.
Project Management – Science or Art?
A number of professional organisations focusing on project management have grown over the past two or three decades. In order to gain credibility and add value for membership, many offer training and certification in project management. In so doing, most have equated project management to a science, but is this what project management is? Science is generally considered to be knowledge covering general truths or the operation of general laws tested and verified through the scientific method. That is to say, it is systematised knowledge based upon scientific principles.
If project management is really founded upon a set of scientific principles or rules, then, in my opinion, it should be capable of being mastered quite easily; memorise the appropriate rules and apply them at the proper time to derive the ‘right’ solution and the desired result will follow. The inference from the literature appears to be that becoming a successful project manager is a straightforward task and mastering the scientific rules will accomplish this. In fact, many organisations openly advertise “fast ways to quickly improve career options” by becoming a project manager. What impression do organisations give to people attempting to become project managers? I suggest that the unintended message is that becoming a successful project manager is simple – take a course, memorise some rules, pass a certification exam and you are on your way to success as a project manager. I refer to this type of project manager as ‘theoretical project managers’. That is, they know and can articulate all the theories of project management, but have little experience in the practical application of these theories on a live project. This theory-driven approach has been compounded by the explosive growth of project management software over the past decade or so.
Reviewing project management journals and magazines, the message is clear. Once a project manager is certified, all he or she need do is select the appropriate project management software, input the data and thus generate the ‘right’ answer. Is that not the message the software industry is sending out? What is the result of all these factors? I suggest that many industries have ended up with better educated, more
accredited, but less experienced project managers. That is, all too many project managers today are certified, but lack real hands-on project management experience. They come to their projects with briefcases full of computer software but lack the experience of analysing the output and formulating a practical plan for dealing with project problems and challenges. In fact, some do not even know how to interpret the output of traditional project management reporting. From the perspective of one who deals primarily with troubled projects, it seems to me that the increase in accredited project managers and the ready availability of project management software has not resulted in a corresponding decrease in troubled projects. In fact, almost the opposite appears to be true. There seem to be more projects in trouble today than in previous times, despite the increase in certified project managers. How can this be? Let me offer some thoughts on this trend. I suggest that project management is not a science governed by predictable and immutable rules. Rather, I take the position that project management is an art form. So what is art? Art is a skill acquired by experience, study or observation. It is the conscious use of acquired skills and creative imagination. What is the difference between science and art? Science is governed by unchangeable rules. This is why we can give the same mathematical equation to ten people educated in the science of mathematics and they will each arrive at the same answer. Art, on the other hand, is full of human judgment and is influenced by experience and sense of right and wrong. Give the same artistic problem to ten people and it is entirely feasible to end up with ten different answers, but each being appropriate to the circumstances.
The difference between these two approaches to project management is simple. When one relies upon scientific norms or computer software to foresee potential problems, but one lacks hands-on experience, it is likely that problems will go undetected until they are severe. Then, when one relies upon scientific practices and software to create solutions but there is a lack of experience to judge the appropriateness of the proposed solutions, it is more likely that the selected corrective action will prove unsuccessful. To accurately predict and resolve the myriad of problems which arise on projects, a project manager needs experience tempered by good judgment. Therefore, a successful project manager practices the art of project management and relies upon experience and reasoned judgment far more than fixed rules and out-of-the-box computer software.
Cost Engineering and Project Management
I believe that to be a truly successful project manager, one has to be well grounded in the disciplines associated with cost engineering and project controls. Two of the four measures of a successful project – these being, budget, schedule, quality and safety – clearly fall within the realm of cost engineering and project control. As such, a cost engineer is well placed to provide some valuable input in the other two areas as well.
As defined by the Association for the Advancement of Cost Engineering International, cost engineering and project controls encompass the areas of cost estimating, cost control, business planning and management science, profitability analysis and project management, planning and scheduling. In my opinion, to be a successful project manager requires the mastery of these functions. Further, experience has shown me that all too many troubled projects are managed by accredited project managers who have little or no hands-on experience in cost engineering and project controls. As a result, problem trends are not detected early and projects are often in deep troubled before it becomes apparent to the project manager.
Using the standards of The Project Management Institute’s “PMBOK® 2000” (Project Management Body Of Knowledge) as a guideline to the skills and knowledge of a successful project manager, there are nine knowledge areas applicable to all projects. These are the management of project integration, scope, time, cost, quality, human resources, communications, risk and procurement. The Construction Extension to PMBOK® 2000, released in late 2003, added four additional knowledge areas for capital construction projects – safety, environmental, financial and claim management. It is my view that, in each of these thirteen key areas, a cost engineering background will fundamentally enhance a project manager’s ability to manage successfully.
Individuals with business, design, software or hardware backgrounds will have demonstrated a level of competence in their own technical fields before being promoted to project manager status. However, most of the skill requirements of project management go well beyond technical matters. A technically competent person who is versed in project management theory but lacking in cost engineering or project controls experience is less likely to spot negative trends early and less likely to take timely and appropriatecorrective action. Thus, theoretical project managers are more likely to be in trouble before they even realise it. Firms should be mindful of two possible solutions to improve the chances of realising projects successfully. Firstly, invest in project management staff with cost engineering or project controls background, and/or provide existing staff with formal and, perhaps more importantly, hands-on experience in these areas. Secondly, ensure that solid record-keeping practices are in place and promote training in areas such as commercial awareness, which I note is one of the key courses offered by Trett Consulting.
Cost Engineering –Stepping-Stone or Career?
Having spent some time arguing that a cost engineering or project controls background will make someone a better project manager, should we consider cost engineering merely a stepping-stone on the way to the ultimate goal – project management? I would argue that for some, this may be true. A lengthy stint in the project controls or cost engineering group might be the final training ground prior to taking the step to project manager. In the construction industry where I come from, there are a number of firms that have this as a condition precedent to project management. If this is your firm’s policy, then I applaud your organisation for its foresight and commitment to train or obtain top-notch project managers. I am confident that firms will benefit from such a policy, as I believe that projects managed by such individuals are more likely to be successful – on time, in budget, with desired quality and safely delivered. If an individual chooses this route to project management, then they too are to be applauded for taking such initiative. However, we must not forget that, for many, cost engineering or project control is a career in and of itself. Cost engineering covers such a multitude of skills that many find it both challenging and rewarding. However, I would offer a challenge to the career cost engineer. Part of your function on projects should be to mentor younger staff. In the construction industry, it is not at all uncommon for projects to last two to four years. This is sufficient time to train technical staff in the skills of cost engineering. You can significantly and positively influence the careers of those who aspire to become project managers. If you are willing to spend the requisite time and effort to do this, you may even play an instrumental role on future
projects – whether you are on them or not!
Conclusion
Let there be no misunderstanding. There will always be theoretical project managers in our midst. As long as professional organisations offer theoretical training and certifications based on project management concepts, there will be individuals attaining certification simply to increase their qualifications. Such project managers will, more likely than not, be found running projects that end in avoidable trouble. Skilled cost engineers have the requisite training and background to spot problems before they become serious challenges to project success and craft workable solutions. I am firmly convinced that cost engineering, whether a stepping-stone or a career, provides significant benefits and advantages for both its practitioners and the projects they manage. James G Zack Jr is an Executive Director, Corporate Claims Management, Fluor Corporation in Aliso Viejo, California (tel: +1 949 349 7905, email: jim.zack@fluor.com)