Matrix Management Magazine
Innovation isn't something that's just reserved for R&D--it’s something that needs to be enterprise-wide. But the goal of creating enterprise-wide innovation is just that, a future goal.
Whatever happened to training people in project management skills?
One of their constant complaints is they want more engagement. The nerve of them to want to make a contribution, to use the skills they paid so dearly for in the form of college loans. How dare they think they should have a say in how things are done. What do they know?
Well, they actually know quite a lot.
I’m sure you’ve heard the expression, "The customer is king!" It’s been around since about the 1990's and the expression has become ubiquitous. But have you considered where this expression came from in the first place?
Because it’s creating tyranny in our projects and organizations.
If you've recently been put in charge of an important project or initiative, you're probably experiencing a range of emotions, from excitement to possibly some uneasiness.
One of the seven leading causes of depression and anxiety cited by Johann Hari in his book, Lost Connections, is the loss of connection or engagement at work.
It's like our organizations are made up of the living dead. Maybe that's why zombie movies are so popular?
Almost every leader these days is leading a project or initiative, which makes sense if you consider that anything you want to achieve in an organization is actually accomplished through projects.
But when they get delayed or fall apart, it leaves people disengaged and feeling overworked.
Have you been there?
RACI charts are not only outdated technology, they actually reinforce the wrong kinds of organizational behavior. If you want agility, engagement, and even innovation, stop using RACI charts, now!
As you’re sizing up that new project initiative that’s very important to your company, you anxiously start thinking about who needs to be involved, and you pull them into a meeting.
Everyone is excited about this initiative (even though they have a lot on their plates already) so everyone gets to work to make it happen. It’s going to be fantastic for the organization—and for you personally!
And then something happens. Could be another leader’s project takes precedence. Or others get behind because of the other tasks they have to complete first. Or even an unexpected cost comes up that throws you out of budget.
And you start thinking—this is going to reflect poorly on me as the project leader. Could I get fired over this?
As more organizations strive to increase their agility and to promote cross-functional collaboration, the budgeting process, unfortunately is often overlooked. This process in and of itself is a management system, one that can either support or stymie delivering organizational goals in an integrated and agile way.