This blog was inspired by the release of my first book, “The Practically Perfect Project Manager”. I thought I would take the time to summarise what drove me to write the book and the key messages.
In my years as a professional project manager I have come across many good, and many not-so-good, project managers. The main distinguishing factor between the good and not-so-good seemed to be the ability to be practically prefect when it came to choosing what processes, tools and techniques to use on each project, and perhaps more importantly, which ones not to use. In order to know which not use and which not to use you need to have a grasp of a wide range of professional best practice and make a commitment to on-going learning and education.
So, I decided to write the book with an emphasis on presenting the entire body of knowledge of professional project management but with a strong emphasis on choosing only those processes, tools and techniques that actually add value to the projects you are working on. This is the essence of being practically perfect. I encourage you to treat every project you do as unique and as such the particular blend of processes, tools and techniques should be unique to that project. Being practically perfect also means revisiting these decisions from time to time throughout the life of a project to ensure your decisions are still valid.
I encourage you to question anyone who says that there is a one-size-fits-all way of doing projects. There simply isn’t. By taking that approach you will either apply too little, or too much – both with the same result – an increased chance of project failure.
So go out and become practically perfect and of course if you want to know more, go and buy my book (that’s a shameless commercial plug by the way).