Apr 16, 201511:05 AMMad @ Mgmt
with Walter Simson
Why project management is a key middle-market tool
(page 1 of 2)
I have certain favorites when it comes to executive education, most of which are technically oriented toward distressed companies. But some courses I take just to build my own effectiveness. For example, about every two years I take a time-management course. I come away with sharpened task-tracking skills, and for about two years I am incredibly effective — on time, organized, and ready. Then things wind down and I need a refresher.
About 20 years ago I was running a technology-heavy firm, and I was struck by the lack of project-management skills among our development engineers. So I set up a PM course for all of the staff, and I took one of the courses. In contrast to the time-management courses that need refreshers, this educational experience has proved enduring. It has helped me for the past 20 years.
Of course, I thought project management was a technical skill that only engineers need. How can they roll out a new product unless all the components are finished at the same time? And I had used PM in some systems projects and merger integration, where large groups need to know what’s happening before some big pull-the-switch date.
But over time, I have tended to think of project management as a tool that we all need to use in any corporate improvement exercise, not just product launches and system switches.
An assessment of a new market. A revamped billing procedure. A reorg. A reinvigorated receivables-collections effort.