Chris G in Sydney says:
1. Business Value: The goal of all project work is to deliver business value.
Thankfully this is a stretch goal as projects are typically the most efficient way to consume resources that would otherwise be delivering business value in an endeavour that is doomed from the start.
2. Judgment: Empower project staff to make decisions about methodology application and trade-offs between scope, schedule, and budget when necessary.
This assists in scapegoating once any of these variables inevitably goes awry.
3. Enterprise Perspective: Consider the impact of project decisions on enterprise value, not just project or PMO objectives.
Note that “enterprise value” is a term broad enough to be totally useless – “project owner kudos” is a suitable definitional alternative.
4. Shared Accountability: Create commitment to a shared vision of project outcomes.
The most effective way to avoid delivering anything – make everyone accountable so nobody stands up.
5. Stakeholder Partnership: Establish personal connections with stakeholders based on leadership, trust, and credibility.
Or the four B’s: Brains, Bulldust, Bravado and Balls.
6. Proactivity: Take a proactive approach to identifying and resolving project challenges.
Ahh, the foreseeable challenge – I think we call those “risks”. All good, but (alas) it’s the unforeseeable ones that really F___ you up.
7. Risk Management: Enable informed tradeoffs between project and portfolio risks and potential rewards.
Motherhood 1: Yes, you should manage risk. Only problem being risks never, and I mean NEVER, result in rewards. Perhaps you meant mitigation costs?
8. Time Management: Encourage PMs to value time—both stakeholders’ and their own—when making project execution decisions and managing meetings.
Motherhood 2: Don’t waste people’s time (seriously?).
9. Cost Efficiency: Calibrate resource use and project management costs with project needs and expected returns.
Ahh, this one is code for “I hope you have a hat, because it’s going to end up in your hand.”
10. Reuse: When possible, utilize existing processes and tools before creating or buying new ones. Except when a senior stakeholder wants a new toy or change for change sake.