Thin Thick Then Thin Again Monty Python

'Progress isn't made by early risers. It's made by lazy men trying to find easier ways to do something.' Peter Taylor (The Lazy Project Manager)

As a project manager myself I was surprised to come across Peter Taylor's article recently about the Lazy Project Manager's Theory of Projects. To me the thought of a lazy project manager was an oxymoron; I hateful surely if you desire a projection to succeed you demand the project director to be anything just lazy?

The Lazy Projection Director concept has struck a chord and I see it having benefits to our projects here at CM Health. In this weblog post I share some aspects of this theory with you.

Essentially, the theory of the Lazy Project Director is that: "All projects are thick at i end, much, much thinner in the middle and and so thick once again at the far cease."

If you're a Monty Python fan y'all'll recognise that this is based on the theory by Miss Anne Elk that: "All brontosauruses are sparse at i end, much MUCH thicker in the center, and so thin again at the far end."

And so what does this mean? Working on the 'productive lazy dominion', a smart project managing director should apply time and endeavor at the critical stages of a project i.e. the showtime and the cease, and less time in the middle or the less disquisitional stage.

The Lazy Project Manager's 2nd theory is: "If y'all want to get a brontosaurus from 'a' to 'b' then you lot ride the dinosaur, you don't conduct it." Now just to analyze, I'1000 not referring to CM Wellness equally a dinosaur, this was merely the Monty Python reference!

The 'thick' front finish

So what is it that a 'lazy' project manager should focus on during this initial 'thick' front of their projects? And by front, if you happen to know existent projection management terminology, nosotros're referring to project initiation. It's nigh getting ahead and then staying ahead of the game. There are two areas to focus on to ensure the projection starts off in the correct mode, at the right momentum, and with the right processes and controls in place:

1. Planning a strategy for managing the two critical 'players' in any project i.e. the project sponsor, who should be known at this point, and the project creep, who volition be unknown but could exist anyone or everyone, including, if yous are really unlucky, the project sponsor, or, if you are really stupid, the project managing director (you)!
2. Planning for zero advice breakdowns. General guidance suggests that some 70 per cent of your time as a project director should be spent in some form of communication or other. At that place is a well-known project maxim that says: 'Projects don't fail at the end. They fail at the first.'

Much, much thinner in the middle

At this point the Lazy Project Managing director should exist directing the project and not trying to pick it upward and acquit its heavy load on their back all the manner to the delivery gate. That'south the direct route to failure (and backache!). Rather, they should be driving the project on auto-pilot, from the comfy chair. The 'lazy' projection managing director now oversees the projection with equally light a impact equally possible. All the planning was done at the 'thick' front-terminate of the project and now it'southward all about execution and control.

Iii things work well in the Lazy Projection Managing director'south globe:

1. Ensuring the project is conducted in a fun and enjoyable manner.
2. Being prepared to throw that newspaper down, leap off the comfy chair and bargain with problems as and when they occur in a controlled and productive manner.
3. Spread a trivial beloved across your project team to engender good spirits and a confident air of potential success.  Such love is a good thing, but you do demand to avoid the trap of being swamped with attention, y'all need to learn how to operate an 'open door' policy, but avoid getting dragged in to every little projection item.

Then thick again at the far stop

Fourth dimension for i last effort to make life easier in the future.

The Lazy Project Manager says: "Now is not the time to declare the project a success and rush off for a Bloody Mary at the bar. No, now is the fourth dimension that y'all can apply a small and last amount of attempt, only proceeds enormous amounts of knowledge so that time to come projects are likely to be even more successful and potentially with even less endeavour."

By less effort he means much more than time in the 'comfy chair' existence lazy in a productive way. After reading the article I realised that ane of the projects I'm working on here at CM Health, which began in 2013, has been post-obit the Lazy Project Manager theory.

The 'thick' front end:

• Time and endeavor from both parties went into ensuring the Project Executive and Project Manager developed a practiced working relationship.
• The Project Creep kept appearing in various disguises, was hard to spot in some cases, but eventually showed his true colours and was shown the door.
• The Projection Lath and the project initiation documents were set up at the start of the project and have been key to ensuring the project started off in the correct way, has headed in the right management, and at the correct momentum.
• Communications, communications and communications – were completed to ensure stakeholders were well informed.
• Benefits and measures were agreed by the Project Board, as was the budget.

Much, much thinner in the middle:

• Monthly reporting was conducted, budgets maintained and benefits and measures tracked and monitored. Risks and bug registers are existence maintained and discussed at the regular Project Board meetings.
• The Project Manager was prepared to throw the paper down, leap off their comfy chair and deal with problems every bit and when they occurred.
• Change requests were submitted for an increase in funding to match increased volumes and prompt discussions held if progress was slipping, an arroyo wasn't working or measures weren't equally they should be.

Thick once again at the far end:

To date the utilize of project methodology has enabled this project to make meaning progress.  It has likewise enabled the 'new' project manager to maintain structured projection subject area with good transparency and accountability.  The projection team is also starting to realise that the world is round and when it feels like it might be the end, information technology tin can also exist the kickoff.

Here'south to more Lazy Project Managers at CM Health!

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Source: https://teamcounties.wordpress.com/2014/07/16/the-lazy-project-manager-laura-simpson-2/

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