Integrating Established Disciplines into an Operation

Quite often, a resource is ‘tagged’ as project manager without an understanding of what project management is.  It is therefore worth examining a potential PM resource background and experience according to some key ingredients: 

• Experience (applying the PM discipline)
• Methodology expertise (training taken and certifications)
• Instructor (a definite plus if the resource provided PM training)
• Coaching and mentoring (projects applying the discipline)
• Change agent  

These ingredients can also be considered for other disciplines including lean, six sigma, design for six sigma, systems engineering, lean product development and product lifecycle management.  (Note that many of these disciplines dovetail with project management and value stream leadership.) 

Let’s consider the same list for a value stream leader, which would rely heavily on lean and sales & operational planning expertise.

• Experience (applying the lean and S&OP discipline, value stream leadership)
• Methodology expertise (lean and S&OP training taken and certifications)
• Instructor (a definite plus if the resource provided lean and S&OP training)
• Coaching and mentoring (applying the discipline)
• Change agent

Not all leaders view project management or operational leadership in the context of these established disciplines, however.  The result would likely be a ‘home grown’ and potentially chaotic operation. 

Implementing an established discipline such as Project Management / PMO or Lean Six Sigma (for example) should consider enabling fundamentals before moving forward.

Some questions to ask:

• Does the leadership (or project sponsorship) have enough basic knowledge (about the discipline) to support the methodology?  
• Would the organization and team members be encouraged to practice and follow the discipline?
• Would the organization support converging on the discipline best-practices? (Or, conversely, would it simply find itself reverting to fire-fighting and short-cuts under pressure?)
• Would the organization support building and/or enabling infrastructure in support of the discipline?

These questions are also quite relevant for a discipline practitioner to consider before assuming a role in an organization….a resource knowledgeable in the discipline may be frustrated and marginalized without the needed sponsorship.

One approach is to pursue a consultant to apply the discipline on projects, create some success stories, and perform a gap analysis to clarify how to move the organization forward. This would minimize the risk of a permanent hire and commitment to a discipline without a plan to put key enablers into place.