Management by Values
At Level 4, the project Lowest Static Baseline is the values baseline,
illustrated in Figure 6. These projects are referred to in the
DBM as evolution. For evolutionary projects, the art and science of project management
is in selecting and manipulating alternative objectives to achieve fundamental corporate
values with optimal efficiency; i.e., the objectives are a dynamic baseline.
Figure 6: Static Corporate Values Baseline
The corresponding project management behavior appropriate to a Level 4 environment
is MBV.
The Project:
For a typical MBV application, the issues are intangible. As is typical
of the information technology projects, the end product deeply touches many end users
affecting the fundamental way in which they conduct their business and, with that,
their ability to achieve their objectives. Evolution projects are not TSR. The work
must simultaneously consider project issues and the severe implications to the routine
business operations of the organization.
The People:
The ideal MBV behavior features a very high affinity for ambiguity the
ability to deal with evolving and competing objectives. Part of this personality would
be a very high emotional quotient (EQ).[4] Myers-Briggs would identify the individual capable of MBV as an ENFP (Extroverted/iNtuitive/Feeling/Perceptive) or "Champion,"
representing 3% of the population.
The project management training syllabus for MBV includes subjects such as:
- Governance issues
- Analytical hierarchy process
- Capability snapshot
- Emotional Quotient
- Diplomacy
- Organizational performance management
- Myers Briggs
- Partnering
- Principles[5]
- Program management
- Statement of operational objectives
- Strategic analysis.
Next month
In Part II of this paper we shall describe:
And in Part III we will follow on with five "Paradoxes":
4. Coleman, Daniel, Emotional intelligence: Why it can matter more than IQ. New York: Bantam Books, 1995
5. Covey, Stephen R., The 7 habits of highly effective people: Restoring
the character ethic. New York: Simon and Schuster, 1989
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Management
by Objectives
