52 Tips for Leaders of Project-Oriented Organizations

As a leader Skip to the Details:
How To Orderof a project-oriented organization, you face an unprecedented degree of uncertainty. Today's dynamic conditions and competitive environment are conspiring to make executing even the most conservative project plan a thrill ride, but that's only a small part of the problem — all managers face that one.

Your organization does its work as projects — unique or first-of-a-kind activities that your organization has never done before. And often, no organization has done them before. Projects, as distinguished from operations, present special problems. And managing organizations that tackle projects, as opposed to operations, requires special approaches. That's why I wrote 52 Tips for Leaders of Project-Oriented Organizations. It's for people who don't even have time to read the directions on their prescriptions.

52 Tips for Leaders of Project-Oriented Organizations is a tips book that contains ideas that managers and leaders of project-oriented organizations can use right now to address the special problems of managing these organizations.

You'll get as much from this little tip book as you'll get from one of those two-pound books you don't have time to read. And once you start deploying some of the ideas you'll be reading about, you'll free up some time to think. Here are two samples:

Some sample tips

Here are some samples:

Never confuse the accounting system with reality

Accounting systems are fairly good at measuring concrete items, such as cash, revenue, outlays and so on. But many cost drivers in the project-oriented organization are difficult to measure, and they're often unrepresented in the accounting system.

For instance, when we choose cubicles over walled offices, the cost savings are well represented in the Facilities budget. But the increased costs due to interruptions and depressed productivity of the cubicle occupants appear nowhere.

When we rely on the accounting system to make decisions, we probably do well in the short term. But the long-term effects of the failure of the accounting system to model all costs often depress organizational performance.

Make decisions based not on the projections of accounting-based systems, but on more realistic models of organization performance.

Choose status-neutral site names

When managing dispersed teams, we sometimes refer to the sites where team members work by names such as "HQ," "Corporate," "home office," "plant," "fab," "lab," "remote site" and "field office." These names can be toxic because they contain organizational status information.

When site names denote organizational status or role, they affect the self-image of the people who work there. The effect can be so strong that it can actually influence career decisions. In team decision making, people who work at high-status sites can have undue influence.

To help manage these effects, choose site names that are either arbitrary or geographical. For instance, name your sites after mountains or rivers, or national parks. Or refer to sites by local geographical features, such as a city or street.

Status-neutral site names help members of dispersed teams see each other as peers, which leads to better decisions.

Table of contents

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Most business books are about 200-250 pages, with about 10 chapters. I don't know about you, but I don't have time to read a 225-page book cover-to-cover. There are lots of folks like us—that's why there's such a booming market in book condensations.

Our ebooks cut out that middle step. They're designed to be read by people who don't have time for the typical business book. Our tip books consist of short paragraphs, two- to four sentences per tip. Each tip has a headline in bold. You can easily scan the book for tips that seem relevant to you and read only those. Read in any order, and read them in short sittings.

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