IT Project Mechanic

Six Sigma isn’t necessarily built for manufacturing environments. That was the original intended purpose, to be sure. The methodology, however, can accommodate all systems based improvement efforts that may be pursued. The other facet of the question, “How can Six Sigma work for IT projects?” rests on whether the technology based processes are known systems.

This question has a very simple answer – IT projects and processes are systems. They do not take on the physical shape of systems as manufacturing facilities might, but the repeatable series of steps and the defined methods used to execute an IT Project are very similar to all systems.
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It isn’t enough to be right, or to have an idea that will make the problem go away if you are presenting something “new”. In a majority of cases, others (that you work with) are reluctant to believe an idea or position that they aren’t familiar with. It’s not a trust issue, per se, in many cases – it’s easier to say no than to think about the idea presented and formulate a response. No is easier than accepting that a good idea is out there they didn’t think about. It isn’t a universal truth – but this happens more often than not.
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In nearly every case, I witness and experience the act of selling as a Project Manager. On a daily basis, I provide to my clients the same exact steps as a consultative sales professional does. There are two distinct differences between the sales professional and the Project Manager:

1. The Project Manager doesn’t “sell” as a full time job – it is a skill that is needed for parts of the project management method.
2. The Project Manager rarely “prospects”.

The first difference should not come as a shock – the fact is that PMs have lots of skills that we use to great affect that don’t consume a huge amount of bandwidth. The second difference may not make any sense if you have never had the fortune of selling or have been exposed to the selling process.
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Most Project Managers think selling as a PM’s skill is some sort of an oxymoron – being a PM is the opposite of selling. You manage and report the facts, deal with estimates and manage a group of people. The sheer fact of the job limits the ability for a PM to sell, right?

I couldn’t disagree more – PMs must sell, and we sell every day. Some call it negotiation, some call it “positional” authority, but break it all down and we’re selling our hearts out to get the project out the door. We sell to and with our team, to our stakeholders and definitely selling is an integral part of the client relationship. Don’t worry; I’m going to explain my assertion.

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Welcome to the IT Project Mechanic blog – a place where far ranging topics are discussed, analyzed and introduced that related to IT Project Management and the business of managing projects. The first question I can imagine your asking (and it’s one that I have asked myself) is “Why another IT Project Management source of information?”. I have strongly felt for quite some time that the honesty and brutal truth of the PMs operating model is under fire by academics and “clean room” practitioners – that the reality of a Project Manager’s work and driving pursuits is far different from the manuals, books and methodologies that are currently available.
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