If I have one pet peeve (I have many ) it would be the constant desire by some to invent rather than re-use existing capabilities. This problem applies to not only the solutions we deliver our customers, it applies to the very processes, tools, and techniques we use to create these solutions. We all want to leave a legacy or a mark on our professions. I get that. I too want to make a difference. However, inventing new life-cycles, processes or terminologies when there are perfectly acceptable ones currently available, is a waste of time and resources. Time and resources typically associated with people that are often in a short supply of both.
Do you work in a profession that is frequently challenged with demonstrating value to customers? Many who work in project management, systems engineering, strategic planning and enterprise architectures have shared frustration in this area. We all know from experience that these functions are the first to be cut when the budget gets tight. Why is it that the very activities that can make or break a high risk project are not seen as unnecessary?
I don't claim to have all of the answers. What I do know is that many times in my career I have faced new challenge that requires an approach not within my box of tricks. When I took a little time to look around, I could find people and organizations that specialize in the problem space. However, on too many occasions I have seen leaders in our professions feel the need to put their personal stamp on a new process or technique rather than admit there may be someone else who has the answer.
So why is it that we frequently believe that we have to invent a solution to a challenge that is new only to us? How is this approach demonstrating value to our customers? How is reinvention improving the project's bottom line? How effectively are you communicating your value and progress when you are busy designing your approach?
In this Blog Series "Necessity is the Mother of Invention, Not you" we will explore opportunities to increase the efficiency and effectiveness of our projects by fighting the urge to invent so that we can focus on the delivery of valued capabilities to our customers. Read more below:
Project Communications Best Practices