This document discusses strategies for project management and business execution. It recommends focusing resources on the most important projects and determining what level of quality is adequate to meet deadlines. It also stresses the importance of establishing clear metrics and incentives, creating easy-to-understand progress reports, developing a culture of accountability, and asking key questions to define success.

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ClassicalTriple (3)Constraint
Beyond Triple Constraint
Key Project Manager Roles
Focus on the
vital few
Businesses have many distractions, especially
when organizations are undergoing change
while managing their daily operations.
Therefore, the need to focus on the vitally few
projects becomes paramount.
Determine
"what is good
enough" for the
rest
We all desire to achieve excellence, but the
price of excellence is often high - sometimes
very high. Be practical, be real, and decide
"what is good enough". In most business
endeavors, achieving "good enough" on time is
far more important than attaining "greatness"
that misses the optimal window of opportunity.
Make trade-off decisions early and quick. There
is always a next phase.
Establish good
metrics and
reward system
Critically challenge the current metrics and
make sure they measure the desired outcome.
Then align the reward system with these
metrics. You will get what you measure.
Create an easy
to understand
scoreboard
People need to see how they are doing, and
there is no better motivator than making real
progress on achieving challenging goals.
Therefore, all leaders need an easy to
understand dashboard that requires no more
than 30 seconds for the followers to check on
their progress. The dashboard must be timely,
relevant, and poignant.
Develop a
culture of
accountability
Make sure commitments are taken seriously.
This way, the organization can start to build a
culture of consequences that is so fundamental
to execution excellence.
What is my
definition of
success?
This first question establishes direction.
Success should have multiple dimensions:
career, academic, financial, relationship,
interests, hobbies, etc.
What am I
willing “to do” or
“not to do” to
achieve success?
This is a question of trade-off. We all have
limited resources (money, time, energy, etc.).
Thus, it is important to establish what you are
NOT WILLING to do.
Is my success a
journey or a
destination (or a
bit of both)?
Success can be an end goal (destination). It
can also be the joy of achieving that success
(journey), or a blend of both (such as
completing an MBA program. As it is both a
learning experience and realizing an important
achievement).
How do I know
when I am
successful?
What are the metrics (qualitative or
quantitative) that you use to measure success?
This is especially important when success is not
measured in physical terms but evaluated in
sentiment (feel good factors).
4QuestionsforHighlySuccessfulPeople
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5 Rules of Business Execution
Management Consulting with a Social Conscience TM