To Be, or Not to Be... A Project Manager

At the recent Association for Manufacturing Excellence (AME) conference in Dallas, I had the chance to talk with Adil Dalal, author of a new book called The 12 Pillars of Project Excellence: A Lean Approach to Improving Project Results. An important part of his book essentially provides the "5 Powers" needed to transform from a project manager to an advanced project leader. In addition, it provides groundbreaking techniques to achieve excellence in project leadership that can result in six sigma type results or failure-free projects.

I basically asked Adil what it means to be a project leader instead of a manager, and here is his response:

A project, by definition, is a "temporary" endeavor undertaken to create a "unique" product, service, or result. Thus, every project is like an expedition through the unknown terrain to reach the summit of success. When something "unique" is being created – how can we expect to manage it? Are we not required to lead the "unique" transformation effort? Today, most project managers fail because there is too much "management" and too little "leadership" during the journey. Only project managers who undergo a paradigm shift and transform themselves into project leaders by providing guidance and direction to their team can be truly successful in their expeditions every time. Attempting to manage a project is like trying to hang on to the tail of a wild tiger. The focus is always on countering the tiger’s every move to avoid the fatal jaws. Thus, a project manager is constantly in a reactive mode and there is no time for creativity. On the other hand, leading a project is like riding a tame tiger. Although there is a healthy level of anxiety and adventure, the focus is on guiding it in the right direction. Thus, a project leader is always proactive.

What do you think of Adil's ideas? What characteristics do you see lacking in most project managers? Does your organization have more project managers or project leaders?

Your Lean Skills Are In Demand

I found this recent news release quite revealing. According to a study performed by the Avery Point Group based on more than 3,000 job postings, it appears the demand for candidates with Lean talent and experience is far outpacing the demand of those with specific Six Sigma backgrounds. In addition, the majority of those organizations seeking to fulfill job openings with Lean talent are no longer requiring candidates to possess some Six Sigma experience as well. Do you think this trend is the result of the particular economic environment (i.e., employers with limited resources are seeing more value in Lean than Six Sigma)?

Perhaps, because of Six Sigma's longer history of traditional training and certification programs, more employees already have some type of noted Six Sigma experience thus creating a larger supply than demand? Speaking of certifications, what are your thoughts about the recent development of Lean certification programs established by various universities, firms, and associations, such as the Association for Manufacturing Intelligence (AME), the Society of Manufacturing Engineers (SME), and the Shingo Prize organization?

Another important point stated by Tim Noble in this release is these findings may indicate a possible progression "toward a decoupling of Lean and Six Sigma." After years of Lean techniques finally achieving integration with Six Sigma initiatives, do you feel this trend is indeed occurring? If so, do you think this trend is beneficial in the long term?