Dave Garett has an interview on Andrew Filev's post about his book "The Lazy Project Manager." While much of the discussuion is outside of my person interest, there was a quote that struck my in manner that appears to be nonsense.
Does a project manager’s productivity depend on a project size? The size of his team? On the fact that the team is distributed across several locations?
The answer was
I don’t believe that it does. All of these factors complicate the process of project delivery but the principals of Productive Laziness remain the same.
I work primarly defense and space programs as the program controls lead or enterprise ERP programs in the Program Management Office. My current assignment is a $300M Army program, but our teams work flight avionics ($600M), an Air Force infrastructure replacement programs ($37B), and several other moderate to large programs.
It would be breathtaking to believe that that size of the program, size of the team, and location do not have huge impacts on the style, processes, tools, and skill sets don't have impacts on the success of the project?
Why do people beleive this? Have they worked a $7B environmental reclamination program? How about a $7B manned space flight program? Maybe even a small to moderate $175M ERP program? Why do they say things links this? Is it because they don'r know? Maybe because they don't know what they don't know?
