This Guest paper is an update of an earlier paper published on the Internet in June 1999.

It was submitted for publication on this web site and is Copyright to M.A. Seely & Q.P. Duong, 2005.
Published here December 2005.

Abstract | Introduction | Project Management Learning
Project Classification | Management by Rules | Management by Methods
Management by Objectives | Management by Values | PART II

Management by Values

At Level 4, the project Lowest Static Baseline is the values baseline, illustrated in Figure 6. These projects are referred to in the DBM as evolution. For evolutionary projects, the art and science of project management is in selecting and manipulating alternative objectives to achieve fundamental corporate values with optimal efficiency; i.e., the objectives are a dynamic baseline.

Figure 6: Static Corporate Values Baseline

The corresponding project management behavior appropriate to a Level 4 environment is MBV.

The Project:

For a typical MBV application, the issues are intangible. As is typical of the information technology projects, the end product deeply touches many end users affecting the fundamental way in which they conduct their business and, with that, their ability to achieve their objectives. Evolution projects are not TSR. The work must simultaneously consider project issues and the severe implications to the routine business operations of the organization.

The People:

The ideal MBV behavior features a very high affinity for ambiguity the ability to deal with evolving and competing objectives. Part of this personality would be a very high emotional quotient (EQ).[4] Myers-Briggs would identify the individual capable of MBV as an ENFP (Extroverted/iNtuitive/Feeling/Perceptive) or "Champion," representing 3% of the population.

The project management training syllabus for MBV includes subjects such as:

  • Governance issues
  • Analytical hierarchy process
  • Capability snapshot
  • Emotional Quotient
  • Diplomacy
  • Organizational performance management
  • Myers Briggs
  • Partnering
  • Principles[5]
  • Program management
  • Statement of operational objectives
  • Strategic analysis.

Next month

In Part II of this paper we shall describe:

And in Part III we will follow on with five "Paradoxes":

Management by Objectives  Management by Objectives

4. Coleman, Daniel, Emotional intelligence: Why it can matter more than IQ. New York: Bantam Books, 1995
5. Covey, Stephen R., The 7 habits of highly effective people: Restoring the character ethic. New York: Simon and Schuster, 1989
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