Manifesto

A project, by definition, is an endeavor to produce and achieve unique results. It requires ability and skilled resources. Shrink-wrapped processes work well when projects have the same characteristics: constructing a house, for example, or building a website. But projects that have unique requirements need a different approach.

The People-Centric Project Management (PcPM) approach is designed to help organizations deal with novel challenges to succeed. The organization focuses on the successful execution of deliverables, not on the administration of a process.

PcPM is less of a methodology; it is a set of principles and a mindset. It puts purpose, competency, autonomy, accountability, and transparency front and center. It reduces the probability of projects failing because of unclear objectives, lack of accountability, inefficient resource planning, or poor communications.

PcPM is intentionally designed with six principles that foster simplicity, facilitate open communication, and decrease the overhead associated with project execution.

What is PcPM?

PcPM achieves its purpose by focusing on people. Once a project goal is established, a strong project manager and capable subject matter experts are recruited to form the team. The team then meets to determine which deliverables will achieve the goal. The deliverables are then assigned to capable resources. Only the progress of deliverable completion is tracked. Progress is communicated to stakeholders transparently.

The paradigm shift with PcPM is moving the execution of a project away from a process toward the people responsible for the deliverables (Deliverable Owners). Budget, schedule, and scope of work are discussed, but continuously negotiated throughout the course of the project.

What PcPM is NOT:

PcPM is designed to work within your organization’s existing guidelines. It does not replace procedures to initiate a project, procure a budget, or negotiate a contract. It is a project execution approach that relies less on managing individual tasks, and instead trusting capable resources to execute the deliverables that they own.

Traditional project management activities like Risk Management and Change Management now become communications between the Sponsors and Deliverable Owners; the Deliverable Owners are hand-picked experts, trusted by the team – if they encounter a scope issue, a discussion with the Business Sponsor is all that is required to resolve the issue (for example, the need for additional budget or additional time).