| Growing up in New York during the 1980s, I enjoyed | | | | alone make a good project manager. It is the |
| watching what was called "The Sunday Afternoon | | | | experience that a PM attains over many years of |
| Kung Fu Theater" on television. This meant four | | | | working on projects that lets them know what |
| hours straight of Kung Fu movies, dueling techniques, | | | | works and what doesn't work. None of the movies I |
| avenging deaths, dubbed voice-overs, and wonderful | | | | watched on those Sunday afternoons ever showed |
| noises for punches and kicks. There was also the | | | | a student just reading a book of Kung Fu and then |
| additional two hours after the movies ended when | | | | becoming an expert. They all took a few punches |
| my brother and I would re-enact the movies on each | | | | before learning how to block. It is the taking of these |
| other (and destroy our house in the process). This | | | | punches and kicks that make a Project Manager |
| article ponders these similarities of these movies to | | | | experienced to know when to punch, when to block |
| project management to see if it can help Project | | | | and when to duck! It is the difficult project that |
| Managers attain their "black belt" in managing | | | | instructs the most. You can't learn martial arts very |
| projects. | | | | well by sparring with a wooden dummy - you want it |
| For those people reading this article who are not | | | | to strike back at you. |
| familiar with this genre of movies, I will give a brief | | | | DISCIPLINE |
| overview. Each movie was about two hours long and | | | | One of the most memorable movies was the one |
| they all had very distinct characteristics: | | | | where the students had to perform several difficult |
| Each had a similar story in that a martial arts student | | | | activities within different chambers to attain mastery. |
| has some wrong done to them (e.g. the killing of a | | | | They could only move on to the next chamber once |
| master/brother/father, ransacking of the town | | | | the current one was completed. One of these |
| temple by thugs, etc.), then they go away to the | | | | activities required students to hold a scalding hot |
| mountains to train in some particular technique and | | | | cauldron filled with boiling water between their |
| would come back and avenge the wrong done to | | | | forearms for a period of time to test their discipline |
| them. | | | | and skill. Another activity required holding plates of |
| The techniques that each student practiced made | | | | water on their body as they stood in a particular |
| them super-human by having the ability to fly, smash | | | | position and not moving for hours. While I would |
| walls with their fists, take arrows without being hurt, | | | | hope that PMI doesn't require any of these activities |
| climb trees without using their hands, etc. (Do you | | | | to get the PMP certification, the metaphor can be |
| begin to see the similarities with Project Managers | | | | used here as well. Because projects usually involve a |
| yet?). | | | | lot of moving and inter-related parts, Project |
| The styles of kung fu practiced were unique in that | | | | Managers need a lot of discipline to be successful. |
| they mirrored specific movements and strengths of | | | | There are several frameworks and methodologies |
| different animals (e.g. Tiger, Dragon, and Snake) and | | | | for managing projects but it is the PM who must |
| elements (e.g. Water, Fire, and Earth). | | | | apply the appropriate rigor to using these. It is very |
| They were all filmed in Chinese and then translated | | | | easy to skip steps in a process or push things off |
| with English voice-overs. This resulted in the actors' | | | | until later. These are often shortsighted decisions that |
| lips moving (in Chinese) but the words being said in | | | | result in pain later (maybe not as much as the burning |
| English did not match. | | | | cauldron, but it does sometimes feels that way). For |
| DIFFERENT STYLES | | | | example, not having the discipline to plan for all |
| A common occurrence in the Kung Fu movies was | | | | activities on a project will result in rework or missed |
| when the combatants would yell out the next 'style' | | | | steps later. |
| that they were going to use against one another | | | | UNEXPECTED PUNCHES |
| during a fight sequence. These were usually based on | | | | In Kung Fu Theater, no matter how good the master |
| animals (e.g. Tiger, Crane, Dragon, and Monkey) and | | | | was they always took a few beatings during the big |
| had distinct movements to them. While (most) | | | | fights before they would make the comeback and |
| Project Managers don't shout out their styles or | | | | eventually win the battle. Having discipline and practice |
| techniques during action in the project, I have noticed | | | | helps to refine the Project Manager's skills, but there |
| that some of the Project Management styles mirror | | | | are always those unexpected punches and kicks that |
| the styles used by the Kung Fu warriors. That is, | | | | they must absorb along the way to success. This is |
| there are several distinct ways that PMs manage | | | | where your training will come in handy. Hopefully, you |
| their projects and resources. | | | | have learned how to take the punches and keep |
| Dragon style | | | | standing. It doesn't make any sense just to train to |
| The Dragon style is an aggressive style and is used | | | | avoid punches since it is inevitable that a few will be |
| by a PM who manages by shouting out orders (like | | | | landed on you. Therefore, you should train yourself |
| breathing out fire). They often use the "just do it | | | | to take them and keep moving. PMs call this |
| and don't complain" approach. Fear may be used as a | | | | technique risk management. |
| motivator for the Dragon because they believe that | | | | BREAKING WALLS |
| people should obey them because of their power or | | | | Another favorite episode of mine features a Kung Fu |
| title. I rarely see the Dragon 'on the floor' interacting | | | | master who had the ability to punch through brick |
| with the team members but rather in the tower | | | | walls. Today's kung fu students use wooden boards. |
| looking down and ready to attack. My experience is | | | | The technique for breaking anything is to strike |
| that Dragons may get the work done in the short | | | | through it and not at it. A martial arts student myself, |
| term, but they rarely have the motivation or | | | | I was taught to look six inches beyond the target |
| dedication of their team members if this style is | | | | and aim for that point. This metaphor can be |
| over-used. People start resenting the approach and | | | | extended to project management. The PM must 'look |
| see it as a lack of support and will not be as | | | | beyond' the problems of the day to be planful of |
| motivated or productive after some time. | | | | what is to come rather than just striking at each |
| Crane style | | | | problem. Once they make the plan, they should |
| The Crane style requires Project Managers to stick | | | | execute it with all of their focus, striking through the |
| out their necks. Cranes are risk takers who say that | | | | little problems that may stand between them and a |
| anything is possible (often before considering any | | | | successful project outcome. I have found in my |
| consequences). These people tend to be more | | | | experience that a lot of Managers tend to spend |
| academic and enjoy the challenge of doing something | | | | their days "putting out the fires" and not looking |
| that has not been done before (even if that is not | | | | beyond them at the end goal. This is short-sighted |
| what the project is asking for). I get nervous around | | | | and usually results in more fires and the endless cycle |
| Cranes because their ability to deliver on time is | | | | of firefighting (see my soccer metaphor article). |
| often diminished by their unrealistic expectations of | | | | PROJECT MANAGEMENT VOICE-OVERS |
| what they want to deliver. However, there is value in | | | | For anyone who watched these moves, they know |
| being a Crane on projects where new thinking is | | | | that the most entertaining part of Kung Fu Theater |
| required. | | | | was the voice-overs. Since all of these movies were |
| Snake style | | | | made in Hong Kong or China, they were in native |
| The Snake style of Project Management involves | | | | Chinese. When shown in the U.S., English was dubbed |
| being sneaky around the way in which the project is | | | | over the dialogue. The result was lips moving in |
| managed. These are the Project Managers who have | | | | Chinese but words being played in English. |
| major issues but always report their status upwards | | | | Oftentimes, a team member will report a major |
| as green. They sneak their way around dates or | | | | problem on the team. When this gets 'dubbed' for |
| deliverables by talking their way out of them. These | | | | Management reporting, there is usually a voice-over |
| people are very good talkers so they tend to look | | | | that changes the meaning of what the team member |
| good in front of Senior Management. I have seen the | | | | said. Here are some examples. |
| Snakes have trouble because by the time they admit | | | | Native Statement----------Voice-Over Statement |
| real problems the problems are usually enormous. | | | | The work is half done----------The work is complete |
| They also lose credibility with their team members if | | | | for all intents |
| the team does not feel that their problems are being | | | | We pray that we can meet the date----------We have |
| heard or addressed. | | | | a plan |
| Monkey style | | | | The project is going well----------The project is going |
| The Monkey style entails being everyone's friend. | | | | great |
| These are the social managers who make it a point | | | | The project is having problems----------The project is |
| to have a relationship which each team member. This | | | | going great |
| results in great camaraderie on the team but it also | | | | The project is really having problems----------The |
| has its faults. For one, the work may not get done | | | | project is going great |
| because the PM doesn't want to ruin any friendships | | | | The project is now in real trouble----------The project |
| by being too tough. There is another level to this | | | | has some risks, but will come in on time |
| style - the "Drunken monkey", which speaks for itself | | | | The project will never succeed----------We need more |
| and usually causes the water cooler talk the following | | | | time than usual to complete it |
| day and results in what may be known as a CLM | | | | The team is posting on Monster.com----------We have |
| (Career Limiting Move). Monkeys are fun to be | | | | some potential show stoppers |
| around but may not have the respect from the team | | | | It is very important to state information accurately |
| when it comes to crunch time. | | | | so that expectations can be managed. I have found |
| Cat style | | | | that it is better to state problems early (with |
| The Cat is cautious and reluctant to act quickly. They | | | | proposed solutions) than to try to put off the |
| like knowing all the available (and sometimes | | | | information until later. Usually what happens is that |
| unavailable) information before making a decision. | | | | the problem then snowballs into something gigantic |
| They take their time in analyzing all of the | | | | and then no one understands how it got to be so big |
| information. This style can work well for PMs | | | | and unmanageable. |
| provided that they are careful to make decisions in a | | | | CONCLUSION |
| timely manner. | | | | Project Managers resemble the Kung Fu masters of |
| WHEN TO USE EACH STYLE | | | | those golden days of Sunday afternoon television. |
| There were always two types of Kung Fu Masters - | | | | They are super-human warriors who need to |
| those that were experts in one specific style or | | | | understand the different styles of Project |
| technique and those who had a fundamental | | | | Management and when it is appropriate to use each |
| understanding of several techniques. I think the | | | | one. They need to practice their skills and focus on |
| Project Management master must be an expert in all | | | | proper discipline. Even so, there will always be a kick |
| techniques and know when to use them. All of these | | | | or two that gets through and they need to have the |
| styles can work, if used in the appropriate way. | | | | stamina to absorb it. They also need to make sure |
| Some techniques work better in certain situations | | | | that when their lips move their words match them. |
| than others. The PM must be nimble enough to | | | | One of my martial arts instructors once told me "To |
| change their style based on the project team and | | | | be the best that one can be, one must always |
| environment. | | | | dream of being better." This means that the journey |
| PRACTICE | | | | to mastery will never end and that there will always |
| Like Kung Fu students, Project Managers must | | | | be battles to fight, new styles to learn, and punches |
| practice their skills in order to attain mastery. | | | | to take. |
| Understanding the technical aspects of project | | | | Don't forget to keep the cauldrons hot! |
| management (e.g., issues logs, project plans) will not | | | | |