In the Maintenance Turnaround world we often are at odds with two seemingly opposing and inherently incompatible sets of values which, ultimately one or the other must be favored. These polarized techniques can be summarized as the Project Management and Management by Command-and-Control.
The Project Management strategy is regularly associated with requiring a framework that is complex and overbearing, utilizing too many processes, procedures and checklists. All of this leaving many with the feeling that the process is managing us instead of us managing the work.
The Management by Command-and-Control would be polar opposite of the PM strategy. Often considered as requiring little planning or processes, relying almost exclusively on experience and somewhat ambiguous performance components to define success. This style has some downfalls including challenges due to the nature of cultivating an impulsive & instinctive application of delivering value.
The challenge is the reconciliation of the two stereotypes by tailoring a framework that incorporates best practices essential to deliver success matched with sustainable management style to promote productivity with resolve. The Project Management approach will provide the tools while Managment by Command-and-Control can provide appropriate direction of objectivity when responding to the realities of the real world events.
Understanding Project Managment type processes provide us with the tools to help manage our Turnarounds and Projects with consistency keeping in mind they do not tell us what is important. Where as the Management style focuses on objectives, strategy, empowering of people, hence, not telling us how the work will be done.
The key, like many things, is finding the appropriate balance for your team to meet the required objectives without comprimising relationships.
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