Observations from 40 Years of Project Management

In the environmental consulting profession we have historically judged project managers by financial performance.  In the 1970s the criteria for project success was “on time, within specification and under budget”.  The business community then embraced “quality” and shortly thereafter, “customer satisfaction”.  Today’s projects often include “stakeholders” which might include our client, numerous regulatory agencies, public interest groups and neighbors.  Project managers must wear a variety of hats, serve numerous masters, and are generally not equipped to manage a project to the satisfaction of all these stakeholders.  Many environmental firms provide training; however, most concentrate on technical competence and/or financial management.  It should be our mandate as senior environmental professionals to reach out and serve as mentors to younger professionals in our firms, even in the absence of a structured program.

This paper will present examples of “good project management” practices that resulted in unexpected and unfavorable consequences for the consultant, project manager, client or other stakeholders.  The presentation will conclude with the description of a successful project involving decades of work and a long list of stakeholders.