The Partner Channel Magazine Summer 2016

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LEADERSHIP Management FULL-SERVICE PROJECT story by PAM McGEE GET OUT OF THE DETAILS, KEEP IT SIMPLE, AND GET THE WORK DONE What do you think of when you hear the phrase “fullservice”? I think of a full-service gas station where I would go with my grandpa or a full-service spa where I went with my friend Kathy in Vegas (no more about Vegas). The concept of full-service seems to be dwindling in importance and is being replaced with mega service, niche services, or worse yet, no service at all. Although this isn’t an article on service per se, I think we have done the same thing with our project management mentality. We have lost the essence of the project management culture, which is to provide service to others – full-service – and help get things done. Although not a “formal” definition, when I think of full-service project management, it is “providing service to others to help get things done.” With the onset of agile, automated tools, and the tenacious focus on methodology and terms, it seems that we have become more focused on the ideology and practice of project management instead of project management as a best practice to help people get the right stuff done for the customer within the natural world of constraints and budgets. As the chair of the professional project management program at Minnesota State University–Moorhead, don’t get me wrong, I respect the rules, concepts, processes, and standards of project management; however, when we lose sight of the “helping” mentality, we lose sight of what a project management culture truly is. If you ever have worked with a project manager who focuses so much on document creation and following the rules, you know what it’s like to have to go 30 SUMMER 2016 | THEPARTNERCHANNEL.COM
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