| Sun Tzu's The Art of War is known as one of | | | | making no mistakes. Making no mistakes is what |
| the most respected treatises on military strategy | | | | establishes the certainty of victory, for it means |
| in history. But the Art of War deals with more | | | | conquering an enemy that is already defeated". |
| than just military strategy; it also addresses | | | | Again, the theme of preparation, but also now |
| issues of leadership, management skills, decision | | | | introducing the concept of discipline, |
| making and team building which the modern | | | | Discipline, or lack thereof, in my view is |
| Project Manager would do well to study. | | | | responsible for the majority of project failures. |
| Let's take a look at what Sun Tzu says are the | | | | Whether that lack of discipline relate to managing |
| five essentials for victory: | | | | costs or schedule, or managing the scope of the |
| "Thus we may know that there are five | | | | project, or managing the team members |
| essentials for victory: | | | | effectively. The Project Manager who has the |
| 1. He will win who knows when to fight and when | | | | discipline to hold fast to the project scope, budget |
| not to fight. | | | | and timeline whilst effectively managing their team |
| 2. He will win who knows how to handle both | | | | will always deliver a successful project. |
| superior and inferior forces. | | | | Sun Tzu also gives us sage advice on how we, as |
| 3. He will win whose army is animated by the | | | | Project Managers, can fail our teams. "There are |
| same spirit throughout all its ranks. | | | | five dangerous faults which may affect a general: |
| 4. He will win who, prepared himself, waits to take | | | | (1) Recklessness, which |
| the enemy unprepared. | | | | leads to destruction; |
| 5. He will win who has military capacity and is not | | | | (2) cowardice, which |
| interfered with by the sovereign." | | | | leads to capture; |
| I am sure many Project Managers are chuckling | | | | (3) a hasty temper, |
| over that last one, but let's just look at these in | | | | which can be provoked by insults; |
| turn and what they mean for today's Project | | | | (4) a delicacy of honour |
| Manager. | | | | which is sensitive to shame; |
| He will win who knows when to fight and when | | | | (5) over-solicitude for his |
| not to fight. And how relevant to managing a | | | | men, which exposes him to worry and trouble" |
| project, when many things vie for your attention. | | | | Again, let's look at these in turn. |
| One of the most critical skills a Project Manager | | | | Recklessness, which leads to destruction. |
| possesses is the ability to prioritise and focus on | | | | Recklessness equals poor discipline. All decisions |
| what is important. Issues may be brought to your | | | | made by a Project Manager should be sound and |
| attention by team members which they feel need | | | | based on facts and experience. There is no room |
| to be addressed urgently. But as Sun Tzu says, | | | | for recklessness in projects, as there is no room |
| we need to know when to fight and when not to | | | | during war. |
| fight – some things need to be put on the | | | | Cowardice, which leads to capture. I liken this |
| back burner as they are just not as critical as | | | | statement to poor decision making. Sometimes a |
| other items impacting the project. | | | | decision has to be made which is unpalatable |
| He will win who knows how to handle both | | | | either to you or to your team or Project |
| superior and inferior forces. What a dream it is to | | | | Sponsor. But a brave (and effective) Project |
| manage a project with a strong project team. It | | | | Manager makes a decision based on what needs |
| happens rarely, but when it does, it is an | | | | to be done, not on what people want to be done. |
| experience to savour. More likely, you will have a | | | | A hasty temper, which can be provoked by |
| team with a range of skills, from great to not so | | | | insults. A workplace is not the place for anger or |
| great. Rarely, you will get a team with very little | | | | losing control of your emotions. As a leader, we |
| relevant experience – and these are the | | | | have an extra responsibility to demonstrate to |
| greatest challenge. But what a sweet victory | | | | our team what constitutes acceptable behaviour. |
| pulling off a project that no-one thought you | | | | Losing your temper at work is never acceptable |
| could! | | | | behaviour. If something rouses you to anger, |
| He will win whose army is animated by the same | | | | count to ten under your breath, and then deal |
| spirit throughout all its ranks. Sun Tzu touches | | | | with the matter reasonably. |
| several times throughout his book on the | | | | A delicacy of honour which is sensitive to shame. |
| concepts of team building and team spirit. In any | | | | The Project Manager must put the project above |
| endeavour, whether it be in business, military or | | | | personal feelings and emotions. They must always |
| sports, the team that is cohesive, that has the | | | | do what is right for the project, regardless of |
| same goal, and who are all positively striving and | | | | how that might make them feel or look to others. |
| doing their best to achieve that goal usually win. | | | | Over-solicitude for his men, which exposes him to |
| Especially on a more challenging project, having a | | | | worry and trouble. Now Sun Tzu is not saying |
| team that is motivated to successfully complete | | | | here not to have respect and empathy for your |
| that project, against all odds, is worth more than | | | | team. However, he is saying that as a leader you |
| getting extra budget or staff to bolster your | | | | should not be so close to your team that it clouds |
| team. A cohesive team, with a strong leader, can | | | | your judgement. If you have ever managed a |
| achieve things beyond what they could all achieve | | | | project where you had a good friend working on |
| individually, due to their team spirit. | | | | it, you will understand how uncomfortable this can |
| He will win who, prepared himself, waits to take | | | | become. Not only can you seem to favour this |
| the enemy unprepared. Effective preparation is | | | | person in the eyes of others, but it can be very |
| the key to a successful project. Whilst we don't | | | | difficult to counsel good friends for poor |
| have an enemy on a project (well, not usually | | | | performance without affecting the relationship |
| anyway), the project that is well prepared from | | | | outside of work. By all means be friends with |
| the outset is better equipped to weather any | | | | your team, but keep the friendship professional, |
| storms that come their way during the project | | | | and never let it stand in the way of making the |
| (and the storms always come)! | | | | right decision. |
| He will win who has military capacity and is not | | | | This final point leads me to authority and respect |
| interfered with by the sovereign. I must admit I | | | | for you as Project Manager. Without your team's |
| did have a chuckle at this one. There is nothing | | | | respect, you have no real authority over them |
| worse than managing a project with a "hands on" | | | | (except in name). As Sun Tzu says "When the |
| Project Owner or Sponsor who means well, but | | | | general is weak and without authority; when his |
| really just gets in the way. That's not to say they | | | | orders are not clear and distinct; when there are |
| shouldn't be involved – that's absolutely | | | | no fixed duties assigned to officers and men, and |
| essential, but each to his skills, and the Project | | | | the ranks are formed in a slovenly haphazard |
| Manager is hired for their project management | | | | manner, the result is utter disorganization". This is |
| skills. | | | | true in projects as it is in the military. |
| Sun Tzu goes on to say "He wins his battles by | | | | |