Making It Happen: A Non-Technical Guide to Project Management

Chapter 1. Sink or Swim

"So you see, we'll need a work breakdown structure almost immediately," he said.

"I see,"I said. I didn't.

"Ralph is also asking for earned value cost analysis, and he wants you to keep the scope flexible, understand?" he asked me.

"I understand," I said. I didn't.

"And he wants self-empowered work teams running the show on this one," he continued.

"Got it," I said, pretending to take notes. I didn't have a clue what he was talking about.

"And the whole thing has to be part of our new Total Quality Management initiative," he said.

I groaned. This was the last straw. Now was the time to get off this boat. "I'm not sure you have the right person for the job, Stu."

I could tell by the way he looked at me that this was not what he wanted to hear. I prepared myself for his response, praying my lack of enthusiasm would get me bounced off the project team.

I didn't hold out much hope. Stu Barnes is the vice-president of Operations at Hyler Recreation Systems Inc., and my boss. Me, I'm Will Campbell, and I'm in charge of Hyler's Information Systems, or IS, group. Stu and I had worked together for almost three years by the time we had this conversation, and we knew each other pretty well. Although Stu looked and talked like a Marine Drill Sergeant (which is exactly what he used to be), he is the best boss I have ever had. While this was a good thing most of the time, it also meant that Stu was used to me whining.

"Look, Will," he started in, "you know how I feel ...