It can't be undone

Stack 'em too high and it all could topple but it sure is fun stacking
and each time we learn something new about our techniques.

In business and our personal relationships we frequently have to make tough calls and take risks.  We should be proud of the risks we take and prepare ourselves to deal with the consequences.  As we prepare to make a big decision or take a big risk, we have to think through the consequences and potential backlash of an action.  Thinking and behaving this way is *the* way in my opinion.  It's my goal to take risks and be prepared to deal with all that comes.  This makes life fun.  Dive in!

How much power we actually have as project managers

Being on top of the mountain feels good, but
there's still sky and heavens above and plenty
of places to fall and hurt yourself below.
Don't forget your true, humble place.

Being the boss is fun.  But its rare.  Sometimes we might think we're the boss but very frequently we are not.  Being a customer is probably the closest we can come to being a boss: "the customer is always right".  I would really like to achieve this level of control on my projects where the buck stops at my desk and what I say goes. But this rarely works.

We should shrink our organizations.  We should centralize more decision-making authority and shrink our work cycles.  But this doesn't often work because sometimes we really do require input and authorization on projects from a very large collection of stakeholders.

So it might be true that "my requirements are what I say they are" but at the aggregate and at the project manager's level, they are rolling up and what the project manager says or thinks really doesn't fly.  The project manager really is just a facilitator and adviser to a larger, far more political, process.

So be careful project managers, although you may feel like you may have god-like powers and feel in control, you're still reporting to your board and you're still accountable to your customers, stakeholders, and stockholders.  Tread lightly and don't abuse the power.

Distinguishing between work and risks can be difficult

Risk is a context in which we all live.  It is a reality.  Things we don’t want to have happen could happen, and sometimes do.  We have to plan around these things and work to avoid them.  Much of project work and management is to avoid risks from occurring in fact.

Escalating risks to management is frequently required.  The managers need to be prepared for the things that could possibly occur (the impacts).  People don’t like surprises and by sharing what could happen if risks do happen, you are doing well to cover your butt and prepare people.  (I told you so!!)

As the PM, you need to guide change and make things happen.  You are working your butt off to make the good stuff happen and prevent the bad stuff.  But some risks may be occur and by engaging a steering committee to help you avoid risks or prepare for them if they do occur, you’re doing well. 

It’s impossible to do everything as the PM and by including others—and not necessarily asking for help—but telling them that help *could* be needed, you’re doing the best you can.  At least they were informed and prepared for possible realities.  I told you so!!!