Description
Have you ever considered what your project weltanschauung is? Would you be surprised to find out that your weltanschauung may in fact assist or hinder your ability to manage the project? Additionally, you might discover that your weltanschauung may alter or change as your project maturity or competence level changes.
Project Management: The Supply Chain View
©2007 Morgan Henrie PhD, PMP; President MH Consulting, Inc.
... Weltanschauung, our view of the world. (Ackoff 1999)
Weltanschauung
Have you ever considered what your project weltan-
schauung is? Would you be surprised to find out
that your weltanschauung may in fact assist or hind-
er your ability to manage the project? Additionally,
you might discover that your weltanschauung may
alter or change as your project maturity or compe-
tence level changes. So what is this weltan-
schauung anyway?
Merriam-Webster dictionary defines weltan-
schauung as “a comprehensive conception or ap-
prehension of the world especially from a specific
standpoint.” Weltanschauung is commonly referred
to as your view of the world or ‘world view’. From a
project manager’s perspective, it is proposed that
your weltanschauung, or your world view, is asso-
ciated with your approach to managing the project.
This paper also suggests that we might, in fact, be
able to enhance our ability to be great project man-
agers by expanding our world view. The application
of other disciplines, such as supply chain manage-
ment, may in generally enhance our weltan-
schauung.
A Project Manager World View
Project managers, regardless of discipline, location,
or national origins share a common trait, expe-
rience. Each project manager may view their expe-
rience level as a unique entity that is fully based on
their personal experience, training and background.
This belief is probably valid as the experience com-
monality trait can be viewed as a continuum that
starts from an initial point in time, where the role of
project manager was thrust upon you or you devel-
oped a desire/interest in project management.
It extends to other end of the spectrum as the sage,
battle hardened survivor senior project manager that
everyone looks to for advice. Movement along this
experience line occurs as we expand our project
knowledge base through training and hands on ex-
perience.
Merging of theoretical knowledge, gained through
formal training and self learning, with applied per-
sonal experience broadens the project manager’s
management tool sets and creates their project
management world view.
Maintaining a broad world view provides senior
project managers the ability to be flexible in how
they manage projects. As Stacy Goff states “…there
are a variety of ways to meet the time : cost : scope
: quality tradeoffs presented by business needs”
(Goff 2007). From the project management discip-
line, a prime source that assists in attaining this flex-
ibility can be found in;
…asapm’s USA National Competence
Baseline (NCB) for Program and Project
Management. Each Technical Compe-
tence (and many of the Behavioral ones)
has a role in establishing flexibility and
manageability…as identified by the NCB
elements:
2.1 Project Success Criteria: you must
agree how you and your stakeholders will
measure success.
2.2 Stakeholders and Interested Parties:
you must know who they are and the roles
they commit to fill.
2.5. Project Quality: [what is an acceptable
level of quality?]
2.10 Product Scope: [what is the true
project scope of work? Is the stated scope
equal to the stakeholder unstated scope?]
2.12 Schedules: [what is the real schedule
driver?]
2.13 Resources: [where and how can the
resources be effectively managed?]
2.14 Cost: [are there benefits from escalat-
ing/deescalating the financial burn rate?]
(Goff 2007)
Understanding when and how to apply specific
project management tools, techniques and methods,
occurs as the project manager’s competency ad-
vances. Yet, project managers should not limit their
weltanschauung to the exclusive set of project man-
agement competency attributes. Expanding weltan-
schauung to other disciplines, such as supply chain
management, includes tools, techniques, and me-
thods providing additional information sets that can
be drawn on during project implementation.
Supply Chain Management, What is it?
Supply chain management (SCM) is one of the
newest management disciplines within business.
SCM can be traced to 1958 when J ay W. Forrester
“…introduced a theory of management that recog-
nized the integrated nature of organizational rela-
tionships in distribution channels” (Mentzer 2001).
Supply chain management is a management philos-
ophy as well as a set of processes. As a philosophy,
SCM is a systems based management approach.
This systems view seeks to integrate the divergent
parts into a cohesive whole. Each part is linked to all
other parts in a synchronized manner to achieve
overall system optimum performance. This philoso-
phy can be viewed as:
1. A systems approach to viewing the chan-
nel as a whole, and to managing the total
flow of goods inventory from the supplier to
the ultimate customer,
2. A strategic orientation towards cooperative
efforts to synchronize and converge intra-
firm and interfirm operational and strategic
capabilities into a unified whole, and
3. A customer focus to create unique and in-
dividualized sources of customer value,
leading to customer satisfaction.(Mentzer
2001)
Within projects, the stakeholder and/or client is
equivalent to the SCM philosophy customer. In each
case, the objective is to produce a unique output of
increased customer value, leading to customer sa-
tisfaction.
Springing from the SCM philosophy is a set of man-
agement processes. These processes are “…a
structured and measured set of activities designed
to produce a specific output for a particular custom-
er…” (Mentzer 2001) which is exactly what the
project is trying to achieve in producing a unique
(specific) output for a particular stakeholder and/or
client (customer).
“SCM is the process of managing relationships, in-
formation, and materials flow across enterprise bor-
ders to deliver enhanced customer service and eco-
nomic value … [by implementing] a specific ordering
of work activities across time and place, with a be-
ginning, an end, clearly identified inputs and out-
puts, and a structure for action” (Mentzer 2001).
Project management is also the structured process
of managing work flow in a specific order across
time and place with a defined beginning, end, and
specific outputs/outcomes.
How does Supply Chain Management Apply to
Project Management?
When you consider the holistic project, an expanded
world view is one that includes supply chain man-
agement. As noted in the previous section, supply
chain management is the process of integrating the
flow of material from the raw source to final delivery
(Gourdin 2001). A major project activity is the man-
agement of material flow from obtaining the raw
components through the added value transformation
process to delivering the final product. There are
direct parallelisms between supply chain manage-
ment and project management.
Expanding your project management (PM) weltan-
schauung to include SCM is a natural extension and
project function. Table 1 PM and SCM Comparison
demonstrates there are several similarities between
PM and SCM.
Project Management
Supply Chain
Management
Defined beginning Defined beginning
Defined Ending Defined Ending
Defined scope Defined scope
Time associated Time associated
Defined cost
Defined inputs Defined inputs
Systems view Systems view
Customer focused Customer focused
Table 1 PM and SCM Comparison
The close similarities provide a firm foundation to
expand the PM discipline specific world view to in-
clude SCM. This new weltanschauung enhances the
project manager’s tool sets and knowledge base.
With a broader view of the world greater project flex-
ibility is achieved. Flexibility is critical to project suc-
cess as each unique project requires adaptation to
changing events.
These changing events may fall within the known-
unknown or they may arise from the unknown-
unknowns. When the project encounters the un-
known-unknown, having an expanded world view
provides alternatives and options that may provide
the required flexibility.
Conclusion
Project management is a systems based discipline
that relies on project manager’s competencies to
implement a project within the time : cost : scope :
quality success criteria. The competence maturity
level is obtained through the merging of theoretical
knowledge, training, and hands on experience.
These project manager events create a common but
individual specific Weltanschauung or ‘world view.’
It is this world view that allows the project manager
the ability to apply specific project management
tools, methods and applications in a flexible ap-
proach best suited for the unique project in process.
To assist in enhancing the project manager’s flexibil-
ity capabilities, their world view should be expanded
to include SCM.
While the youngest of management disciplines,
SCM shares many PM similarities. Each is built on a
systems view where the whole must work as an in-
tegrated and cooperative unit. SCM processes add
to the PM tool chest which increases the project
manager’s options during changing project environ-
ments.
From systems theory it is shown that a system can
only respond to changing events if they have the
requisite variety to do so (Heyhlighten and J solyn
2001). Expanding the project manager world view
increases the overall project requisite variety.
Ultimately, the greater the project manager’s requi-
site variety, the greater the project’s flexibility. This
improved flexibility enhances the project’s ability to
respond to those unknown-unknown project im-
pacts.
References:
Ackoff, R. L. (1999). Ackoff's best: his classic writ-
ings on management. New York, J ohn Wiley &
Sons, Inc.
Goff, S. (2007). Tight, Inflexible Deadlines: Scourge
of Projects. 2007.
Gourdin, K. N. (2001). Global Logistics Manage-
ment: A competitive advantage for the new mil-
lennium. Oxford, Blackwell Publishers Ltd.
Heyhlighten, F. and C. J solyn (2001). The Law of
Requisite Variety. 1993.
Mentzer, J . T., Ed. (2001). Supply Chain Manage-
ment. Thousand Oaks, Sage Publications’, Inc.
doc_402837612.pdf
Have you ever considered what your project weltanschauung is? Would you be surprised to find out that your weltanschauung may in fact assist or hinder your ability to manage the project? Additionally, you might discover that your weltanschauung may alter or change as your project maturity or competence level changes.
Project Management: The Supply Chain View
©2007 Morgan Henrie PhD, PMP; President MH Consulting, Inc.
... Weltanschauung, our view of the world. (Ackoff 1999)
Weltanschauung
Have you ever considered what your project weltan-
schauung is? Would you be surprised to find out
that your weltanschauung may in fact assist or hind-
er your ability to manage the project? Additionally,
you might discover that your weltanschauung may
alter or change as your project maturity or compe-
tence level changes. So what is this weltan-
schauung anyway?
Merriam-Webster dictionary defines weltan-
schauung as “a comprehensive conception or ap-
prehension of the world especially from a specific
standpoint.” Weltanschauung is commonly referred
to as your view of the world or ‘world view’. From a
project manager’s perspective, it is proposed that
your weltanschauung, or your world view, is asso-
ciated with your approach to managing the project.
This paper also suggests that we might, in fact, be
able to enhance our ability to be great project man-
agers by expanding our world view. The application
of other disciplines, such as supply chain manage-
ment, may in generally enhance our weltan-
schauung.
A Project Manager World View
Project managers, regardless of discipline, location,
or national origins share a common trait, expe-
rience. Each project manager may view their expe-
rience level as a unique entity that is fully based on
their personal experience, training and background.
This belief is probably valid as the experience com-
monality trait can be viewed as a continuum that
starts from an initial point in time, where the role of
project manager was thrust upon you or you devel-
oped a desire/interest in project management.
It extends to other end of the spectrum as the sage,
battle hardened survivor senior project manager that
everyone looks to for advice. Movement along this
experience line occurs as we expand our project
knowledge base through training and hands on ex-
perience.
Merging of theoretical knowledge, gained through
formal training and self learning, with applied per-
sonal experience broadens the project manager’s
management tool sets and creates their project
management world view.
Maintaining a broad world view provides senior
project managers the ability to be flexible in how
they manage projects. As Stacy Goff states “…there
are a variety of ways to meet the time : cost : scope
: quality tradeoffs presented by business needs”
(Goff 2007). From the project management discip-
line, a prime source that assists in attaining this flex-
ibility can be found in;
…asapm’s USA National Competence
Baseline (NCB) for Program and Project
Management. Each Technical Compe-
tence (and many of the Behavioral ones)
has a role in establishing flexibility and
manageability…as identified by the NCB
elements:
2.1 Project Success Criteria: you must
agree how you and your stakeholders will
measure success.
2.2 Stakeholders and Interested Parties:
you must know who they are and the roles
they commit to fill.
2.5. Project Quality: [what is an acceptable
level of quality?]
2.10 Product Scope: [what is the true
project scope of work? Is the stated scope
equal to the stakeholder unstated scope?]
2.12 Schedules: [what is the real schedule
driver?]
2.13 Resources: [where and how can the
resources be effectively managed?]
2.14 Cost: [are there benefits from escalat-
ing/deescalating the financial burn rate?]
(Goff 2007)
Understanding when and how to apply specific
project management tools, techniques and methods,
occurs as the project manager’s competency ad-
vances. Yet, project managers should not limit their
weltanschauung to the exclusive set of project man-
agement competency attributes. Expanding weltan-
schauung to other disciplines, such as supply chain
management, includes tools, techniques, and me-
thods providing additional information sets that can
be drawn on during project implementation.
Supply Chain Management, What is it?
Supply chain management (SCM) is one of the
newest management disciplines within business.
SCM can be traced to 1958 when J ay W. Forrester
“…introduced a theory of management that recog-
nized the integrated nature of organizational rela-
tionships in distribution channels” (Mentzer 2001).
Supply chain management is a management philos-
ophy as well as a set of processes. As a philosophy,
SCM is a systems based management approach.
This systems view seeks to integrate the divergent
parts into a cohesive whole. Each part is linked to all
other parts in a synchronized manner to achieve
overall system optimum performance. This philoso-
phy can be viewed as:
1. A systems approach to viewing the chan-
nel as a whole, and to managing the total
flow of goods inventory from the supplier to
the ultimate customer,
2. A strategic orientation towards cooperative
efforts to synchronize and converge intra-
firm and interfirm operational and strategic
capabilities into a unified whole, and
3. A customer focus to create unique and in-
dividualized sources of customer value,
leading to customer satisfaction.(Mentzer
2001)
Within projects, the stakeholder and/or client is
equivalent to the SCM philosophy customer. In each
case, the objective is to produce a unique output of
increased customer value, leading to customer sa-
tisfaction.
Springing from the SCM philosophy is a set of man-
agement processes. These processes are “…a
structured and measured set of activities designed
to produce a specific output for a particular custom-
er…” (Mentzer 2001) which is exactly what the
project is trying to achieve in producing a unique
(specific) output for a particular stakeholder and/or
client (customer).
“SCM is the process of managing relationships, in-
formation, and materials flow across enterprise bor-
ders to deliver enhanced customer service and eco-
nomic value … [by implementing] a specific ordering
of work activities across time and place, with a be-
ginning, an end, clearly identified inputs and out-
puts, and a structure for action” (Mentzer 2001).
Project management is also the structured process
of managing work flow in a specific order across
time and place with a defined beginning, end, and
specific outputs/outcomes.
How does Supply Chain Management Apply to
Project Management?
When you consider the holistic project, an expanded
world view is one that includes supply chain man-
agement. As noted in the previous section, supply
chain management is the process of integrating the
flow of material from the raw source to final delivery
(Gourdin 2001). A major project activity is the man-
agement of material flow from obtaining the raw
components through the added value transformation
process to delivering the final product. There are
direct parallelisms between supply chain manage-
ment and project management.
Expanding your project management (PM) weltan-
schauung to include SCM is a natural extension and
project function. Table 1 PM and SCM Comparison
demonstrates there are several similarities between
PM and SCM.
Project Management
Supply Chain
Management
Defined beginning Defined beginning
Defined Ending Defined Ending
Defined scope Defined scope
Time associated Time associated
Defined cost
Defined inputs Defined inputs
Systems view Systems view
Customer focused Customer focused
Table 1 PM and SCM Comparison
The close similarities provide a firm foundation to
expand the PM discipline specific world view to in-
clude SCM. This new weltanschauung enhances the
project manager’s tool sets and knowledge base.
With a broader view of the world greater project flex-
ibility is achieved. Flexibility is critical to project suc-
cess as each unique project requires adaptation to
changing events.
These changing events may fall within the known-
unknown or they may arise from the unknown-
unknowns. When the project encounters the un-
known-unknown, having an expanded world view
provides alternatives and options that may provide
the required flexibility.
Conclusion
Project management is a systems based discipline
that relies on project manager’s competencies to
implement a project within the time : cost : scope :
quality success criteria. The competence maturity
level is obtained through the merging of theoretical
knowledge, training, and hands on experience.
These project manager events create a common but
individual specific Weltanschauung or ‘world view.’
It is this world view that allows the project manager
the ability to apply specific project management
tools, methods and applications in a flexible ap-
proach best suited for the unique project in process.
To assist in enhancing the project manager’s flexibil-
ity capabilities, their world view should be expanded
to include SCM.
While the youngest of management disciplines,
SCM shares many PM similarities. Each is built on a
systems view where the whole must work as an in-
tegrated and cooperative unit. SCM processes add
to the PM tool chest which increases the project
manager’s options during changing project environ-
ments.
From systems theory it is shown that a system can
only respond to changing events if they have the
requisite variety to do so (Heyhlighten and J solyn
2001). Expanding the project manager world view
increases the overall project requisite variety.
Ultimately, the greater the project manager’s requi-
site variety, the greater the project’s flexibility. This
improved flexibility enhances the project’s ability to
respond to those unknown-unknown project im-
pacts.
References:
Ackoff, R. L. (1999). Ackoff's best: his classic writ-
ings on management. New York, J ohn Wiley &
Sons, Inc.
Goff, S. (2007). Tight, Inflexible Deadlines: Scourge
of Projects. 2007.
Gourdin, K. N. (2001). Global Logistics Manage-
ment: A competitive advantage for the new mil-
lennium. Oxford, Blackwell Publishers Ltd.
Heyhlighten, F. and C. J solyn (2001). The Law of
Requisite Variety. 1993.
Mentzer, J . T., Ed. (2001). Supply Chain Manage-
ment. Thousand Oaks, Sage Publications’, Inc.
doc_402837612.pdf