Classic (Friday) Rant: The Key to a Successful (Virtual) Procurement Center of Excellence? No MBAs and No PMPs!

As you know, the doctor is pushing for platform-powered Virtual Procurement Centers of Excellence, and some of you might be wondering how to staff them.  The answer is, with the best Procurement Pros you can get.  Who are they? The answer is often industry, Company, and sometimes even category specific, but to get you started, we’re going to reprint this classic post that defines who they are not and, in traditional SI style, pulls no punches.

Regular readers will know I’ve been blasting MBAs (Master of Business Administration) for years and feel that the degree on its own is worthless (a belief that has started to be echoed by many progressive US companies who realize that MBAs have too much training on the coastline of business and not enough on the mainland, as pointed out by Robert Kaplan on The Hollow Science). In a nutshell, if all you have is an MBA, then, as far as I’m concerned, you’re just a Master of Business Annihilation!

But what regular readers don’t know is that I hold project / product managers with no education or skill in what they are attempting to manage in the same regard and believe that PMPs (Project Management Professional, as certified by PMI for e.g.) with no other skills are nothing more than certified, legitimized, pimps. (Think about it. All you are to them is a resource with a skill to be sold to the highest bidder. The only difference between them and a street pimp is that, while the street pimp is selling a resource with physical skills to the highest bidder or favoured client, they are selling a resource with mental skills to the highest bidder, or favoured executive.) The reason that I’ve been quiet is, until now, I’ve had no proof. But thanks to a recent Hackett Group study, nicely summarized in this Information Week article on Project Management Offices: A Waste of Money, we now know that not only are you not expected to get better business outcomes or project delivery performance if you use a PMO (Project Management Office) staffed with PMPs, but using one might actually decrease outcomes and/or performance. In fact, the study found that an IT organization’s performance actually improved once the PMO was eliminated.

What everyone seems to be forgetting is that, especially today when the level of process and technical sophistication in most fields is higher than its ever been and the pace of advancement is still relentless, you cannot effectively manage what you do not understand. While the basic principles of good business and project management are the same across disciplines at the high-level, 30,000 foot view, the implementations vary, and the knowledge needed to understand if a project is really on schedule or if a disruption is serious or not is different across every industry, organization, and project — especially in software and engineering. Every project comes with its own unique challenges, many of which will be deeply technical or process oriented. And if you don’t even understand the ramifications of the second law of thermodynamics, don’t expect to understand the challenges your design engineer is facing when the system keeps overheating at normal usage levels and how long those challenges might take to resolve.

Now, to be clear, I’m not denying the usefulness of MBA skills or project management skills, as they are useful when layered on top of a deep understanding of the organization’s supply chain or a relevant engineering degree (when one is managing an engineering project) — as they are incredibly useful in these circumstances, just denying that these degrees and/or certifications have any value on their own. In fact, as some recent studies have shown, on their own they can be down-right destructive!

So if you want a successful Supply Management Center of Excellence, forget about the MBAs and the PMPs and look for people with the skills in the disciplines necessary to create and deliver your products and services. If you produce electronics, look for designers, electrical and electronics engineers, risk management experts (to prevent supply disruptions from your dependence on rare earth metals), finance experts (to help manage working capital until the first product is sold), and any other cross-functional expertise necessary for a successful product. If you find the right experts, you can then train them in the project management and business skills that are required. And since these skills require substantially less capability and training than the disciplines the experts have already mastered, your experts will be able to master these skills given sufficient time and proper training. (On the flip-side, the chances that a PMP with only an associate’s degree in psychology is going to gain a sufficient mastery of power electronics to truly understand the project requirements to design a new overload reset switch for a local power grid are slim to none.)

2 thoughts on “Classic (Friday) Rant: The Key to a Successful (Virtual) Procurement Center of Excellence? No MBAs and No PMPs!

  1. Valentin Toshkov

    Reading this it seems that the written by you comes out of my heart!
    I truly believe in the principles described by you.
    Thank you!

    PS How are you dealing in your everyday business with the young and ambitious “professional PMs” which do not have any other professional experience or knowledge?

    Reply
    1. thedoctor Post author

      The advantages of working for yourself and having your own company and being a consultant who can pick and choose projects is that I don’t. I do not work with them, and I do not hire them or recommend that they be hired unless they agree to in-depth education and on-the-job training in the discipline they want to manage first. In tech, I hire ex-developers turned project managers, and tell project managers they can’t manage tech if they don’t go get at least a college coding degree. (I wouldn’t hire a 2 year degree candidate for a serious coding job, but it’s enough for them to appreciate the intricacies of what they are managing.) In engineering, I hire people with an engineering / science background who, after getting a degree, realized they liked project management more, even if they are still doing their PM certification. Only in business (op management / capex project management) would I hire a pure PM, but only if they first agreed to courses in their subject matter and to work as a low level grunt on a team (doing simple reports, interviews, collecting data, etc.) shadowing a senior PM on another project until they learned the business function and key requirements.

      Yes, I’m a grumpy old man in that way, but trust me, the projects I am involved with (or, in some case, where the PM reports to me, as has been the case at a number of software companies) get completed more or less on time and more or less on budget. (usu. 10% variance or less) Fact of the matter is, when you don’t set yourself up for failure, you rarely fail! Something most of the big consultancies putting bodies in seats as fast as they can haven’t really learned yet it seems. (Sad thing is, they have the $$$s to enforce this mantra.)

      Reply

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