Thoughts on the Economy

On Monday the National Bureau of Economic Research announced that the recession ended in June 2009, 18 months after it began. This has sparked a wave of responses that question the legitimacy of the report, because to many, ‘it sure doesn’t feel like the recession ended’. Steve Chapman with the Chicago Tribune does a good job of clarifying the National Bureau of Economic Research press release.

A recession begins when the economy starts shrinking. It ends when the economy stops shrinking and resumes growing — nothing more. The conclusion doesn’t mean we’re getting rich. It merely means we’re not, as a nation, getting poorer. –Steve Chapman

At least from the reports, and their interpretations, it seems that our economy has ceased its decline, but is surely taking its time climbing back up. I don’t want to speculate though and would love to hear your opinion and experiences in the project management field. I’ve always felt that project managers provide a great barometer as to economical fluctuations, because they are so involved with the investing of organizational assets, or lack their of.

Please send me an email at, I would love to hear your thoughts on the economy and the news that the recession is over. Please include what industry you’re in, I’ll be writing a blog early next week to report your responses and a survey of what industries are doing better than others.

In more recent news, on Thursday The House approved a $42 billion bill aimed at helping small businesses and championed by President Obama. On one hand, I think it’s only fair that the little guys get some help too, after the White House bailed out the banks and big three auto manufacturers. That being said, my ever increasing concern is our national debt. When you don’t have money, spending MORE money you don’t have only digs the hole deeper, yet Washington consistently ignores this common sense, regardless of the political affiliation of the administration. We need to take a step in the right direction! I would love to hear your thoughts on the national debt too!

Colorado Rockies

I know what you’re thinking, ‘What the heck do the Colorado Rockies have to do with project management!?’  Well I’m glad you asked that question, look no further than to our beloved manager, Jim Tracy, for the answer.

Robin Hood Syndrome – Take from the Rich and Give to the Poor.

As project managers we are often times responsible for managing several concurrent projects, with a static amount of resources that are to be allocated amongst each of these projects.  In my project failure blog I mentioned that some projects are doomed from the onset, and how a good project manager will identify these failing projects and terminate them ASAP.  However, many project managers fall into the trap of trying to salvage these ‘doomed’ projects by giving them additional resources from their ‘good’ projects.  This is definitely a catch 22 situation.  On one hand you’re throwing good money at a bad project, and on the other hand you’re suffocating your well performing projects by moving their resources elsewhere.

How the heck does this relate to Jim Tracey and the Rockies?

Jim Tracy has an overall strategic objective (winning the pennant) – which is similar to the strategic objectives of many organizations.  In this case his goal is to get to the postseason.  The thing I like about Tracy is that he does a great job of keeping this overall (strategic) objective in mind, while managing each of his sub-projects (each game).  He doesn’t throw unnecessary resources at healthy projects, for example, when the Rockies are playing a team that they overpower, Tracy gives our stars some time off (PS Carlos Gonzalez I love you!).

You got to know when to hold ’em, 
Know when to fold ’em,
Know when to walk away,
And know when to run. -Kenny Rogers

On the other hand, I like how he plays to win in 9 innings.  If you don’t win in 9, then your chances of winning come at the great cost of diminishing your resources (the bullpen) for the next project (tomorrow’s game), which ends up hurting your overall strategic goal (winning the pennant).  In summary, you need to identify your poor performers and nip them in the bud; doing this will save your organization valuable resources!  This sounds a lot like natural selection, apparently Charles Darwin was a project manager at heart…

C’mon Rockies… I’m ready for Rocktober!

Anticipatory Leadership and Time

In my last post we discussed the power of small wins in effecting significant and systemic change.  Small wins and trimtabs.  Timtabs can turn the QM2 but you have to strategically plan and have the right time to make the turn.  The point is anticipatory leadership.

Wayne Gretsky is an example of this.  Widely regarded as the best hockey player of all time, he fundamentally change the game.  He has been asked what made him as great as he was.  His response was:

“Most players skate to where the puck is.
I skate to where it is going to be.”

Leadership that can identify opportunities for small wins and take small wins to scale, in the 21st century, does so by anticipatory leadership and reading Time.  A Project Manager who leads – leads by anticipation – by understanding and anticipating Time.

Time in ancient greek had two forms:  Chronos and Kairos.  Chronos is linear, clock & calendar time.  Kairos is the fullness of time, the right time,  pregnant time.  Leaders understand Kairos, anticipating opportunities and taking small wins within Chronos to transformation in Kairos.

So the pace of small wins (timing and amount of time) is important.  So also is “reading” the time, anticipating and leading at the opportune time.

From a leadership perspective, to see a project simply within Chronos time is to miss the fullness of time.  My partners here at EPIC PM have talked about project failure.  Projects can be a failure in Chronos at any given moment but a leader who reads time (Kairos) can see small wins turn to success.  Consider several projects that at several points of Chronos time may have been considered failures but in Kairos are now seen as successes.

The American Revolution: Almost no battles were won by the colonial troops in the American Revolution.  Leaders and members of the Civil Rights Movement were jailed, beaten, denied access and killed.  In each of these cases the movements were a failure…. until they won.

The leadership of both these movements had a strategic vision and guiding set of principles that allowed them to persevere in the midst of perceived failure and in the end show that these failures were filled with small wins aligned with the vision and values of the movement and its leadership.  So having a strategic vision and clear values is important if “failures” are to be built into small wins that turn the tide.  In the case of the American Revolution this strategic vision can be seen in the casting of the Liberty Bell twenty years prior to the Declaration of Independence.

Vision and leadership of that vision are very important in managing and weaving failures and small wins together into transformative change.   And a key component of the type of leadership needed is the component of time and how that is viewed and understood by leadership.

So “reading” the time (Kairos), anticipating and leading at the opportune time to bring transformation to fruition is key to leadership and is connected to vision and values. Reading “time” and seeing ourselves in time and space is difficult and fraught with distractions.  But a lesson from Quantum physics can help.

Because all time (chronos) is related to motion, we are able to make the following statements for a “Rocket man” traveling through space:

If we send our Rocket Man out into space at 130,000m/sec and he tracks his time traveling and returns to Earth in 5 years time, 10 years will have passed Earth in relative time.
What would have been 10 years on Earth will have only been 5 years for the Rocket Man via the theory of relativity – time related to motion.

If he travels at 150,000 m/sec, 1 day for Rocket Man will be a 1000 years on Earth.

If he travels at 180,000 m/sec; the speed of light, time will stop for Rocket Man, everything will be “now.”

“Now” is the quintessentially existential moment; it is that moment that separates the past from the future and yet is not a part of time itself.  You cannot say that this second is “now” for by the time you say it, that second is no longer “now.”  You cannot say the next half-second is “now” or the next billionth of a second is “now.” You cannot even tell me what you are thinking “now”, because by the time you have a chance to reflect on it to tell me it is no longer “now.”  “Now” is the most real moment to us and yet does not exist in time.

Being in the “now” gives a leader a chance to escape the pressures of time (chronos and Kairos) and reflect.  Here is the chance for a truly free act – the ultimate small win – out of which change can be affected and to perceive failures and small wins not as random or micro but connected in a purposive way.  Out of these moments of “now” a leader can “skate to where the puck is going to be.”

A Project Manager, who is also an EPIC leader (Empowering, Preparing, Inspiring an Connecting), leads small wins, like a timtab, by operating in chronos and reading the opportune time (Kairos) through reflecting in the “now.”

Next post we will look at a framework for leading project teams by an EPIC rubric that addresses the whole person.

Servant Leadership

I was planning on taking the day off from blogging, but I got my first blog request this morning.. time to dust off the old type writer =)

Brian Dornsife, MBA, PMP writes: “An interesting topic you might consider blogging about is project leadership. There are obviously many different styles and no one way to be successful, but what is the most effective consistently? When I first came to Octagon, I was a total hard-ass based on my experiences from Dell Computer Corp. I realize today from my experiences here at Octagon and also from my readings (and maybe maturity), a more positive leadership style lasts longer. I am working really hard to learn more positive leadership traits and how to build teams and teamwork with a commitment to each other, not just the project. This subject is a never-ending source of fascination to me. It would be interesting to know how you operated at the Dept. of Defense, and what styles you found to have the most consistent success.”

Leadership Failure

Brian, I too started my project management career as a total hard-ass, and it darn near led to full blown leadership failure on my part.  I’ve always been one of those overachiever push-the-envelope types.  While this led to having completed my Masters degree and getting promoted to my first PM position at the age of 22, my aggressive nature set me up to be a horrible leader.  Beginning my first PM job, I felt unprepared and was facing some major HR obstacles.  My entire project team was over twice my age and had a lot of resentment that I was the one that got promoted because I was so young and had no PM experience.  The first two weeks were hell for everyone.  When I was watching The Apprentice last week, I actually related to Gene in this particular situation, as I was trying to muster confidence and ended up stepping all over my team’s toes.  I was overwhelmed by the combination of having a lack of PM training/experience and the fact that my project team resented me.  Thankfully I had a mentor that took me under his wing and taught me a thing or two about servant leadership, which I believe is consistently the most effective method.


There are a bunch of other effective leadership methods though, that all have their time and place: Authoritarian, Promotional, Facilitating, Conciliatory, Judicial, and Servant Leadership.  These are all covered in our PM Basics and PMP Exam Prep course.

Like I said earlier, all of these leadership styles have a time and place.  Using the wrong leadership method in the wrong situation can be detrimental.  Authoritarian leadership is very effective in the military where strict chains of command are required to keep everyone focused on the task at hand in the midst of hostile environments.

The main focus on promotional leadership is cultivating team spirit.  This works great for sales teams and also for revitalizing an overworked project team.  Team recognition goes a long way, and is something I think project managers overlook all too often.

When you’re managing a project in a domain where you lack significant expertise, facilitating leadership is warranted.  You want to guide your team, but stay out of your engineering team’s way!

In situations where there is either political or personal hostility amongst the project team, conciliatory leadership can be an effective (temporary) leadership method used to get things under control.  I ended up using this method in my first PM job I described earlier.  I had to develop a rapport with my team before we could move forward.

There are times that you need to make difficult HR decisions that require sound judgment.  I once had a valuable team member who was having a REALLY Bad Day!  I asked him to sit out of a certain meeting and take the afternoon off for fear that he was going to tee off on our customer and that I would lose him.

Servant Leadership
Leading by example is one of the most desirable traits a leader can have, and is a major part of what we describe as servant leadership.  In functional and weak matrix organizations where project managers don’t have much authority, this is the only method for motivating (and guiding) your stakeholders.  Also, in my first PM position that I described above, where my project team resented me because I was half their age and had no PM experience, servant leadership was the only effective method.  Had I not discovered it in time I probably would have lost my job!  Thankfully I learned quickly, and had what ended up being a successful 7 year project management career with the Department of Defense. 

Servant Leader King
One of my all time favorite servant leaders is Dr. Martin Luther King Jr.  Without using an ounce of authority (or violence), he completly changed our nation!  I mention him because I think he exemplifies just how powerful servant leadership can be.

Brandon Beemer, PhD, PMP

Projects Can Feel Like Turning the Queen Mary 2?

Consider the Queen Mary 2: an ocean liner so vast (QM2 is 147 feet longer than the Eiffel Tower is tall (984 ft.), so heavy (Approximately 151,400 gross tons) and so imposing (QM2’s whistle is audible for 10 miles) that it is difficult to see how it could ever be turned.

New initiatives and change at the company level, a department level, a project level and often even at a personal level can  feel like the QM2 – immovable, vast, heavy and imposing. But just as with the QM2 it takes but a small rudder – a trimtab to – move the entire vessel in a new direction. A trimtab is a small movable piece on the main rudder of a ship. When this trimtab is moved it creates such a countervailing force that the very size and weight of the structure itself is used to make the turn.

In the same way a small but significant trimtab action, or idea or process ( a Small Win) can turn an entire culture where its very weight can be transformed into momentum for change.

The key is to identify the trimtab (Small Win) and move it. To focus attention and effort on this smallish point and thereby move what was immovable.

Size does matter and its small that makes a difference in moving and leading large scale change.

Consider these small wins and the trimtab effect:

  1. A discussion of blogging and the value of wordpress happens one afternoon between two colleagues

—a pilot of its use is set up with a couple of managers to use with members of their departments

—-The CEO begins to blog

——-a company-wide implementation through intranet install is launched

———-multiple uses of blogging are beginning around company as means of information and process sharing

2.  A new LMS (learning management system) is used as a proof of concept for its effectiveness by a PM in developing the project team

—-Two other PMs to begin using the LMS with their teams

——These PMs begin discussing the use of the LMS with their Functional Managers

——–A Functional Manager agrees to try the LMS for the department

———–the success is seen by others

————–Word spreads from one Functional Manager to another

——————A VP begins using the platform with the Executive Team

——————–Company-wide implementation is initiated

Trimtabs are often small wins. Karl E. Weick speaks about the charatieristcs of a small win.

“A small win is a concrete, complete, implemented outcome of moderate importance. By itself, one small win may seem unimportant. A series of wins at small but significant tasks, however, reveals a pattern that may attract allies, deter opponents, and lower resistance to subsequent proposals. Small wins are controllable opportunities that produce visible results.

Small wins often originate as solutions that single out and define as problems those specific, limited conditions for which they can serve as the complete remedy. I emphasize the importance of limits for both the solution and the problem to distinguish the solutions of small wins from the larger, more open-ended solutions that define problems more diffusely (e.g., “burn the system down”).

Once a small win has been accomplished, forces are set in motion that favor another small win. When a solution is put in place, the next solvable problem often becomes more visible. This occurs because new allies bring new solutions with them and old opponents change their habits. Additional resources also flow toward winners, which means that slightly larger wins can be attempted.” (Weick, 1984)

As a Project Manager moving a project or process within a project can feel daunting.  Especially in cases where you may be working in a week matrix or functional organization. Remembering the trimtab effect of small wins can give strategic advantage and allow you to lead by Empowering, Preparing, Inspiring and Connecting in small ways that produce a great effect.. Leading in this way,  we can see the wake of the course change that these small trimtab wins have effected.

Trimtab leadership is Anticipatory Leadership that understands the difference between chronos and kairos time.  More on Anticipatory Leadership and Time in my next post.

Decision Quality

Over the past few years we’ve seen a lot of companies go out of business and a lot of changes in the way surviving companies are doing business.  Hind sight is always 20/20 so we might as well use it to see what lessons can be learned from our failures in that past, to foster success in the future.  An umbrella statement that could be used to describe the cause of our current economical woes is ‘poor decision making’.  A couple years back when gas prices were consistently reaching the $3 and $4 range, it was probably a poor decision by Ford to sell the Excursion SUV, a 11mpg gas guzzling machine with a 7.3 liter Powerstroke engine.  Toyota was way ahead of the curve with their Prius hybrid.  However, their decision to cut costs by reducing quality turned out to be a very expensive one.  Business week is reporting that the resulting recall will cost Toyota 2 billion!  Another poor business decision that has affected us all was sub-prime mortgages.  Ughh! 

My point for raising these issues is by no means to say ‘I told you so’.  Like many others, I did not realize these events were going to happen until they were already taking place.  However, the organizations involved do have legal and ethical responsibilities to their stock holders.  What’s done is done, but I sure hope these organizations are proactively learning from these poor decisions.  As project managers we have a similar responsibility to anticipate problems and forecast effective solutions.  That is if we want to stay employed as project managers!  In my classes I always reiterate that project management is a sink or swim profession, because it is!

When I was finishing my PhD at the University of Colorado this past year, my research focused on leveraging IT to increase decision quality, while decreasing decision time.  If you’re interested in this topic, this is a good read.  However here, I’m going to discuss this in terms of project management.  A friend and recent student of mine, Brian Dornsife, is a project manager for Octagon Systems and manages circuit board development projects.  By the way, Congrats to Brian on recently passing the PMP exam!  During the discussion in our class he told me that each circuit board project he works on shares 85% to 90% common ground with previous projects. 

I think this is probably true to a plethora of different project management domains!  My guess is that when Boeing builds a new commercial jet, it’s going to have a cockpit, fuselage, wings, engines, and landing gear, like every other commercial jet before it.  That being said, lessons learned from a current project, will likely have significance in subsequent projects.  That’s where knowledge based system’s come in.  A knowledge based systems captures current knowledge (or experiences) and then disseminates this information to future decision makers. 

A knowledge based system can be a complicated multi-million dollar enterprise application, or it can be as simple as a project dashboard developed in Excel that organizes relevant metrics, risks, and resolutions.  In my project management dashboard blog series here at I’m walking you through the 9 knowledge areas and describing which metrics you should collect and efficient ways of putting this information together.  Last week I discussed Scope, and this Tuesday I’ll be discussing Time. 

Remember, our goal as project managers is to increase our decision quality while decreasing our decision time.  Putting a project dashboard together will help you accomplish both of these goals.  See you Tuesday!

I would love to hear your feedback on future topics you would like for me to discuss.

Brandon Beemer, PhD, PMP

You’re Fired – Episode 1 of The Apprentice

Last night I watched the first episode of this season’s The Apprentice.  I must admit, I’ve never gotten into this show before, but really enjoyed it and how relevant it is to our discussions here at EPIC Project Management.  I think there are a lot of things we can learn from this show in terms of what NOT to do, I’m serious folks these people don’t know the first thing about project management!

As with usual The Apprentice tradition, the teams were split up by gender.  The men named their team ‘Octane’, I kept waiting for Tim the Toolman Taylor to jump out for a grunting cameo =)  They nominated Gene to be their project manager and the women named their team ‘Fortitude’ and nominated Nicole as their project manager.  The tasking was to develop an ultra modern office work space.  At first I thought the men were in trouble given the ‘design’ nature of the project, but was really surprised at how dysfunctional both teams were.  Let’s look at 3 lessons we can take away from this episode.

User Involvement is Key!

Whenever a project includes a design component, it’s really important to get your customer’s opinion involved!  After seeing both office spaces, the first thing Donald Trump said was ‘I don’t like either of them!’  Neither team asked Donald what he was looking for.  Another opportunity to get feedback was when Ivanika and Donald Trump Jr. came to visit the teams, but neither team took advantage of the visits or solicited feedback, they just kept their heads down and did their own thing.

Servant Leadership

Nicole if you’re out there reading this, listen up!  In weak matrix and functional organizations where the project manager doesn’t have a lot of authority, servant leadership is a critical skill for project managers to be successful.  This also applies to small project teams, like the teams on The Apprentice, where the project manager is involved in doing the work.  What is servant leadership you ask, it’s approaching your team with a ‘How can I help you’ attitude.  Nicole’s approach was contrary to this method in everything from decision making to actually the doing work.  She continually told her team ‘you decide’, and then was never around when the heavy lifting was being done.  As we would expect, Nicole’s team tore her to shreds in the board room on these points.  I was not surprised to see her get the boot.

Building Trust

Gene on the other hand was not much better at playing the project manager role.  The first day or two he looked like a deer caught in head lights.  Then we saw an abrupt change, like he was trying to muster confidence, but this resulted in him stepping all over his team’s toes.  An example of this is when he delegated the wall painting to James then came over after he had finished taping the designs and told him to start over.  Ummm Gene, if there’s one thing you don’t have.. it’s style, let alone artistic ability, over compensating for your insecurities is going to get you fired buddy.  You’re lucky it didn’t happen this week.

Join me next week as we discuss Episode 2 and learn what NOT to do.

Brandon Beemer, PhD, PMP

Project Management Dashboard

The down economy has affected all our personal lives in one way or another, and for those companies that are fortunate enough to still be in business, it has affected the way they do business.  One discipline where this is especially true, is project management, because it is directly focused on the management of organizational resources.  As resources become more and more scarce, internal competition between project managers for those resources has become prevalent.  To maintain stakeholder support of your projects, it’s important to provide useful information regarding the performance of your projects.  Yet time and time again, we see projects being managed without utilizing valuable metrics that are already being recorded by the underlying business processes.

Over the next couple weeks I’m going to show you how to build a project dashboard (like the one pictured above) that can effectively communicate (and justify) the healthy status of your project.  Before we can develop the dashboard we must first organize the project metrics into Project Management Institute’s 9 knowledge areas (time, cost, quality, human resources, communication, procurement, risk, and integration).

There are many books out there that merely tell you how to make your own metric templates.  If you are not a skilled statistician this can be a long and arduous process.  As such, I’ve developed a set of metric templates that drive a project dashboard, and you can purchase this toolkit at  I’ve designed it to be easily adaptable to any project you may be working on, and is preprogrammed with all of PMI’s Cost and Schedule forecasting formulas.  If you’re looking for that next big promotion, or want to show off your skills for that next big interview, this is a must have!

Join me over the next few weeks as I break down the 9 different knowledge areas, and help you identify what metrics you need and where you will find them.

Brandon Beemer, PhD, PMP

Building an E.P.I.C.entre for Leadership

epic: adj – to go beyond the ordinary or usual

How do you take a project – “beyond the ordinary and usual?”  Leadership is the quientessential element.

Consider a brief case for the overarching need of leadership and then  how the processes of project management supports the exercise of leadership. Let us look then at a cultural shift on the order of the Reformation/Renaissance/Enlightenment.

Consider the conditions extant at the time of the Reformation/Renaissance/Enlightenment as shown in the chart below:


Specific Change Event
Communication Printing Press
Worldview Copernican Revolution(topples medieval model of the universe)
Epistemology Galileo, Newton(questioning epistemology and give rise to modern science)
Transportation Sailing Ships(make long voyages/connections possible)
Economics Capitalism(replaces Feudalism)
Military Technology Guns(lead to Nation-States)
Attack on “Authorities” Protestant Reformation(challenges the authority of the Catholic Church)

By looking at several broad categories within most societies we can evaluate the level of change that may be present.  Clearly at the time of the Reformation/Renaissance/Enlightenment many significant change events were occurring and the result of these events changed the culture and required new leadership, processes and personal skills.   Several key roots of leadership developed from this change. The roots and values that these shifts in society produced are: rational, individualistic, systematic, propositional, local and religious.

We are at another point of change now and the effects on our craft (project  management) and individuals in society are profound and the needs of people  we serve going forward are qualitatively different.

If we take the same categories and analysis and consider the year 2000 we see a very striking and similar pattern. Consider this chart:

Category Renaissance Change Event 21st Century Change Event
Communication Printing Press Radio/TV/Computer/Internet
Worldview Copernican Revolution(topples medieval model of the universe) Quantum Theories(interdeterminancy, the expanding universe, emergency, chaos all challenge the mechanistic modern science)
Epistemology Galileo, Newton(challenges existing conceptions and give rise to modern science) Deconstructivism(challenges existing conceptions and epistemologies)
Transportation Sailing Ships(make long voyages/connections possible) Air/Space Travel(no boarders)
Economics Capitalism(replaces Feudalism) Global E-Commerce(both communism and capitalism evolve)
Military Technology Guns(lead to Nation-States) Nukes/Terrorism/Cyber Crime(revolutionize the roles of governments)
Attack on “Authorities” Protestant Reformation(challenges the authority of the Catholic Church) Secularism/Materialism/Urbanism(decline of institutional religion- rise in fundamentalism is response)

The new realities of 21st century have been brought about through a seismic change in culture.  Stewart Brand of the Global Business Network points out that in engineering terms: a tenfold quantitative change yields a qualitative change. Hans Moravec believes a fourfold change in the scientific world results in qualitative change. Quantitative changes fueled by technology (advancing at almost geometric rates) have produced a qualitative change in society that is a difference in “kind” not merely degree.  There is a new landscape where “waves of creative destruction” (economist Joseph Schumpeter) are rushing through modern cultures, sweeping away old constructions and drowning those who cannot swim.

The world has changed.  If you were born before 1962 you are now an immigrant.  Those born after 1962 are natives of the 21st century in their thinking, learning and working.

Part of the nature of this new reality is the constant, churning and rapid flow of change.  It is like “whitewater” and to navigate this, a person must possess internal leadership and follow an internal compass where through aligning with the correct “degrees” they may guide the way.  Such a compass would have the following degrees to which a leader aligns:

  1. 360˚ – Able to see the “Big Picture”
  2. 6˚ – As in six-degrees of separation where everything is connected – Able to see the connections.
  3. 40˚ – Denver sits close to the 40th Parallel – it is the location of our community – Able to identify and participate in community.
  4. 90˚ – A “right” angle – Able to do the right things and do things right.
  5. 180˚ – turning around-change – Able to change and to manage change
  6. 212˚ – The boiling point –passion – Able to dive-in and to make commitments – to stay the course.

Given this, EPIC PM  works with clients to  build capacity in leadership through competence in the following leadership profile:

A leader of the 21st century is…

Empowered (360˚ Big Picture)

Prepared (90˚ 180˚ Doing right & the right things in a changing environment)

Inspired (212˚ Passion)

Connected (6˚ & 40˚ Community-based)

In other words EPIC PM helps build capacity in leadership through competence by helping our students develop an E.P.I.C. profile. The chart below shows how this profile and 21st century values relates to PMI processes and together build  an E.P.I.C.entre for leadership.

21st Century Values Degrees of Leadership PMI Processes
Empowered Global 360˚ Big Picture IntegrationInitiating ProcessPlanning ProcessScope Management
Prepared Experiential, Narrative/Story-based 90˚ 180˚Doing right & the right things in a changing environment Controlling ProcessExecuting ProcessTime ManagementCost ManagementProcurement Mgt
Inspired Mystical, Beauty 212˚ Passion-Stay the course Quality ManagementRisk Management
Connected Communal 6˚ & 40˚ Community-based connections Closing ProcessHuman Resource MgtCommunications Mgt

Project Managers  face a very different, rapidly changing world in need of leadership.  Developing and E.P.I.C. profile allows a project manageer to lead in ways beyond the ordinary and usual and EPIC PM is here to help you develop this leadershp profile.