A Modest PMBOK® Guide Proposal: Project Blame Management (Satire)
Formalizing an approach to Blame Management allows project managers to demonstrate the value of more rigorous process in other knowledge areas. Effective Blame Management can also be a career boon to less effective project managers.
- Definition, Purpose, Scope & Guiding Principles
- Blame Management Planning
- Implementation Thoughts
- Blame Deflection
- Conclusions, Q&A
- Acknowledgements (Blames)
Avoiding blame is a topic conspicuously absent from the current PMBOK® Guide, and in this presentation, Payson proposes expanding the existing ten PMBOK® knowledge areas with an eleventh “Project Blame Management” (BM) which he believes formalizes and improves upon something most organizations already do; allocate blame for project failures. Attendees in this session will learn the advantages of a more structured approach to Blame Management:
- Career enhancing benefits of avoiding blame for failure
- Organizational value of ingratiating yourself to senior executives
- Gaining improved team performance through motivation by fear
This talk outlines Payson’s proposal for Blame Management and reviews significant aspects of his proposed “Blame Management Plan” component of the traditional Project Management Plan.
- Project Managers
Payson Hall is a project management consultant who has worked in Information Technology for over 40 years. He has managed projects, reviewed projects, taught project management, and coached project managers while running a small business through a series of economic downturns. His passion is sharing the lessons he has learned so that others can avoid the mistakes that he has made and observed others making, freeing them up to make new and more creative mistakes of their own.
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