Years ago I was working for one of the biggest consulting companies in the world. It was an amazing experience and I learned a lot from them, but one of the most important things I learned was that I was never going to advance in the organization. I didn’t have the dedication that was required to become a partner.
My boss at the time was striving to become a partner. He was driven, he was smart and he worked more than anyone I had met up until that point. He was at the office by 7am and routinely didn’t leave until 8pm. He made all the right professional moves, he played the game very well. The problem for me was that he had a young family at home, two or three kids and a wife, and he was facing an hour commute each way. He was sacrificing his family for his career, and that his valid choice. I knew however that it wasn’t going to be my choice.
He made partner and instead of ‘taking his foot of the gas’ so to speak, they expected he keep up this pace and add more to it. It’s great that you are running a multi-million dollar, extremely high profile project for the company, but have you brought in any new work? Who are you connecting with that is going to lead to more business for us this year? His stress level went even higher than it was previously and he lasted in the partner role for just over a year before he quit.
I met with him several years later and he was not happy with his life choices. He chose work over his family and his family suffered as a consequence. He missed the first few precious years of his children’s’ lives.
It’s a choice we all have to make and live with the consequences. Moving up in any organization requires putting in a lot of time, showing your skills and abilities, and a multitude of other factors. But it is not a gift, it is a product of a lot of time and energy that you put into the organization. This time has to come from somewhere and it mainly comes at the expense of personal or family life. Make the Little League game or stay for that important meeting? Be home for dinner or after everyone is in bed?
I have been challenged with this as well, but not to the same extent. Career progression is important to me but not as important as my family life. I like being able to have dinner with my wife and son. I really enjoy taking him to the bus, coaching his basketball team and his baseball team and I like to spend time with my wife. It’s a shame this has to come at the expense of upward mobility at work but it is my choice. I’m trading money and career for a lifetime of love and memories.
Very happy to be involved with this program. I will be co-MC’ing the event with Jeff Kosciejew! We promise there will be MAGIC!
Get your tickets here: https://www.eventbrite.ca/e/happy-melly-exploration-day-tickets-26636167494
My world has changed, for the better. When I first was introduced to Agile it was just a buzzword at a large company. “We need to be more agile. We need to set up agile teams.” Okay, sounds easy. Let me put together a project plan for that. It turns out that we were just paying lip service to an idea that someone told the CIO about. When we had to actually do agile, there was no support, no plan, no idea of what we were supposed to be doing. I had a team of 6 developers working on web projects that reported to me. A great opportunity to actual put an agile team in place, however were told to “Keep Calm and Carry On”
Fast forward a year and I’m now part of an agile company and working closely with an agile team. There are many differences, all of which take some getting used to.
Over the next several posts I will examine some of the major differences:
- Leading from behind
- Where does the work of the PM go?
- No Project Plans
- “Meeting Hell” removed
- Visible, daily updated progress
- “Requirements? We don’t need no stinking requirements!” (with all apologies to The Treasure of the Sierra Madre)
- Weekly/Monthly Status reports: guessing versus actual metrics
- A reason to invest in 3M -> Post-it notes everywhere
The thousands of dollars spent on attaining my PMP are not necessarily wasted, but they are diminishing in value for my future. Sure I can still talk the talk, but I no longer want to walk the walk. In the words of Pumbaa from the Lion King “You’ve got to put your behind in your past”, basically it is time to move forward with something that is better, stronger and faster in delivering results.
Interesting to read that a ‘guru’ of consulting has had his own company fold. Forbes has a good (but long) article on what caused this multi-million dollars in revenue company to implode. I find it funny that when I was doing my MBA in the 90’s Porter was a GOD of strategy. We had to study his book (I actually own two) to understand the five forces and how they interact in the business world. I never found the applicability of his work in my own consulting career, but held him in high regard nonetheless. Now he joins the ranks of others in the industry who didn’t adapt to change and didn’t have a solid business model to help them weather the financial crisis that hit the world.
The Presto card system by Metrolinx is a great farecard system and it is a shame that some glitches are causing this delay. I worked on this project at the beginning with Accenture and we were designing a world class system to allow riders to have one card to use across transit providers for fare payment. According to CTV Metrolinx is delaying the rollout due to ‘technical glitches’.
Wow. “The U.S. Securities and Exchange Commission has awarded Accenture Federal Services a five-year, $13 million contract for major architectural improvements and redesign of its three public websites, online tools used most frequently by the public, and the agency’s employee intranet” (source) That seems like a lot of money and a very long time to do some redesign work. I realize that the sites get 35 million hits per day combined, but as someone who has recently converted to agile project management, this seems like a very old school way to do this work.