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Scott Burken’s The Art of Project Management: Making it Happen

Introduction

In project management certain myths are presented and they include the belief that some

people are better at doing things than others due to their innate abilities. In the book The Art of

Project Management the author Scott Burken states that the content illustrated within it are

suitable for any person playing various leadership roles, regardless of the project. In the first

chapter Burken contextualizes this perspective by noting that while many organizations do not

consider their project leaders as project managers, this entitlement is not entirely fundamental

since despite their roles, they are in charge of managing different projects (Burken, 12).

Therefore, the book is founded on three contexts which categorize it as a collection of

individualized topic-focused essays, single extended narrative and a reference for common

situations (Burken, 12). The characterizations presented provide an evaluation of the different

project management roles, which include the creation and management of team projects. From

this perspective as such, the author’s theoretical approach is that the book covers all aspects of

project management ranging from practical methods for making sure work gets done right and on

time, to the mindset that can make one a great leader motivating their team to do their best.
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Project management focuses on the ability to make achievements through task

completion. From a personal approach on the issue, having been tasked with creating and

managing a project team, I believe that leadership responsibilities are founded on the ability to

manage a team and ensure the success of a given task. As such, since the general make-up of a

person is significantly different from the other, they have innate abilities and skills that vary.

According to Burken, human skills are primary founded on their abilities and talents (Burken,

28). Considering the book’s approach on scheduling and my experience on the aspect, I believe

that people are faced with different factors both internal and external thus affecting the ability to

accomplish a task on time. However, this characterization of lateness as a factor in project

delivery is subject to change. Burken states that people are prone to lateness, regardless of their

roles or responsibilities in a community (Burken, 28). As team leader, I conquer with Burken’s

perspective on the ideals that scheduling can be made better to achieve a desired outcome.

Change is important as much as it is challenging in a project’s scheduling. Leading a

project team is categorically subject to decision making, and certain decisions base the

foundation for change. According to Burken, schedules introduce the idea of commitment, unity,

and progress tracking (Burken, 29). However, when a schedule affects the delivery of a project

as per the agreed period of completion, changing it is inevitable. As I worked with my team, I

realized that people have different ways in which they approach the completion of a given task.

People apply their skills and abilities differently in a bid to move a project forward, therefore,

while some combine their talents and skills in whatever manner to ensure completion, some fail

to do so (Burken, 30). It is entirely human to be different, thus, as I led my team, I observed their

abilities on the basis of strengths and weaknesses. The book identifies that making things happen

is responsibility comprised of two distinct abilities, the ability to acknowledge your role as a
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catalyst in various situations and the ability to accomplish the task at hand. Therefore, scheduling

in project management should externalize and amplify skills in manners that drive towards

accomplishment (Burken, 30). And when change is necessary, the commitment, unity and

progress towards making things happen will be a stepping stone.

Completing a project is based on the methods applied towards the objective, and making

trustworthy decisions and estimates is a fundamental approach. In the book, Burken notes that

achievement in a project’s development is built on various methodologies which are defined as a

body of practice that drive towards the set objective (Burken, 31). As a project manager, I spent a

significant percentage of my time creating ordered lists, which is primarily the organization of

things in the order of importance. Irrespective of my responsibilities in managing the team

project, making ordered lists ensured that I gathered as much information as required on different

requirements, problems, and features that factorized the achievement of the desired outcome.

According to the book, reviewing requirements and design of a project are effective in the

planning aspect, which are fundamentally founded on a project manager’s authority (Burken,

48). After observing and noting the different issues, I would spend time analyzing, discussing,

and refining them with others. In addition, the author stipulates that a leader’s ability to achieve

success or failure is entirely built on the assumptions that others make of them (Burken, 213). In

my experience, leading a team trust becomes an important component. Therefore, whenever I

make estimates of my abilities in achieving certain tasks, since people always judge a leader in

the scope of their deliverables.

In the book, the author cites Daniel Boorstin’s The Creators and Discoverers on the

aspect of writing as a major technological invention (Burken, 68). I believe that writing

identified issues is an important factor in promoting project success founded on the principle of
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making things happen. After writing and organizing my list, I would communicate on it to the

team through discussions. By applying this approach, I realized that my team was motivated

since they felt that their contributions were considered. Thus, through writing and

communication, I and my team always identified new ideas and reforms that worked towards the

project’s successful completion. Additionally, as I discussed the issues identified and possible

solutions, I gauged the team’s experiences. According to Burken, writing identified issues

promotes discussion and creates a point of reference in future free of our fallible memories (85).

Therefore, from our written information, we can make credible evaluations and revisions that

work towards making things happen as project managers.

Conclusion

Scott Burken’s book on project management established in me a new perspective on the

context, as not only a role but as a creative and problem-solving approach. In my experience as a

project manager, understanding the implications of the role in the achievement of success is

fundamental. In the book, Burken notes that managing projects is a challenging responsibility,

and one should expect issues ranging from resource shortages, making hard decisions and

affecting change, to team threats and mutiny (Burken, 211). However, it is how a leader choses

to deal with the issues that makes an impact, both on the project and the team. Therefore, taking

advantage to learn from the problems with the team develops effective tools to solve similar

instances in the future.

Works Cited