Project and program managers should want to be like Santa Claus. Have you ever considered what it is like to manage every year this project called Christmas? It can be quite mind-boggling; however, if you were to really sit down and think about it, we project managers should all want to emulate what Santa accomplishes every year:
Scope. This is a large and very complex project.
Planning: He makes a list. He plans for contingencies by checking the list twice.
Goal: Deliver gifts around the world by the morning of December 25.
Objective: Build quality gifts by Santa's elves (or through subcontractors) to meet customer's specs. Deliver on time to receive ongoing customer loyalty.
Quality. Managing to produce quality gifts is a challenge to both meet customer's needs and desires as well as have superior performance as monitored by the likes of consumer groups (i.e., Parents for Safe Toys, Consumer's Union).
Managing subcontractors: Toys R Us is also challenged to assure quality deliverables when contracting out what can't be produced when the North Pole is operating at full capacity.
Managing customer expectations: He must be customer-focused…he knows who's been naughty and who's been nice.
Contracts/Procurements. Although Santa always strives to keep the elves working consistently throughout the year, procurement can be a problem. But excellent contracting solves this problem.
Sometimes in the past he didn't receive all the stock on time and sometimes it was damaged. This meant he had to have more subcontractors producing an overage of gifts to cover loss. Today the problem has been solved by implementing a Just-in-Time inventory program and Total Quality Management, among other modern manufacturing practices.
On-line ordering and billing using EIS techniques through the North Pole computer system with subcontractors has also streamlined the North Pole operation. Last-minute deliveries of gifts due to shortages or inferior quality has been virtually eliminated.
First published in the December 1994 PMI Orange County Chapter newsletter, Milestones. Reprinted with permission.
Time and Cost. This is a time-constrained effort with a project budget spanning worldwide economies. Imagine the conversion problems alone amongst all the economies! That's why Santa insists on one standard—North Pole Dollars—and everyone must convert to those! Differences in conversion rates are kept in the North Pole bank to be used as a capital investment for the next year.
Risk Management. Imagine the implementation part of the probject…when gifts are delivered!
A small chimney can be disastrous. Dodging all those airplanes, balloons, and satellites takes a lot of nimbleness. Gift tags falling off presents can be a disaster.
Contingency planning to deliver what is needed versus what is desired to the correct address can be a challenge if either the elves or vendors don't have it in stock or customer needs prevail over customer desires.
A good customer turned bad isn't a problem as there is lots of coal in the sleigh to place in fireside stockings.
Human Resource Management. He knows who to bring into the project and when:
Mrs. Claus: As co-project manager with Santa, it's her job to keep things running smoothly in the back office. She oversees all operations and is the “power behind the sleigh.” She makes sure the right gifts are produced, that inventory is available as needed.
Another important responsibility she is charged with is that of integrator…that Santa (who receives the requests), the elves (who build the gifts) and the reindeer (who deliver the gifts) communicate with each other so that when the final shipment is ready to go it fits in the sleigh! And if Santa is unable to perform the delivery, she must be able to step into Santa's boots and deliver the toys.
Elves: In addition to contracting and procuring toys through various vendors, Santa has a staff of many elves who, working as a team, take the customer lists and fill them with the desired gifts. There isn't much bickering going on amongst this segment of the team; probably due to their being able to work year-round at the North Pole and live inside where it's cozy and warm. (Santa probably has good employee fringe benefits, too!)
Consultants: When something new is called for or the current process needs reengineering, Santa calls on experts to assist him and Mrs. Claus. As project manager, Santa realizes that he may not be an expert in all areas—diversification of his project team can only improve overall performance.
Reindeer: Except for Rudolph, whom the other reindeer make fun of because of his red, shiny nose, most get along okay. Of course their part of this yearly project is to deliver the goods to the customers on time. And their capacity to add additional gift deliveries using the same amount of staff must be enormous…they haven't added to staff for years!
One can wonder what is their project assignment package because once they're done, they return to Lapland where it's also cold! (Do they ever get to take time off and go somewhere warm?)
Communications Management. Imagine the job the elves have translating all those penciled lists in all those languages! Imagine what mistakes can be made if an elf doesn't understand not only the obvious languages of the customers around the world, but also doesn't understand product language and cultural slang! For example, an elf needs to know the difference between Barbie (the doll) versus barby (Australian slang for BBQ grill).
So, if you, as a practicing or aspiring project manager, haven't taken a good look at Santa Claus, look again! His project team performance can only be rated as “exceeding expectations”! It must be that high…they are selected to do it again and again each year! ■