Capt Obvious Version of Project Management

Too many times we (PM's) over think our tasks. We like to get into list organizing and reporting metrics because we are geeks. We are very comfortable reading our charts and graphs. We seek out the best formulas to use and metrics to show and validate our value. But, does this alone serve our clients? Does it add value to our discipline, or does it detract from the perception of a PMP? I submit that we (PM's) need to simplify our process and procedures into the most basic terms.

Here are the basics of the PMBOK condensed into the Capt. Obvious terms…

1. Make "the plan" (how you are going to run the project)
2. Talk with the client
3. Establish "the list" of deliverables
4. Sequence "the list" by adding the dependencies
5. Assemble "the team" needed to complete "the list"
6. Get "the team" to determine "the time" necessary to do each task (duration)
7. Combine "the list", "the team", "the time" and you will end up with "the schedule" and milestones
8. Execute