Don Miller initially trained as a scientist, and early in his career, he worked at TRW Space Technology. In mid-career, Don moved into the commercial software and information services industry. After 17 years in software and information services, Don returned in 2003 to the aerospace industry at Northrop Grumman Space Technology.

PSI: You’ve worked on many projects during your career. Can you tell me briefly about one or two of your more memorable successes?

DM: One of my most notable assignments was as VP and Program Director of the FileOne program in TRW’s Credit Reporting business unit. FileOne was the largest project ever undertaken by TRW Credit Reporting. The objective was to completely reengineer our approach to the credit reporting business. It was a two-year long, $110 million dollar project that involved 400 people. As the overall leader of the project, it was my first opportunity to learn and then apply, PSI’s Project Success MethodSM. The successful completion of the FileOne project was the only remaining contingency in the $1.1 billion dollar leveraged buyout of the business unit to form Experian.

A second notable project was at a small Internet startup, PropertyFirst.com, where I was Chief Operating Officer. When I joined this startup company, we didn’t even have a website, let alone any available products or services. My first project was to lead a 12-person team to build and launch the website on a tight 21-day schedule in time for our first industry show. After that initial launch of the company website, PropertyFirst.com went on to become one of the top providers in its industry, and eventually, after a merger with LoopNet, it had a successful IPO.

PSI: How did you first come to use PSI’s Project Success Method?

DM: The FileOne project was enormous, strategic, and extremely complex. Quality and on-time completion were absolutely required. The people assigned to work on the project team didn’t have in-depth project management expertise or a history of successful project performance. As the project leader, I realized that in order for this project to be successful, I needed to train my team before starting. I looked at many outside vendors, but I was under the gun on this project, and I didn’t have very much time for training. A friend referred me to PSI, and I learned about their two-day training course that appeared to be exactly what we needed. All the other courses I had researched were too long and/or presented a collection of techniques, rather than proven and fully integrated project management processes. I liked the emphasis that PSI places on developing a workable project schedule, obtaining the team’s commitment to the schedule, and proactively controlling progress to stay on schedule. I also liked the fact that PSI could provide consulting assistance in addition to the training. I was sold on their program. We were trained in the Project Success Method and then applied the methodology to what was eventually the successful FileOne project. It took many things to be successful on this complex project, but I can truly say we couldn’t have done it without PSI.

PSI: Tell me about how you’ve used the Project Success Method in your work. What are the benefits of the methodology, and why do you believe that it works so well?

DM: The first benefit of the Project Success Method is that it’s simple to learn with a relatively modest investment of time and money in training. Nonetheless, it’s an extraordinarily powerful methodology.
Secondly, the methodology focuses on the essential  processes for defining the project, developing a comprehensive project plan, and controlling project execution. The processes are efficient, and every step adds real value.

The Project Success Method also provides a set of problem solving techniques to deal with the inevitable challenges that surround getting a project done on time, on budget and with the required quality level. There will be unknowns as you proceed through a project, and you have to be equipped with methods to identify them early, and plan new solutions as needed.

PSI: In the many projects you’ve led, have you found it advantageous to bring in outside trainers and consultants?

DM: I brought PSI in every time I had a new project to lead at a new company. I would always introduce PSI to my team members, and we would start the training and consulting process all over again.

With regard to training, one of the advantages that PSI brings is that they are deeply involved in applying the methodology that they teach, so the training is based on experience – not just academic theory. PSI knows that the methodology they teach actually works, so they can motivate participants as well as train them. Their instructors are highly credible, and they provide many real-world examples. The training also involves hands-on application of the methodology to a case that is based on a real project. Many successful project manages may still only be involved in a dozen or so significant projects in their career; PSI brings a wealth of practical experience from hundreds of project situations.

On the consulting side, while the training itself is very clear and understandable, it’s still very helpful to have expert guidance in applying the methodology. Having PSI consultants participate and facilitate a project is very beneficial – both to reinforce the training and to help ensure a successful outcome. In fact, you could say that a significant portion of the training is done on-the-job after the initial training class. Having PSI there does double-duty on training continuation, as well as project execution.

PSI: What advice would you give a project sponsor or project manager who is facing a complex project such as the projects you’ve led?

DM: I would offer the project manager or project sponsor three pieces of advice:

1. I assume you’re working on an ambitious project, so as the project manager, make sure you have clear and unambiguous authority from the most senior executive, as appropriate, to complete the project successfully. You have to have clear sponsorship at the executive level.

2. If you’re introducing the Project Success Method to a new team on a critical project, go through the training yourself with the team members (even if you are already very familiar with the methodology) to signal how important the methodology is to you. I’ve taken the course many times over to demonstrate to a new team, at a new company, that I take PSI seriously.

3. No matter how good your plan is at the beginning of a project, there will always be surprises and changes. When that happens, never yield to the temptation to abandon the Project Success Method, because you no longer have the time to apply it. If you do so, you’ll be making a terrible mistake and will almost guarantee project failure. Simply put, if you are having problems, solving the right the first time will be the shortest route to finishing the project. The net result is, you must have the discipline to apply the methodology from the beginning to the successful completion of the project. Yes, it requires an investment of time and effort, but the investment will pay off handsomely in the end.

PSI: Is there anything else you’d like to add?

DM: I’d just like to underscore the tremendous versatility of the Project Success Method. I’ve used it on enormous projects and small projects. I’ve used it in Fortune 500 corporate environments and entrepreneurial start-ups. I’ve used it on highly technical projects and on business projects, such as rolling out a new advertising campaign or a new company benefits plan. It’s worked for me time and time again, and I owe much of my success to PSI and the Project Success Method.