From the Ask Tom mailbag-
You said a growing company has to slow down and describe the work. You nailed our company – we miss deadlines, too much rework, a warranty claim, turnover, morale is tense, managers are nervous. Yet, we have more incoming work than we can handle. And all you can say is – we need to slow down and describe the work?
Or you can stay in the chaos. Somehow, you will manage to get through the day. You will settle your warranty claim, but the tension will remain.
You cannot work faster, harder or longer to solve this problem. You have to re-trench. This is fundamental blocking and tackling. It starts with describing the work in the role, documented in a role description (fundamental blocking and tackling).
A project manager with three projects is level (II) work. The work is coordinating and scheduling all the elements of the project. There is level (II) decision making and problem solving.
A project manager with 50 projects is level (III) work. It requires a system and a team. The decision making is not about project management. There are too many projects. The decision making is about the system of project management. The problem-solving is not about project management. The problem-solving is about the system of project management.
Or, you can stay in the chaos.