Could I be the Project Manager for a major movie production?

Could I be the Project Manager for a major movie production?

I watched the extras on the DVD of the Hobbit movie where Peter Jackson describes various aspects of making the Hobbit. There were remarkable similarities between my experience with a large, complex project in Argentina and Jackson’s experience in managing a movie production in New Zealand.

Both were projects by the traditional definition; A temporary endeavor to produce an objective. My objective was to design and build a copper mine in the desserts of Argentina. Peter Jackson delivered one of my favorite movies (trilogies).

To be successful, we both had to manage schedules, estimate budget and manage costs, identify and manage risks, identify and manage a wide range of project stakeholders, as well as a number of project management tools, techniques and work processes. The traditional project management knowledge, skills, and processes are required for the successful management of all projects but they are not sufficient.

Large complex projects have similar requirements. The complexity of managing across international boundaries, managing large (1,000 plus) project team, managing contractors and subcontracts reflected both projects. Both projects housed and fed over 1,000 project team members in remote locations. Both projects managed relationships (permitting, taxation, law enforcement) with local and national (Argentina and New Zealand) political realities.

Success on both projects depended on highly talented experts. Peter Jackson relied on experts in makeup, set design, wardrobe, film editing, as well as acting and directing. Although not as exciting, we had the top mining engineers, hydrologists, civil and electrical engineers (try constructing an electrical transmission line 1,000 km over the Andes Mountains).

The similarity in the need for both foundational project management (KSP) and similarities in the project profile were remarkable. As I think about a Three Dimensional Model for understanding the knowledge, skills and processes needed to manage a project, both of these projects had similar profiles and the need for foundational project management. They differed greatly in the industry knowledge needed to be successful.

I accidentally became the project manager of the Boeing Training Project in Charleston. This was a multimillion dollar project to train new employees (around 2,500) for the new plant in Charleston SC. This plant was introducing new technologies. This meant the project team worked with the design engineers to develop work flow process, determine the knowledge, skill and abilities to accomplish the work, develop training modules, instructor training, recruitment, screening etc.

I recruited the best training expert I could find (Tom Yeoman) and went to the Air Force Base and recruited a senior master sergeant (AB Farington). Tom successfully designed and delivered training in diverse industries for 20 years and AB understood airplanes, FAA requirements and the Boeing culture. Success would have been difficult without this kind of talent and dedication.

Reverting back to my title question; Could I manage a major motion picture project? Short answer; No! 

I believe I could bring value to a project bringing both traditional project management KSPs and on projects where the project profile reflects some of my project experience on large complex projects. As I watched the Hobbit DVD Extras, Peter Jackson was involved in decisions about makeup, directing, stunts, story line that require a vision and an understanding on how to make that vision real on the screen. That takes talent and years of experience. I have neither.

Now I relate to a bigger project management question, that is more relevant than whether I can manage a movie production, How do we improve project management? What implication does this model have on our approach to project management research?

Russ