I am impressionable. Almost immediately so. I have visceral reactions to most
everything. Most commercials get their intended
emotional knee jerk from me, even if some made up scenario of a dad handing his
kid a baseball mitt to pass on to his son is completely cheesy, I’ll still get choked
up. For there to be any analysis of a given situation, I need time to dwell on
it. I’m one of those sleep on it guys. Then
the next day, I’m callous and snarky about most everything.
In 1999, I worked for a science museum
and a small team of characters had been gathered to develop, design, build and
install exhibits for the museum which was going to be built in a new facility a
mile from the old building. We had some seasoned veterans and some comical
upstarts. Some people who did the job for the love of it, some for the paycheck
and others who will never take the credit they deserve for their hard
work.
Joe was our leader and each exhibit
area had a producer with associate producers and production assistants. I was a lowly production assistant. I made
copies of blue prints and fart noises. We worked really hard. Some people had families to take care of and
great sacrifices were made. Some of us drank a lot more than others. “I can
drink a lot more!” We all coped in our own way.
I think it was June when Joe
gathered us together. The designers, producers, exhibit technicians, engineers,
writers… the whole team. And while this
will never be a word for word recollection, it’s how I remember it.
Joe reminded us of the date. It was June and we had about 16 weeks left
until the Gala Opening event. The
building had been behind in construction, so the installation of our exhibits
had been pushed way back. It wasn’t our
fault except in many of the situations where it was. It was easy to lay blame on construction
delays and harder to look at ourselves to see where we had imposed our own obstructions.
Joe said that there were now two
scenarios. In consultation with project teams and the General Contractor and
the board, our team was given two options.
Scenario one has us opening the
building on time, but with unfinished galleries. We could make the decision now to hold off on
one or two key areas, focus our efforts on getting most of the exhibits open
and then once the building was open, we would complete the other
galleries. Some exhibits would not be
open, but maybe people wouldn’t notice as much.
Scenario two had us completing all the
exhibits, but pushing the opening date back by a number of weeks. The building would open at 100% completion
and the guests would just need to be delayed by a month. People understand that there are delays with
construction and no one would completely blame our team for the delay.
Those were the two scenarios. Take your
pick.
But then Joe, in the way that Joe does,
said, “But I see a third scenario. A scenario where we finish all the galleries
and we open on time.” We would need
to begin installation in a building that was not finished. We’d have to work around contractors. There would be many late nights and families
would be inconvenienced. The construction workers didn’t like us underfoot and
didn’t like to work beside our contractors. The elevators weren’t all finished
and after hours we’d have to carry things up stairs. It would be extremely
difficult.
But Joe thought that we could do it. And I believed him. And others believed him.
And we did.
Sure, many of the graphics on the walls we made
out of foam core and there were a few exhibits that just couldn’t be at 100%.
The smell of drying paint and scraps of double sticky tape were abundant.
But we did it. We opened all the exhibit areas in
time for the grand opening.
The reviews of our new museum were mixed and still
are today. We learned many lessons from that experience.
What I know is that in the late 90s, a team of
people did what many said could not be done. I’ve slept on that speech and it
stays with me to this day. It’s given me the mantra of, “When given two
choices, take the third.” I still think about that team of folk and I have the
good fortune of working with some of them today. Joe is still my boss. Allen
and Neil are still not taking the credit they deserve. Randy is getting ready to
retire. We still do some work with Dan. Steve is coming back on board to run
the engineering department. And sometimes
Whitt will write words for us the way that only he can.
And then there’s me. Sometimes I wonder what I am
doing here. My title says I am a project manager. A lot of times I think that I’m
just the guy who derails meetings and tells the same stories over and over. I’m
making the same mistakes I did 15 years ago. Making the same excuses. But I’m
also still discovering new ideas. Fresh
ideas for interactives. I’ll always be the MacGyver type, being able to work
with a small amount of resources to accomplish a task. I don’t know anyone
better than I am at making something that is 12ft wide fit down a 10ft hallway.
I’ll always be there to tell you to watch your fingers and watch your toes.
So either I am a project manager or I am not a
project manager.
Sometimes I wonder what my third scenario is.