Film obiluje brutalnim audio-vizualnim efektima, koji zaista nevjerojatno prikazuju unutarnji svijet naslovnog junaka, ali kritički bih sud o samom filmu ipak prepustio struci. Uz dobronamjernu napomenu da će gledatelju biti lakše pratiti radnju, ako prije gledanja zaviri makar na Oppenhemerovu Wikipedija stranicu. Onodobne velikane fizike ne nazivaju bez razloga „the wild ones“. Oni su živjeli sex, drugs and rock’n’roll lifestyle mnogo prije nego što su ga usvojile glazbene zvijezde.

Kako bilo, neovisno o tome koliko mi se Nolanov presjek jedne od najzbudljivijih dionica u povijesti fizike i njezinih protagonista osobno svidio, moram priznati da sam u priču ipak ušao pomalo pristrano – budući da sam i sam fizičar po struci. Ostavimo li, uz to, znanost kratko po strani i usmjerimo pogled umjesto toga na priču o tome kako je Robert Oppenheimer uspio realizirati ovaj kolosalni projekt (o čijim posljedicama itekako možemo raspravljati), dolazimo do teme današnjeg bloga: uloga projektnog menadžmenta u projektu Manhattan.

Project challenges

To begin with, the Manhattan Project, like most projects, exceeded its deadlines, budgets, and anticipated workforce. I read somewhere that Oppenheimer initially planned to need only 6–10 people to complete the project. Ultimately, he had to construct an entire city in the middle of nowhere, complete with all necessary infrastructure, to house the hundreds of people required to bring the project to fruition.

It’s also important to remember that this was a research and development project. Back then, project managers lacked both the theoretical and practical knowledge they needed, and they had to develop it on the fly.

One striking example of the challenges they faced was the potentially apocalyptic concern about whether a nuclear explosion could ignite a chain reaction that would set Earth’s atmosphere ablaze and destroy all life. While theoretical calculations almost entirely ruled this out, the scientists knew they couldn’t be 100% certain until they tested their theory in practice. If that isn’t calculated risk, I don’t know what is!

Thankfully, most of us in our day-to-day work don’t encounter problems of potentially cataclysmic proportions. Still, whether it’s “just another routine task” or an R&D project fraught with more unknowns than facts, this paradigm is undoubtedly familiar to anyone in the industry.

Project management at Los Alamos

Los Alamos Colloquium

Oppenheimer played a pivotal role in the Manhattan Project, overseeing its scientific and technical aspects. He coordinated a wide range of scientific research, theoretical considerations, engineering activities, and even managed military personnel assigned to the project for security reasons. On one hand, he looked after the well-being of all individuals involved, while on the other, he worked to keep them motivated and dedicated to the ultimate goal.

Like me, you may also be wondering what tools Oppenheimer used in his PM role.

1. Expertise

Oppenheimer’s formal education in physics, with a focus on theoretical physics, provided the foundation for his technical contributions to the project.

Thanks to his expertise, he could grasp and address the complex physical challenges encountered daily on the path to a technical solution. This allowed him to lead not only physicists but also chemists, metallurgists, and experts from countless other fields essential to the Manhattan Project’s success.

Equally important was his ability—or humility—to recognize the need for knowledge and skills beyond his own expertise, without letting ego get in the way. This meant trusting his team to do their jobs well.

2. Leadership and Vision

Leadership is often the key factor that distinguishes success from failure. Oppenheimer’s charisma, his ability to inspire hundreds of people, and his clear communication of goals were instrumental in achieving the Manhattan Project’s objectives.

Keep in mind that the team was composed of individuals with diverse worldviews, expertise, and experiences, all united by a monumental scientific challenge on one hand and various fears on the other.

3. Team Building

For extraordinary outcomes, you need extraordinary people. The problem is that the right people for the job aren’t always natural team players. A good project manager knows how to create an environment where even such individuals can be successfully integrated into team efforts. Oppenheimer seems to have been a master at creating enough maneuvering space for individual excellence and innovation to contribute to collective success.

4. Coordination and Management

Developing the atomic bomb required managing an impressive number of locations where different parts of the process were carried out, as well as coordinating people and efficiently distributing resources that were constantly evolving and shifting.

5. Decision Making

Oppenheimer made numerous critical decisions that had a significant impact on the project’s final direction. His ability to balance the scientific and practical aspects was one of his key traits as the leader of the Manhattan Project.

6. Adaptability

Robert’s openness to new ideas and his willingness to implement them in the project made a difference. This approach encouraged others to innovate and experiment while fostering a culture of continuous learning, which he exemplified and expected in return. This was crucial for generating an incredible amount of new knowledge and skills.

7. Pressure Management

Imagine the expectations and pressure brought by the wartime circumstances surrounding the Manhattan Project. On one side was the uncertainty of whether an atomic bomb could even be made, and on the other was the understanding that its creation could be the key to ending World War II. Steel nerves and an ironclad stomach!

A FINAL NOTE

The ethical questions surrounding the Manhattan Project are, of course, open for discussion—scientists involved in the project debated them even at the time. From a project management perspective, however, Nolan’s film is a brilliant case study that highlights the value of effective PM, especially when the stakes could alter the course of history.

Author: Karlo Klečina, Project Manager, TIS Grupa

The post The Role of Project Management in the Manhattan Project: Oppenheimer’s Leadership and Decision-Making appeared first on TIS Grupa.

A quick browse through various job platforms or a glance at the popularity of online courses will soon reveal that project management – or “project managment,” as it’s often colloquially written – is one of the most dynamic and sought-after career fields.

And let there be no confusion: while it is prevalent in IT projects, this phenomenon extends far beyond the IT industry. Considering the type of economy we live in – project-based and increasingly complex – it’s nearly impossible to find an industry that doesn’t require a skilled project management department or at least one competent project manager.

These aren’t just empty claims; numerous reputable studies conducted over the past decade confirm the rising importance of this field. Thanks to such research, we can track the growth of its significance. Today, it’s hard to find senior managers who won’t agree that project management is crucial. A full 90% of experienced managers consider project management vital for business success, and 60% rank investing in building a quality project team among their top three priorities. Recent studies paint an even starker picture: during the pandemic, project management emerged as one of the areas that saw a 20% global increase in resource allocation compared to just a year earlier, alongside critical thinking and strengthening basic digital skills.

This is hardly surprising when you consider the following statistics: due to inefficient project management, approximately $1 million is lost globally every 20 seconds, adding up to $2 trillion wasted annually. To put this into perspective, Croatia’s 2022 national budget was a “mere” HRK 145 billion – and that’s in kuna, not dollars. As if this weren’t bad enough, about 1 in 3 projects fail outright, 43% exceed their budgets, and 48% miss their deadlines.

Now, I understand statistics aren’t exactly the sexiest tools in the world, so let me present just a few more numbers before diving into how project management applies to everyday life. When a project manager does their job well, the rate of unsuccessful projects drops by 31%, 30% of projects are delivered under budget, and 19% are completed ahead of schedule. Productivity increases by 21%, and large projects save over half a million dollars. So, the benefits are clear.

Project Management in Everyday Life

When explaining project management to new colleagues, we often use the analogy of planning a family party. As the organizer, or project manager, you need to know how much money you have, how you’ll collect it, whether there’s anything already prepared that you won’t need to redo, how long the event will last, what the weather will be like, and even how to gather feedback to make the next party even better.

While some undertakings are explicitly labeled as projects, there are many others we can treat as such without an official designation. For instance, consider developing your career. Whether you plan to stay with the same employer until retirement or change jobs every few years, this process has a defined timeline – a key characteristic of projects, as opposed to operations, which can stretch indefinitely.

Now, to complicate matters further, we need to factor in a few additional variables. First, expectations. In any professional setting, we all navigate a sea of expectations – both our own and others’. We must recognize that investing time in additional education to acquire new skills will be necessary to meet some of these expectations.

So, to simplify: a project is any process with a defined duration that operates within specific parameters and aims to achieve a particular goal. This means any unique endeavor with a limited timeframe, whether in our private or professional lives, can be defined as a project.

With this perspective, it becomes clear why project management is so applicable to everyday life. Project management requires analytical skills that allow us to approach a problem objectively, guided by the goals we’ve set, regardless of whether we’re wearing rose-colored glasses or under a cloud of pessimism. Good decisions aren’t made based on emotional states or feelings.

Furthermore, a competent project manager understands that no project – like any life plan – will ever unfold exactly as initially envisioned. That’s why they leave enough room for adjustments. For example, in agile work approaches, this might mean postponing decisions that lead irrevocably in one direction for as long as possible or allocating a contingency budget for Plan B if things go awry. The key takeaway here is to recognize that nothing will ever go perfectly smoothly, there will always be unforeseen obstacles, but such situations shouldn’t be handled on the fly. Instead, they should be anticipated, with potential solutions prepared in advance, while staying focused on the set goal.

While these are all critical elements, good communication often proves to be the most crucial. Effective communication between the project manager, their team, and their supervisors is indispensable. Returning to the numbers for a moment, research shows that 56% of budget waste is due to poor communication between project managers and their superiors and subordinates. In other words, it’s not just about what is said but also how, to whom, and when it is said. Imagine subtracting that 56% from the $2 trillion wasted annually due to poor communication – how much higher would the average Croatian salary be?

Project Management in Practice

To ensure all these components work synergistically and yield optimal results, it’s essential to find the right balance of theory, experience, and suitable communication patterns. This is something we instill not only through our internal workshops, where we train colleagues at TIS to become more efficient project managers, but also by sharing our knowledge and extensive experience beyond our own walls.

A great example is the Soft Skills Academy, where we showed FER students what a good project manager must do in practice. This interactive workshop lasted two days, with four-hour sessions each day, and was organized around group work. After a brief introductory lecture, students chose one of three key project roles and a goal or purpose for the project they would develop. The only condition was that the project had to be as feasible as possible, allowing them to navigate all five phases of a project while confronting the real challenges faced by each project participant. Later, we analyzed their approaches through discussion, highlighting what worked well and what might look different in real-world practice.

Another type of collaboration offered by TIS involves deploying our experts to institutions that require such services. A recent example is the Instant Payments project, where Zagrebačka banka, for the first time ever, entrusted an external project manager to coordinate their experts. Although I joined the project after the kick-off phase and didn’t participate in early planning, I can confidently say I achieved my goals. At Zaba, I didn’t come in as an external expert to forcefully “fix” things but rather carefully examined the situation to identify where my experience and expertise could improve efficiency without disrupting existing processes that worked well.

We’re proud to say this collaboration was highly productive, enjoyable, and successful. Notably, we completed the project within the projected timeline, budget, and quality standards. I’d like to take this opportunity to thank Zaba for their support. They provided a pleasant work environment, allowing me to focus my energy on activities that contributed to the project’s success. I believe this supportive atmosphere was a significant factor in our fruitful collaboration.

How to Choose the Ideal Project Manager?

To conclude, here’s an open question faced by anyone considering hiring a project manager: should you hire someone who has honed their skills through experience in the trenches, or is it better to hire a formally educated project manager?

Both approaches, of course, have their advantages and disadvantages. However, our experience shows that combining both is the best solution. That’s why, at TIS, we invest in our technically skilled professionals, regularly supplementing their knowledge and skills with training and internationally recognized certifications essential for every project manager. This way, we consistently deliver outstanding results to our clients.

If you need our assistance, don’t hesitate to reach out. Our experts will find the ideal solution tailored to your specific needs.

Author: Alan Budak, TIS, Head of Project Management Office

The post Project Management: From Big Data to Everyday Life appeared first on TIS Grupa.

In corporate-focused texts, it’s common to highlight an employee as the company’s “good spirit.” Thanks to employer branding and social media, we’ve seen and heard countless such stories. The problem is that these narratives often feel forced, shallow, and reduced to empty promotional constructs that lack genuine soul. But fear not—this will not be one of those stories, nor could it be, no matter how hard we tried.

Daniela Velčić has been with TIS practically since the beginning of her career, and it’s impossible to find a colleague who wouldn’t describe her as the heart and soul of the company in their first sentence. We’ve verified this, and empirical results are available upon request.

A would-be math and computer science professor—much to the dismay of children who never got the chance to fall in love with equations and code under her tutelage—Daniela traded the classroom early on for a career in the financial industry. Though she started as a programmer, Daniela has always been more drawn to people than numbers. However, she knew one thing for certain: if she wanted to succeed, she’d first need to master her technical skills.

A successful project manager, particularly one working in the IT sector on complex financial projects, must merge technical expertise with business analysis and then blend both under the guidance of an empathetic manager with strong social intelligence. Yet, the idea of ending up in sales—as a Key Account Manager & Senior Sales Consultant—was never even a remote possibility in her mind.

“Who actually plans to go into sales?” Daniela remarks with her trademark warm laugh while playfully striding down the hallway. “Nobody prepares you for the reality of making a set number of calls in a day or visiting a specific number of clients—not to mention meeting targets.” She comments with a reassuring smile beneath her round glasses, adding, “But don’t worry, sales in IT is never boring.”

Shaping the Future Through Projects

Over 25 years, Daniela has been involved, in one way or another, in projects of monumental scale—though she herself would never describe them that way. Not because she doesn’t see their value, but because humility is deeply ingrained in her nature. “At TIS, we’ve always operated at full capacity to deliver the best possible solution for the client. Sometimes that solution impacted a larger audience, sometimes a smaller one, but it was always of the highest standard,” she explains in her typically understated manner.

If you’ve ever heard of SEPA, NKS, EuroNKS, IBM Sterling, NKSInst, or more recently, considered how life changed with the introduction of the euro, then you’ve indirectly encountered Daniela’s work. Or, to rephrase, you probably haven’t heard her name because the projects she’s worked on have always been implemented so flawlessly that there’s never been a need for public scrutiny.

And let’s be clear—these aren’t minor systems, simple projects, or basic solutions. The tools we’ve mentioned form the backbone of Croatia’s entire financial system. Every transaction in the country is directly or indirectly tied to one of these systems. Truly monumental projects, without exaggeration.

Biggest vs. Favorite Project

“SEPA was a project that impacted all of Croatia. There was no room for error. On June 6, 2016, the system had to go live, and my greatest achievement was the praise we received from the entire SEPA community, emphasizing how seamlessly the transition was executed—quickly, efficiently, and flawlessly,” Daniela highlights.

While SEPA was the largest project she worked on, her favorite remains Dubrovnik Airline. After more than 25 years and countless demanding battles in the exciting IT industry, it still holds a special place in her heart. “Thanks to the people behind Dubrovnik Airline, I accidentally ended up in sales nearly 20 years ago,” she recalls with a laugh. “Following successful collaborations, those same people trusted TIS to help establish their new airline, Dubrovnik Airline,” she reminisces.

Daniela spent the next decade helping her team build Dubrovnik Airline, working long hours from various locations—Zagreb, Rijeka, Dubrovnik—while directly collaborating with the client. “For that project, we all lived and breathed it. Fixed working hours were a foreign concept, but we also never missed celebrating our successes. To be successful in your work, you need both,” Daniela notes.

Moments to Remember

TIS has always been a trendsetter in personalized client relationships. One initiative Daniela fondly recalls is sailing trips with business partners. “We’d rent several sailboats and host our key clients for four days—from Thursday to Sunday—sailing a different route each time.”

On her first trip in 2004, Daniela found herself sharing the tight quarters of a sailboat with two bank CEOs. “As the saying goes, friendships are tested on a sailboat—imagine being stuck with significant business leaders! But thankfully, the skipper set the rules immediately: on the boat, everyone’s on a first-name basis, and everyone works equally,” she recalls. “That experience taught me to approach my role as a KAM much more naturally, simply, and effectively. Plus, I got the chance to learn from the best.”

A Key Link in TIS’s Chain

Empirical proof from the story’s beginning backs it all up.

“For over two decades, Daniela has been the ‘good spirit’ of TIS’s projects in the financial sector. Her cheerfulness, honesty, professional approach, and unwavering dedication make even the toughest projects more pleasant. Her immense enthusiasm makes her an irreplaceable part of the TIS family,” says Business Manager Vjekoslav Martinčić.

Veteran colleague Sanja adds: “Throughout these years, Daniela has always found ways to connect business with personal, creating a small family atmosphere. She thrives on doing her best and hearing gratitude from colleagues. That’s what recharges her energy.”

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