The Delta Technology Difference
Republished with permission from the February, 2026 PMI-Houston Newsletter
One size doesn’t fit all in project management, but project management fits all sizes, according to Kevin Miller. Even the smallest company can benefit from implementing sound project management practices, he believes.
The founder and head of Delta Technology, Kevin has worked with companies with as few as 10 employees to companies with as many as ten thousand employees. Each, he says, has presented a unique challenge that requires tailoring his services to account for the company’s size, project management maturity, industry, and readiness for change.
One thing they all have in common is that they are usually in the early stages of formalizing project management. For the smaller companies his services might focus on implementing a single project, while for his bigger clients his services might involve setting up a Project Management Office.
As he began developing his business, Kevin realized how critical organizational change management is to successful project management. That is true for companies of all sizes, but even more so for the small, sometimes family-owned, companies he works with.
“You can’t bullrush a large change for a company that’s been the same for 20 years. It just doesn’t work. You have to give them time to think about it, to understand it, to start asking questions, to go through their grief cycle. All of that takes time, but the results are always much better when you give it time,” he says.
And it can be even more than 20 years in some cases, as he found in a recent project where the company was still using a software system based on MS-DOS (tip to those under a certain age: look it up).
But by following an iterative process and working closely with the employees, Kevin was able to help them implement a new system they could continue developing on their own.
“That was a great experience,” he says. “To help people move forward, and to see their lives improve is the biggest and best reward of my job.”
Having been on his own for ten years now, he has moved beyond offering just services to offering products. His first was a core competency assessment based on PMI concepts. His second was a thorough PMO assessment based on the PMI Value Ring.
All project managers face challenges in completing projects on time and on budget, but for someone like Kevin running his own company that challenge is even greater. It’s not just a job, it’s his business.
He sums it up by saying, “I have to hit deadlines. I have to hit the budgets. I’m selling project management.”