The Case for Project Management in Any Organization!

Why Should You Care?

management-and-the-triple-constraints

  • Behind every project is an idea, whether trying to improve efficiencies, increase
  • margins, or drive product development and innovation. Regardless of the benefits, organizations are using projects to achieve their business objectives.
  • Customer demands for new products and services almost always outstrip internal capacity to deliver. More than 30% of projects end up being cancelled in midstr
    eam and more than half of these projects typically run over budget and over the original time estimate.
  • Poorly managed projects may also result in poor quality, rework, and loss of reputation for the organization.
  • Project Management should be a core competency for any organization. Project Management can help you deliver the right products at the right time, resolve problems and issues, optimize the use of organizational resources, and manage change in a better manner.

The Pace of Change:  Due to the speed of change and market competition, every organization is required to adjust much faster today than in the past.  To do so,

organizations launch projects and expect them to deliver results.

What is Project Management?:  A managed approach to achieve all of the project goals and objectives while honoring the constraints of Scope, Time, and Cost.  Projects typically perturb the organization with respect to meeting daily ongoing operations.  Project Management identifies and resolves conflicts for competing resources and priorities.

 Value Proposition for Project Management:  Starts with the knowledge that it

takes time and effort to proactively manage a project.  This cost is more than made up for over the life of the project by being more predictable, practicing proactive scope management, effective problem resolution, and managing expectations more effectively.

Organizational Processes to be Defined and Developed:  Each organization has unique characteristics and their Product Roadmap and Project Life Cycle process will need to be developed based on the organizational structure, culture, customer requirements, and specific industry.  However, the project management processes and knowledge areas to effectively meet customer requirements in the completion of projects is a methodology that is universal across industries and organizations.

 

Project Management as a Core Competency:  My project management philosophy is designed to move your organization from utilizing “accidental” project managers to an organization that recognizes project management as a “core competency.”  Effective and efficient project management will be considered a strategic competency the organization.  This will add real value to business performance by tying project results to business goals, competing more effectively in their markets, and having the ability to respond to the impact of business environment changes.

The Case for Project Management in Any Organization!

management-and-the-triple-constraintsWhy Should You Care?

  • Behind every project is an idea, whether trying to improve efficiencies, increase margins, or drive product development and innovation. Regardless of the benefits, organizations are using projects to achieve their business objectives.
  • Customer demands for new products and services almost always outstrip internal capacity to deliver. More than 30% of projects end up being cancelled in midstream and more than half of these projects typically run over budget and over the original time estimate.
  • Poorly managed projects may also result in poor quality, rework, and loss of reputation for the organization.
  • Project Management should be a core competency for any organization. Project Management can help you deliver the right products at the right time, resolve problems and issues, optimize the use of organizational resources, and manage change in a better manner.

The Pace of Change:  Due to the speed of change and market competition, every organization is required to adjust much faster today than in the past.  To do so, organizations launch projects and expect them to deliver results.

What is Project Management?:  A managed approach to achieve all of the project goals and objectives while honoring the constraints of Scope, Time, and Cost.  Projects typically perturb the organization with respect to meeting daily ongoing operations.  Project Management identifies and resolves conflicts for competing resources and priorities.

 Value Proposition for Project Management:  Starts with the knowledge that it takes time and effort to proactively manage a project.  This cost is more than made up for over the life of the project by being more predictable, practicing proactive scope management, effective problem resolution, and managing expectations more effectively.

Organizational Processes to be Defined and Developed:  Each organization has unique characteristics and their Product Roadmap and Project Life Cycle process will need to be developed based on the organizational structure, culture, customer requirements, and specific industry.  However, the project management processes and knowledge areas to effectively meet customer requirements in the completion of projects is a methodology that is universal across industries and organizations.

Project Management as a Core Competency:  My project management philosophy is designed to move your organization from utilizing “accidental” project managers to an organization that recognizes project management as a “core competency.”  Effective and efficient project management will be considered a strategic competency the organization.  This will add real value to business performance by tying project results to business goals, competing more effectively in their markets, and having the ability to respond to the impact of business environment changes.

I Have Been Organizationally Socialized…

onboarding_difference-between-orientation-and-on-boarding…and I liked it!

Onboarding (per Wikipedia), also known as organizational socialization refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors in order to become effective organizational members.  Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as higher job satisfaction, better job performance, greater organizational commitment, and reduction in occupational stress and intent to quit.

Research has shown evidence that employees with certain personality traits and experiences adjust to an organization more quickly. These are a proactive personality, the “Big Five” (openness, conscientiousness, extraversion, agreeableness, and neuroticism), curiosity, and greater experience levels.  For more information from the Wikipedia entry, click here.

I would put myself squarely in the “Proactive personality” category, which refers to the tendency to take charge of situations, information seeking, and achieve control over one’s environment. I think that this accelerated my socialization process, enabling me to adapt more efficiently and become an immediate contributor to the organization.

I firmly believe that the organizational socialization starts during the interview process, aligned with the organizational culture and values.  Any new team members must be considered a fit for the organizational environment.  An organization that knows the type of people that they are looking for, such as the proactive personality or an experienced worker, will select a new team member that compliments the organization.  This person will not only be able to, as a mentee, to adapt and be effective in the current organization, but to act as a mentor to help the organization realize continuous improvement and improve performance.

I have been fortunate during my career to be associated with companies that practice onboarding, and my current employer is no exception.  My first two weeks was dedicated to onboarding, with a mixture of meeting with the different departments, and of learning the specifics of my particular role and preparing to assume my share of the project management responsibilities.  Entering this onboarding period, I was focused on building relationships and seeking information and feedback.  During each onboarding interview, I was interested in their perceived functional interface with the project development process, and their assessment of what worked and what needed improvement.

For the duration of my onboarding, which extended beyond the initial two weeks to allow for specific project turnover, I had a daily debrief with my manager.  In my case, the manager is the President of the company, and we were able to discuss observations and develop plans of action in real time.  By the end of the onboarding process, we had a list of improvement items that will serve as the basis for our Project Management Priorities and Key Performance Indicators for the ensuing year.