PRINCE2 is the dominant one, particularly in the public sector, but numerous BNLO@MXRODBHĆĽBEQ@LDVNQJRDWHRSSNN +DS us simplify it all with a metaphor â€“ think of yourself as setting out on a journey: Ĺž 6WUDWHJ\DQGSODQVoutline the route you are travelling Ĺž 2UJDQLVDWLRQREMHFWLYHVDQG business needs make up the vehicle you are travelling in Ĺž Controls (such as progress reports, steering committee meetings and risk logs) constitute your navigation
Here are some examples of common pitfalls and how to avoid them when planning a project and managing schedules: Ĺ™6DĹ—QDMNSCNHMFHSSG@SV@XMNVĹš Keep the plan up to date â€œJust dump that under the GD@CHMF/QNIDBS,@M@FDLDMSĹš UNHCMNM RODBHĆĽB@BSHUHSHDR
Project management problems usually arise when putting theory into practice. 3GDĆŚDWHAHKHSXNEEQ@LDVNQJR@MCSNNKRHR soon challenged by the unpredictability of markets, organisations and perhaps hidden agendas of stakeholders.
â€œIâ€™d guess 60 days for RNESV@QDCDUDKNOLDMSĹš
Implementing project management successfully requires equal knowledge of and emphasis on the people, the process and the task. With tight deadlines and pressure from management, clients and regulators alike, it is tempting to focus solely on the task at hand. However, to obtain the desired results it is necessary to apply a holistic approach and also consider engaging the right people, ensuring high performing teams and engaged stakeholders, as well as designing a sustainable process to ETKĆĽKSGDNAIDBSHUDRNESGDOQNIDBS
Project failure is often caused by a lack of clarity of what is to be delivered, how and by whom. Whenever we decide we want to do something, go somewhere, build something, achieve something, we need to know the answer to some questions:
â€œBut that was supposed to ADCDKHUDQDCAXSGDLĘ–Ĺš
Ĺž Ĺž Ĺž Ĺž Ĺž Ĺž
What are we trying to do? When will we start? What do we need? Can we do it alone, or do we need help? How long will it take? How much will it cost?
These are the usual questions asked at the start of any project, and the answers are the building blocks of project management. Based on these answers, developing a concise project management plan and governance structure from the start is essential to project success. Ensure that your pick a format and level of detail that suits the project. Particularly in terms of managing schedules, it is often the case that for smaller projects a list of deliverables with target dates VHKKADLNQDDĆ¤DBSHUDSG@M@ETKK
blown schedule. For larger projects, phased planning is handy in which immediate phases may be planned in detail and later stages in summary.
Watch out for hard-to- measure activities
Involve the team in the planning Ĺ™(CNMĹ—SJMNVVG@SSNCNĆĽQRSĹš Make the logic clear â€“ what drives each task Ĺ™6DĹ—KKOTSHSA@BJ@MNSGDQVDDJĹš Be aware of the trend of slippage â€“ consider a milestone chart
Ensure dependencies are understood and owned Additionally, targeted stakeholder management and communication are essential throughout the project lifecycle. The importance of these elements are often ignored or reduced to line items within a project plan. The fact of the matter is: communication promotes commitment. Thus, you have to communicate to improve the quality and reliability of the project outcomes: Ĺž 8SZDUGV â€“ to gain commitment from top managers who can then make informed decisions Ĺž Inwards â€“ to help the teams to manage and to understand the whole context of the project Ĺž 2XWZDUGV â€“ to end users and stakeholders to ensure the proposed result meets their expectations Ĺž 2XWVLGH â€“ to manage information about the project to the press, customers and the general public when necessary In sum, project teams cannot work in isolation. A competent project manager builds a strong understanding of all the project stakeholders; establishes SGDHQUHDVONHMSR@MCKDUDKNEHMĆŚTDMBD over the project; uses communication
Put the effort in up front and it pays off in the long run. to win over the opposition; and keeps track of the stakeholder dynamics throughout the project. Finally, projects exist to create value Ĺ”VGDSGDQHSHRHMSDQLRNEĆĽM@MBH@K MNM ĆĽM@MBH@KNQHMS@MFHAKDADMDĆĽSR 3GD HLONQS@MBDNEADMDĆĽSRL@M@FDLDMS seems obvious. Yet most projects fail SNCDKHUDQSGDHQDWODBSDCADMDĆĽSR@R these are not actively managed. Think about some of the projects you have worked on: Ĺž What were the deliverables, and VG@SVDQDSGDDWODBSDCADMDĆĽSR Ĺž Did the project deliver its DWODBSDCADMDĆĽSR Ĺž 6G@SCHĆ§BTKSHDRVDQDDWODQHDMBDC HML@M@FHMFADMDĆĽSR !DMDĆĽSRB@MADG@QCSNLD@RTQD /QNIDBSR often focus on deliverables rather than SGDADMDĆĽSR@MCNVMDQRGHOENQADMDĆĽSR delivery is often confused. Be realistic VGDMCDĆĽMHMFADMDĆĽSR@SSGDHMHSH@KRS@FD @MCDMRTQDNVMDQRGHOENQADMDĆĽSRCDKHUDQX is embedded within the organisation. The morale of this article â€“ and the HVVHQFHRISURMHFWPDQDJHPHQWĹ˜LV
,QWKHHTXDWLRQRIHĆ¨RUWYHUVXVWLPHLW may be harder work in the beginning RIWKHSURMHFWWRGHYHORSDVRXQG SURMHFWPDQDJHPHQWSODQVWUXFWXUH DQGSURFHVVEXWLWVDYHV\RXVLJQLĆŠFDQW HĆ¨RUWVLQWKHHQG3XWWKHHĆ¨RUWLQXS IURQWDQGLWSD\VRĆ¨LQWKHORQJUXQ
Published on May 30, 2013
In The News Isle of Man, FATCA, KPMG - Right In The Game, Appointments, Getting Ahead In The Cloud, ITEX - Manx Cloud, Appleby - Offshore Re...