– ┬áStarting up

Project management requires a  high level of synchrony, as this is the  foundation of all organisations.  If one department is  behind schedule, for example, the main project  will suffer as progress is put aside a  so called ‘breakage’ in the schedule. As on a PRINCE2 practitioner training Certification uk.

All project approach  systems, such as Scope Management (SM)  and Work Breakdown Systems (WBS) have been designed  to assist project-heads and all other involved departments, as  these can:

–  give a realistic breakdown of the environments and activities  that are being managed;

–  assist the main project Director with his / her  team and provide timely and accurate reports, which can be shown as ‘realistic  progress’ and which he / she can use to ‘de-risk’ his projects,  therefore  ensuring continuous success;

–  give the organisation (or project) a map of what it must do (to  achieve tomorrow’s outcomes) and the timelines necessary to achieve it;

–  indicate generally where things are falling or being stopped – making a clear  –  ‘big picture’ (in the form required);

–  a practical platform where all those who participating (from all departments)  can ensure they are all ‘on the same page’

As the  work breakdown structure  (WBS) or Scope Management (SM) elaborate  the target objectives being achieved by the  project, and under which milestones the relevant tasks  will reside, it becomes much easier to organise (or synchronize) these initiatives and activities into a simple but very useful project sequence.  Such a sequence will facilitate obtaining more consistent (rapport) throughout the organisation and provide those responsible with the structure they need to be close to the action and  to track its progress

The placement of Project and change control

Projects within an organisation can be split into two groups,  “projects to plan a future state” and “projects to deliver an existing  process” These include not only the activities entitled to this in  Part One, but also the functions which make them, such as Training,  Change Control, Issue Management etc.

Clear control

Projects should be split into two groups rather  than carrying two project groups with two project approach  plans. The project groups should have separate meltdown periods  – to keep control – and following a project structure, would prove useful.

An alternative would be to build dynamic kick-starting periods in all the projects.  At this stage details of the project are clearly defined and aware to those who  are there to help within the project.

The exit window

As an organisation, one of the best ways of delivering project [and  change management] unity and cooperation is to ensure an ‘ succession crisis’ as to who is taking control of the project and the ‘change’ activities.  If you do this, you will have an unchangeable, effective oversight and –  if the project is successful – continual turnaround and is a  much better way of managing those  such functions where well organised and well run,  able to manage their own stakeholders and their own change activities than the management team from the moment an organisation makes the first contact with them.

A 2007 opportunity

We are an organization of project management professionals and our network is global. We thought we might be helpful to other organisations  even if we were talking  only about a potential opportunity.   When you look at all the projects that we see, projects where the benefits and results are particular to a specific organisation and this is where the opportunity exists.

Project managers with a degree recognised  within a discipline such as Project Management will understand the  structure and aspects of the departments and related processes within their business.  These have a focus on specific parts of the business areas and will already have pre-existing knowledge of the other aspects relevant to the business within these.

Storming project additions

chaizen giving early guidance

focus on just the right projects

adjust pro-actively and progressively based on the business needs

reuse best practices from earlier projects

the right approach to prioritisation and analysisto recognise if changes to structures, processes or assets are required.

project to plan a future state

project to deliver an existing process

project to deliver an industry regionally (f Months rolling calendar)

project to deliver a specific piece of functionality

project to transform a process.