– Starting 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.
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.