The Cost of PM Efficiency

Andy Jordan

Andy Jordan PMP is the founder and president of Roffensian Consulting. Andy is a seasoned business professional with experience in many industries on two continents. After a career managing high profile, business critical projects for many organisations Andy moved into leadership of project management offices and built a reputation for building, rescuing and improving this key function. His approach of tailoring processes to the style and ability of the organisation, and focusing on the development of project staff rather than the short sighted approach of meeting project deliverables at all costs has repeatedly shown dramatic results.

You don’t need me to tell you that the world of project management has been on a continuous drive for efficiency in recent years. Organizations are looking to deliver more projects with fewer resources, and this has led to significant change in the life of PMs. Some of those changes have delivered obvious benefits--the increasing availability and functionality of project management software has reduced expensive administrative overhead, for example. However, in some cases the efficiency gains that an organization has generated are coming at a very high cost, and those organizations may not even know that those costs have been incurred.

I’m not going to pretend that there aren’t real opportunities to improve the efficiency of one or more elements of project execution in most organizations--there undoubtedly are. What I am suggesting is that sometimes organizations push so hard for efficiency that they ignore the potential impact, and that’s when the problems start.

The Fundamental Problem
When we look for ways to improve business efficiency, we consider two primary factors--the cost associated with the area that we are looking to improve and the benefit associated with that same area. It doesn’t matter whether we are talking about an employee, a process or some other aspect of project execution, we can always distill it down to cost and…

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