Measure Twice, Sell Once: Making a Case for Project Management
Mark Mullaly is president of Interthink Consulting Incorporated, an organizational development and change firm specializing in the creation of effective organizational project management solutions. Since 1990, it has worked with companies throughout North America to develop, enhance and implement effective project management tools, processes, structures and capabilities. Mark was most recently co-lead investigator of the Value of Project Management research project sponsored by PMI. You can read more of his writing at markmullaly.com.
How do you sell project management to senior managers? Can it be done? Is it possible to demonstrate the return you can expect from investing in your project management capabilities? At the end of the day, a business case for project management is possible. While there is no one right answer for every organization, there are some basic building blocks that anyone can apply in making a case for project management.
One of the biggest historical challenges in building a business case has been a general lack of information. First, there are no widely available models that calculate the ROI of project management. There is also precious little information quantifying what constitutes a best-in-class project management capability.
Need some pointers? Getting Management Buy-In
The best information available today is largely anecdotal. Organizations adopting a formalized approach expect to see projects delivered faster, with better quality and more accurate estimates. They expect to see less noise, fewer change requests and delivery of the original project requirements. All well and good--and theoretically true--but hardly the basis for a solid…
These project accelerator links can help you sell your project:
Presenting Your Case
Synchronizing With the Overall Strategy
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