I'm about to start a 2 - 3 month project management role at an organisation about 6 months into a 2 year CRM project.
I'll be there about 3 - 4 days per week whilst they select and apppoint a full time project manager to take on the project.
From my research into the current state of the project, I think they'll need to push back some milestones about 2 months, although this is very much a "fixed deadline" project.
I'm keen to ensure that the full - time project manager inherits a stable and well managed project, so does anyone have ideas about what I should be focusing on in my short time there?
I have been thinking of a srtipped down scope to hit the immediate deadlines, with a rephasing of later milestones. I will also focus on ensuring all the governance procedures are in place.
Any tips welcome! Saving Changes...
Sort By:
George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
Can you provide more information, as the timeline indicated does not have much relevance in a CRM project (after 6 months it can be still in initiation, or already in execution)? It is especially important to indicate the SDLC methodology used (waterfall, iterative, agile), project management methodology (if any), current phase and status (accomplishments and late/outstanding milestones) and planned targets (with details for the next 6 months). Also, please describe exactly your mandate – are you there only to “keep the lights on” until a permanent PM is identified or are you mandated to asses and reorganize the project?
Without knowing the problems you’re supposed to resolve the only advice I can see is to organize some consultations with sponsors, stakeholders and team to identify the project issues as seen by those involved in the project to date. For a short interim assignment I would not recommend renegotiating the project scope, this is a strategic decision not a “stabilization” action. Unless you’re mandated to bring the project back in control (a totally different discussion) I would focus on resolving 2-3 potentially critical issues identified as described above to prevent any show-stoppers, and avoid any strategic changes to the project.
Saving Changes...
Anonymous
I'd have to agree with George in that a lot more perspective from you is required. Here are a few more questions that you might want to ask while positioning the project, considering that it doesn't sound like that a lot has happened yet: Does the organization have the necessary capabilities to support the project? Capability includes vision, buy-in, demand, staffing bandwidth, skills, etc. i.e. might some outside help accelerate your effort? Also, is there a roadmap and architecture for deployment such that you know you are starting in the right place? Having been involved in CRM, I could fill pages of clarifying questions for you to answer. It's a non-trivial question that you have asked Saving Changes...
