What would be your elevator speech to a top level executive that is not convinced of PMI Standard is the way to go for his new projects?

Governance

George Lewis Program/Project Manager| DXC Technology Company Heredia, Costa Rica

What would be your elevator speech to a top level executive that is not convinced of PMI Standard is the way to go for his new projects?

Before you answer, please note that:

1) Not everyone is related to PMI Project Management Standards
2) Not everyone is convinced that Project Management brings automatic benefits to an organization
3) Not everyone is up to date with current technologies
4) This top executive could or could not be in the technology area

Posted: Jul 1, 2018 8:50 AM

Sort By:

< 1 2 >

Aaron Porter

Community Champion

IT Director| Blade HQ Payson, UT, United States

Before spending time trying to convince the executive to follow PMI's approach, I'd try to understand the approach the executive wanted to use and where the gaps are. PMI is not the only approach, and what the executive has in mind may just be a little out of alignment. It may be easier to convince the executive to change a few steps than adopt a methodology or framework.

Posted: Jul 2, 2018 11:56 AM

Dinah Young Project Manager / Software Asset Manager| Prince William County Springfield, Va, United States

Focus on the what's in it for me aspect. Every executive wants to look food to his boss.

So, it is not just about the numbers you stated, 70% of project fails etc. Focus more along the line of by adapting a methodology, projects under you have a 90% better chance of not only succeeding you will also be making the company an additional $xx and reducing waste by $xx.

Then through some details in on exactly how that will work. Give an example of a recent failure and how proper project management methodology would have averted the failure.

So, for my company, I would do the research, gather the numbers and then be prepared for when I get in the elevator with an exec :)

Posted: Jul 3, 2018 9:04 AM (Updated by author: Jul 3, 2018 9:04 AM)

Kavitha Gunasekaran Project Manager| Aerospace & Defence Organisation Chennai, Tamil Nadu, India

Jul 02, 2018 3:45 AM

Replying to George Lewis

...

Kavitha - what if your top executive is already aware of some statistics.

Stunning Project Management Statistics on Failure:

1. 70 percent of projects fail. [source: 4 PM]

2. The failure of IT costs the U.S. economy about $50-$150 billion annually. [source: Harvard Business Review]

3. Just 40 percent of projects at IBM meet the company's three key goals (schedule, budget, and quality). [source: IBM]

5. 17 percent of IT projects go so badly, they threaten the existence of the company. [source: McKinsey & Company in conjunction with the University of Oxford]

I'm not sure of the accuracy of these statistics taken from here, but, I'm interested in the approach toward the top executive and your elevator response, this might be your only chance to face 2 face with him/her
from http://blog.mavenlink.com/21-shocking-proj...ontinue-to-fail

That's a great advantage if the executive is aware of some statistics. Next we may have to focus on
(i) A strong business case for a framework with a 'balanced score card' approach bringing in the financial elements like the volume of business/business potential, customer expectations, learning and growth perspective for employees of the orgn for retaining talent and achieving business sustainability and also the fulfillment of organisational goals such as business diversification, growth etc.

(ii) The difference between the 'ab-initio/fire-fighting' approach to projects in reality and the 'adaptation and structured' approach in a PMI framework or any structured framework in question.

(iii) Why is it unnecessary, cumbersome and expensive to re-invent the wheel in the age of heightened competition and importance of timing of either a product launch or a delivery!

(iv) Customer/Sponsor's expectation about professional handling of projects involving high technological and/or management complexity

(v) Lastly, how a globally recognised framework helps groom the breed of PMs needed for his projects might drive home the point.

Posted: Jul 9, 2018 1:37 PM

Lenka Pincot Chief of Staff to the CEO| Project Management Institute Paris, France

George, do you actually believe that PMI standards will save the company? Is it really the crucial thing? The statistics mention IT projects specifically. From my experience there are many factors to influence success of IT project but I don’t think that PMI standards is the crucial thing there. It is a lot about process and business analyses performed prior to the project, engagement of management and key users / subject matter experts, the project execution itself, technical expertise on the project, absolutely crucial training and handover to users. Standards help but I think the best standards must be always adjusted to the company, it’s culture, organization and processes.

So back to the elevator pitch. To have a project successful you need to know what you are doing and the team should be going the same direction to use their effort effectively. PMI standards are standards that can be taken and applied even if the team members come from various places, cultures and background. It helps the team to get organized and focused. But let’s also use the PMI standards as starting point and adjust and define your company specific PM management processes to reflect its specific later on and also create a platform to integrate with other methodologies needed to be in place to successfully deliver complex assignments.

Posted: Jul 9, 2018 9:33 PM

< 1 2 >

Please login or join to reply

What would be your elevator speech to a top level executive that is not convinced of PMI Standard is the way to go for his new projects?

Sponsors

Vendor Events

Guessing is not a strategy: How to build decision velocity with AI and real-time data

Newsletters