Is it really true that project management culture is hard to cultivate in the firms which are involved in technology intensive projects? If yes what could be the reasons? Is it the very technical nature of the tasks and efforts which outweigh the benefits of implementing Project management approach. Saving Changes...
Project management adds value regardless of the scope of a project but tailoring needs to be done to fit the needs of a given project.
Whether we use a WBS, a product backlog, a Kanban board or a To Do list, we are applying project management principles.
As to why certain individuals might consider project management as a "bad" phrase for such projects, it could be either ignorance as to what project management really is OR bad experience with "one size fits all", onerous methodologies and tools which don't add value.
Kiron Saving Changes...
Dinah YoungProject Manager / Software Asset Manager| Prince William CountySpringfield, Va, United States
I think what happens is that some technology intensive firms get so caught up in the "weeds" of the technology that they do not want to take a step back and see the benefits of using a project management methodology. That is actually similar to what I am up against now. What ends up happening is that the same "mistakes" are made time and time again.
Part of the problem I am having is the result of time after time trying to implement processes but never following through. It has caused people to adopt bad habits that are hard to break. I am handling it by trying to be consistent, gently forceful and clear about what the objectives are. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I will talk regarding my personal experience in the field from lot of years ago then is my personal experience. I started working on technlogy in 1979. Related to technology people that work on technology related firms have changed their habits and behave towards to "just do it" and "try and failure". While I do not agree with that (and today things like DevOps or SAFe are trying to solve it using the old methods and techniques that are outside there from 1956) is a "natural" evolution that was followed by the technology evolution by itself. So, "just do it" / "try and failure" environment is not easy to implement a project culture. Is my challenge each day of my life. The "good" news is that technology based firms are embraced project management more and more each day because they are viewing it solves lot of problems. Take into account I am talking about project management. I am not saying "the PMI way" or things like that. Just project management. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
I concur with Kiron and Dinah on this. Saving Changes...
Well, what I have personally experienced is the "stagnation" issue. Policies, processes and procedures are almost inflexible and uniformly applied to various projects. This aspect precisely represents as Kiron rightly said to be "one size fits all" kind of a thing. This very well puts us in a loop of recurring mistakes and inadvertently pick up bad habits as to which Dinah has probably pointed to (please correct me if I am wrong). Scenarios like just do it or try and failure do arise mostly in entirely new technological initiatives but I would say the inherent flaw in "just do it" or try and failure approach is that here we let lose time and money both so project management seems to lose it's grip in such projects. Saving Changes...
I would have thought that technology companies would have a thriving project management culture. Sounds like your company could benefit from a PMO if they don't already have one, and a serious review of that PMO if they do. Saving Changes...
From what I understand, consistency is key to anything. Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
In my experience many Developers, Engineers and other technologists see project management activities as useless bureaucracy - which it is, when applied incorrectly. They want to do technical work, instead of spending hours filling out status reports and descriptions of how they spent their time. Unless PMs show technologists how project management processes enable them to do their work better, they will continue to resist project management. Saving Changes...
Richard TummersTechnology Manager| C.A.T.Calgary, Alberta, Canada
I would hope most technology companies get the benefits of a thriving PM culture! Let me suggest places like NASA as an example of a technology organization with a long history of published lessons learned.
I do find more of the personality types on these projects tend to view non-technical tasks as "overhead" or "useless bureaucracy". I find it helps to discuss NASA's rule 46 of 100 PM rules: "It is often easier to do foolish paperwork that to fight the need for it. Fight only if it is a global issue which will save much future work." The technical staff are reminded of the value of their time. The PMO staff are reminded that not all paperwork is of value to all types of projects.
