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Usually organizations use both the financial and non-finical criteria to select a project(s) and prioritize them according the organization's strategic plan and objectives, business value.
-It is RECOMMENDED to get the project manager to contribute/share/get this information.
-To have big idea why such project have been chosen among others.
-To have know this project was selected because it is aligned with business plan& strategy.
-Such participation will yield a good leading with his team at the (micro management phase).
-Finally to have:-
- a benefit measurement method (comparative approach)
-constraint optimization method (mathematically approach)
-and economic model (PV, ,NPV,payback period, ...)
He should be a good business analysis and economic analysis!!!!
Benefits Realization is on of the most area which PM should know about it.
All above tasks/information will be under what is called "Business & Strategic management skills" which is 1/3 of PMI talent triangle.
depends on when a PM is normally engaged. In some companies, this would happen only after project selection & prioritization had happened. In others, especially those where PMs are reporting within a line of business rather than a PMO of some kind, the PM might support the sponsor to develop the (pre-approval) business case.
How can a PM be involved if the project hasn't been selected yet?
What Sante is eluding to is that the PM is usually only assigned once the project has been approved. It is very rare, I've never been in that position as PM, where the PM has any involvement in the business case and project selection/feasibility.
Thanks for contribution.
(I really thought that he can participate but NOT taking any decision for selection project process).
Pench, Las organizaciones por lo general cuentan con un staff de directores de proyectos, a veces somos convocados para colaborar en la selección de proyectos, no hay duda que todos los proyectos están alineados a la estrategia de negocio. El rol que cumplirá el director de proyecto contribuye al análisis de si cumplirá los diferentes niveles de factibilidad como también de la identificación de riesgos y calidad. Está sobrentendido que el PM debe ser todo un experto en el negocio, en finanzas, en conflictos, negociador, etc. etc.
Choosing a project is usually a business decision. If you happen to be a project manager, you have to take off that hat and put your business manager hat.
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