Jeff MartinSenior Consultant | Technology Management Practice | Local Government Group| BerryDunnSavannah, GA, United States
I work in an organization that has no formal project management methodologies. Typically, the projects that we work in are internal IT projects or a part of a larger construction project. What advice would you offer for starting project management practices in such an organization? Also, I would add that our projects are not development related but focus on IT infrastructure, Security, Business Process Improvement. Saving Changes...
Heather LeviSr. Project Manager| M FinancialPortland, Or, United States
I think you can add quite a bit of value by introducing requirements gathering. To create a schedule or produce any documentation, you will want to start with your scope. In my opinion, if you have a good set of requirements, the documentation that you do implement will be that much more meaningful and you will have the ability to show your success at the end when you achieve the goals. I also agree with everyone else, start small! Saving Changes...
Jeff:
What is the culture, current practices and SDLC?
I'd review the current practices first and try them. Resistance to using new templates, tools, processes or methods will become a barrier to introduce any new improvements.
Normally, I would use a one page project charter, simple schedule (excel) risk and issue log.
Keep it simple as many have stated; let us know how it goes. Saving Changes...
Ruth Marina Lopez PerezResponsable TI| INSTITUTO DE PREVISION SOCIAL MILITAR - NICARAGUAMasaya, Los Madrigales, NindirÃ, Nicaragua
You can make concience at members of the organization about good practices of management of projects for achieve success. Also can you talk to they of the standard of the PMBOK Guide. For that reason you can ask for the opportunity for show and implement methodologies, tools and techniques proved by the PMBOK Guide. Furthemore, you can suggest at superior level of the organization, the training a key members of the projects in management of projects. Saving Changes...
eduardo oscar mestreProfessional of Information Systems Engineering | Systems Analyst| | Executive Manager ViewSoftNeuquen, Neuquen, Argentina
Project management is more appropriate in projects than in maintenance or repetitive tasks, then my recommendation is that first look for a new project or a project that is already underway. I know the IT environment well, because it is my profession, if there are some internal IT projects near you, as you mentioned, these situations are a good start. Undoubtedly, this challenge is not for one man, evangelization is the key, then, whatever your focus (PMI, PRINCE2,...), the basic knowledge in this field is necessary and selects the right people as well. Implementing methods, practices or tools is easier with an integrated team. It may be that in your organization the implementation of project management methodologies does not have a downward development, but it is possible to develop this implementation from the team to the bosses. Start small by a PCh or PPlan or Raci-matrix and continue with the evangelization to the team and, through the team, to the organization. Saving Changes...
You could start also looking in your internal assets (policies, meeting minutes plans templates your team or colleagues already use) if nothing useful found then start by documenting by email the minutes of those key ad hoc meetings in three simple sections(attendees, discussion and action items in the same email body) and establish a simple cadence of weekly meetings for reporting status and issues/risks. Eventually you will be adding more fancy artifacts as your stakeholders and your calendar and project allow.... Saving Changes...
I would suggest starting with a governance structure, and then policy development. It doesn`t have to be complicated or grandiose, but without a proper PM framework, there is a great risk as to who will be held accountable and responsible. This also forces management to buy-in into the approach, which in turn should produce a PM champion for the organization. Without a true champion(s) from senior executives, it will likely just get lip service.
Completely agree about the buy-in from senior executives - absolutely vital for success. Saving Changes...
