I hope you are all well on whatever today is you are reading this.
I am fully understanding of all of the knowledge that is given here and at PMI.org, and through the CAPM training documentation. However, is there actual real world applications for this? It seems that I come across nothing but negativity and "reasons" why management or worse our C-Level doesn't want these included. And I mean even the basics, like a high-level risk assessment or feasibility study before we invest time and money into a project.
"Lessons learned? Yea, if we learn to do the job right and there wont be an issue..."
What advise is out there on how to break through these barriers? Why is everyone seem to approach these as "wastes of time" or "busy work"? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
You are applying it from the time you wake up to the time you go back to bed. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Absolutely. Each organization should have some processes and standards for its project management practices. TBH, the pushback you are getting is a risk in itself.
Maybe it is just the delivery approach of what and why on these processes. Maybe do them behind the scenes and let the benefit show itself. Help them to understand it is not just an administrative task, but part of the project management practice.
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1 reply by Markus Kopko
Jun 19, 2019 9:59 AM
Markus Kopko
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Hello,
I would completely second what Andrew stated here. I do make the same experience in my new company from time to time and they do even have an established PMO and a PM Organization.
Like Andrew stated, stop from explaining things (most of the time) and just do it. Try to apply your knowledge whenever and wherever you can and where you see a benefit.
And if your colleagues recognize that and see also the benefit you have gained from they become convinced more or less automatically.
Well, this is not a sprint; it is a marathon. So keep going ... but, if you do recognize after a (longer) while and still, nothing is changing ...well, it might be time for you to change the things on your side ...;)
Regards,
Markus
Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
I believe many people oppose project management because they have encountered PMs who focus much more on bureaucracy than productivity. People are generally willing to follow processes and create documentation, but only if they see a benefit from doing so. Saving Changes...
Andrew, I understand what you mean with the approach. I work in a very culturally diverse environment, where the "American" persona is too direct for some, but too "Beating around the bush" as someone else put it to me. I need to practice trying to explain why something is a benefit without sounding like the guy who replies with "Actually..." to everything.
Eric, I also have encountered this. For instance, when trying to implement an engineering change request form, the general statement I get is "anything longer than one page is busy work."
PM seems to be a slippery slope trying to get that initial traction. Saving Changes...
steve bairdTechnology Manager| State Farm InsuranceHudson, Il, United States
I agree with the other comments. If it were me, I would try implementing some of the processes and try to get some quick wins and show consistent value. As people see the benefit and start getting on board you can slowly introduce new processes. Agree also that if people dont see the value of the process you are going to have a tough sell on why they should do it. if the project you are working on has a scenario that you know if likely to become an issue, maybe you use that as the process to introduce. Good luck- it is going to take time to consistently demonstrate why these processes add value and gain support from your organization. Saving Changes...
LORI WILSONRETIRED - Technical Project Manager| RETIRED - LifePoint HealthClarkston, Wa, United States
Agreement with everything stated by my colleagues above. I like to share that best PM practices make businesses stronger. It is in their best interest to follow best practices for the best possible outcomes. Saving Changes...
Maybe first identify your stakeholders and start with those who have the most influence/interest in the project to get their engagement.
Then continue with the rest of the PMP processes : charter, planning, ... Give it a honest try and then assess if it's worth it or not. Saving Changes...
We need PM. We use it. but it does not mean that everybody accepts or likes it. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Jun 18, 2019 1:29 PM
Replying to Drew Craig
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Absolutely. Each organization should have some processes and standards for its project management practices. TBH, the pushback you are getting is a risk in itself.
Maybe it is just the delivery approach of what and why on these processes. Maybe do them behind the scenes and let the benefit show itself. Help them to understand it is not just an administrative task, but part of the project management practice.
Hello,
I would completely second what Andrew stated here. I do make the same experience in my new company from time to time and they do even have an established PMO and a PM Organization.
Like Andrew stated, stop from explaining things (most of the time) and just do it. Try to apply your knowledge whenever and wherever you can and where you see a benefit.
And if your colleagues recognize that and see also the benefit you have gained from they become convinced more or less automatically.
Well, this is not a sprint; it is a marathon. So keep going ... but, if you do recognize after a (longer) while and still, nothing is changing ...well, it might be time for you to change the things on your side ...;)
The following idea is not original, but I don't recall the source; I just remember that the core question is from a speaker at 2018's professional development conference and the speaker was selling a book that described the process.
Instead of saying, "We need to do a risk assessment," ask key individuals, "Is there anything about this project that keeps you up at night?" Instead of meetings that nobody wants to go to, can you meet with your stakeholders separately and interview them to get the information you need? Be appreciative of their time. You could, potentially, get the information you need on risk, feasibility, scope, etc... through individual meetings, compile the information, and then go back to them with your results from the perspective of "this is what i've found so far, what do you think?"
I can't guarantee this will work, but it sounds like you need to get creative. Good luck! Saving Changes...
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