Project Management

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Topics: Communications Management, Organizational Culture, Scope Management
New PM at a Company getting a New PM
Good Morning, I am a New Project Manager to a Company that has not used any of the Project Management Methodology or Documentation. Any suggestions on how to Break into the Culture that has been created would great. Also the Documentation used on every project as a requirement? I have Ideas of what I want to use, but looking for suggestions.
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John,

find a few people you can help with their actual problems with applying some project management principles or techniques. For example help them to estimate, using Delphi, create a issue list for them, manage meetings appropriately.

Avoid lecturing, be humble and try to serve.

Do not try to break the culture but nudge it and add to it. Start by listening.
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1 reply by John Scott
Jan 16, 2020 9:56 AM
John Scott
...
Thank you for the Insight. I appreciate it.

I totally understand the idea of not Breaking anything, but just to improve it.

I am trying to start slow with Scope Statements and the need for closure time frames.

I have had positive feedback for the most part but have had trouble with actionable change
I faced it lot of times. What worked for me is this: help people to understand that they are performing project management from the time they wake up to the time they go to bed. So, you do not need to change the culture. Which is different when you are into an organization? Formality. To address that you have to select a way to do (PMI, GPM, IPMA, etc) and you have to select a process or created one based on the way to do (for example, you have PRINCE2 which is a process that covers almost all the way to do). You can create your own (in this case, is the recommendable) by creating the steps (life cycle) and the deliverables (those that are in line with risks the company take into each initiative). The last thing is you have "to sell" all these stuff then you have to demostrate that all involved people will be more rich by using what you defined than not using it, where rich is not about money only. I am not a seller but becuase my work in other companies I was trained in SPIN Selling / Solution Selling that helps me a lot.
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1 reply by John Scott
Jan 16, 2020 9:56 AM
John Scott
...
Thank you for the Insight. I appreciate it.

I totally understand the idea of not Breaking anything, but just to improve it.

I am trying to start slow with Scope Statements and the need for closure time frames.

I have had positive feedback for the most part but have had trouble with actionable change
Jan 16, 2020 9:04 AM
Replying to Thomas Walenta
...
John,

find a few people you can help with their actual problems with applying some project management principles or techniques. For example help them to estimate, using Delphi, create a issue list for them, manage meetings appropriately.

Avoid lecturing, be humble and try to serve.

Do not try to break the culture but nudge it and add to it. Start by listening.
Thank you for the Insight. I appreciate it.

I totally understand the idea of not Breaking anything, but just to improve it.

I am trying to start slow with Scope Statements and the need for closure time frames.

I have had positive feedback for the most part but have had trouble with actionable change
Jan 16, 2020 9:30 AM
Replying to Sergio Luis Conte
...
I faced it lot of times. What worked for me is this: help people to understand that they are performing project management from the time they wake up to the time they go to bed. So, you do not need to change the culture. Which is different when you are into an organization? Formality. To address that you have to select a way to do (PMI, GPM, IPMA, etc) and you have to select a process or created one based on the way to do (for example, you have PRINCE2 which is a process that covers almost all the way to do). You can create your own (in this case, is the recommendable) by creating the steps (life cycle) and the deliverables (those that are in line with risks the company take into each initiative). The last thing is you have "to sell" all these stuff then you have to demostrate that all involved people will be more rich by using what you defined than not using it, where rich is not about money only. I am not a seller but becuase my work in other companies I was trained in SPIN Selling / Solution Selling that helps me a lot.
Thank you for the Insight. I appreciate it.

I totally understand the idea of not Breaking anything, but just to improve it.

I am trying to start slow with Scope Statements and the need for closure time frames.

I have had positive feedback for the most part but have had trouble with actionable change
...
1 reply by Sergio Luis Conte
Jan 16, 2020 10:32 AM
Sergio Luis Conte
...
You are welcome. Things that help me a lot is working with people doing all defined but without say them we are doing all defined. I mean, for example, creating an scope statement without say them we are creating one. Is just somebody is cooking your favorite dish then you ask she/he questions that will give you the receipt, the steps, the expected result, etc, etc.
John -

When it comes to PM documents, remember that there is no one size fits all. It also helps to identify key problems which would be addressed by use of a consistent template and sell the value of that.

Start simple, inspect and adapt frequently, and incrementally evolve.

Kiron
I agree with Thomas, you should incorporate Project Management processes and tools gradually, according to the type of work the enterprise realize. First, begin with the Project Charter, explaining that every project has a purpose, and with this document contains the essence of the project, so all stakeholders would appreciate it clearer. This is the first step.
Jan 16, 2020 9:56 AM
Replying to John Scott
...
Thank you for the Insight. I appreciate it.

I totally understand the idea of not Breaking anything, but just to improve it.

I am trying to start slow with Scope Statements and the need for closure time frames.

I have had positive feedback for the most part but have had trouble with actionable change
You are welcome. Things that help me a lot is working with people doing all defined but without say them we are doing all defined. I mean, for example, creating an scope statement without say them we are creating one. Is just somebody is cooking your favorite dish then you ask she/he questions that will give you the receipt, the steps, the expected result, etc, etc.
Echoing the other comments..I have been there too and made many mistakes. Here are my suggestions:

1) Start small. Find a project team that wants your help. Learn their what they do and show interest in their product. Build the relationships before trying to introduce changes
2) Show the value of every change you introduce. If it is not valuable on an individual level it won't get done.
3) Do your absolute best to not introduce new work; if you add a new document/process/requirement then take away something that is redundant and does not add value to the team.
4) Be humble. Remember that the people on the project team(s) may have been doing their jobs for years; you are there to help them, not give orders.
Good afternoon, John! Congrats on the new PM role! :) I've been there, well, I might still be mid-way into getting the organization to understand projects. I would love to answer your question, but tell me a little more about what you, in the perfect world, would like to contribute to in the new work environment? What kind of projects will you be doing, cross-functional, or within one department?
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1 reply by John Scott
Jan 16, 2020 11:02 AM
John Scott
...
Hello, and thank you, the company I am working for has three business "products" Application Development, MSP IT Management, and Marketing for over businesses. I will be Managing all Products, most are contained in there own department. What I would Like to Contribute and what has been asked of me in taking the Position, is to get stagnate projects moving and to keep things within reasonable completion time frames. Right now they have a lot of Open Projects that have no expected closure dates. They also have no line in the sand type scoping.
Jan 16, 2020 10:51 AM
Replying to Ulrikke Johannessen
...
Good afternoon, John! Congrats on the new PM role! :) I've been there, well, I might still be mid-way into getting the organization to understand projects. I would love to answer your question, but tell me a little more about what you, in the perfect world, would like to contribute to in the new work environment? What kind of projects will you be doing, cross-functional, or within one department?
Hello, and thank you, the company I am working for has three business "products" Application Development, MSP IT Management, and Marketing for over businesses. I will be Managing all Products, most are contained in there own department. What I would Like to Contribute and what has been asked of me in taking the Position, is to get stagnate projects moving and to keep things within reasonable completion time frames. Right now they have a lot of Open Projects that have no expected closure dates. They also have no line in the sand type scoping.
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