Good day to all. I'm new here so this is my first post. Here goes...
I'm tasked to operationalize PMLC into our IT department. I'm handling the applications development group. This group, being the most project-centric, would benefit most from PMLC. The other group, network and helpdesk, would just follow suit. Here are my givens....
a. team of 3 persons, experience is on handling basically small-medium automation projects.
b. we just have internal customers. my team is situated in the corporate center of a conglomerate and we're supposed to promote shared services to our other subsidiaries. in preparation for this, we have to iron out our internal processes. Currently the customers we are serving aren't too keen on PM documentation, they just want the application done. this, in effect, causes a complacency type of mentality on my people... meaning they can still achieve the goal of software development without all the PM documentation
c. 2 years ago, the over all direction from top management was to adopt an IT Governance framework for the following areas :
- ISMS
- ITSM
- PMLC
- SDLC
d. This is where I'm tasked to study and implement PMLC and SDLC. Personally, I've had no prior training on these. We just had a consultant come in, talk with some people, then outputted the PMLC/SDLC processes and templates. Back then, I wasn't a part of the team who drafted these documents. So now, I'm kinda inheriting it.
e. My biggest problem is buy in.... shifting the paradigm of my people to "embrace" PMLC and not see it as mere bureaucracy. Personally, it took a while for me to have buy in on the entire idea too. But being the manager, its a done deal for me to "embrace" this. Eventually I saw its value and what it can bring to the organization.
f. Here's how I plan to execute....
- study and understand the PMLC/SDLC processes that has been drafted
- practicality vs bureaucracy - determine the best compromise between not being paralyzed by too much documentation and still operating within the standards of PMLC
- create a tailoring matrix so each type of project (software dev, canned application implementation, etc...) can have the minimum set of documentation needed plus other documentation unique to each type
- get top management to approve all these
- train my people, explaining to them first the value of PM and not just shove these up their *ss. (sorry, this is how I felt before :) )
- educate out internal customers
My questions are...
am I doing this right?
Hope I got the idea across. Personally, its an uphill battle for me...coming from being a developer to something thats way off technology. But I see its all worth it. How to get there is another thing though.
Thanks for the time reading. Hope you can share with me your ideas....or at least assuring me thats its all gonna be ok tsk tsk tsk...
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Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Kenneth,
I suggest you read some of the articles here on gantthead. Just search on Project Management or PM, especially thoughs on streamlining and practical approaches. Saving Changes...
Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi Kenneth,
What a great opportunity for you! You are definitely on the right track.
For the adoption, I'd also add to your listing the pain points your management team is experiencing. Focus your methodology on resolving those pain points first. Remember there is such a thing as project management lite. Do the level of documentation for communication purposes as the size of the project warrents.
"I do not know anyone who has got to the top without hard work. That is the recipe. It will not always get you to the top, but should get you pretty near."
