Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
As experienced PMs we are continuously looking for better ways to manage our projects successfully. But I had some opportunities to discuss with Project Managers from Morocco and Qatar where projects blossom with the development of the economical situations in these countries. These PMs told me their priority is to implement basic processes to enable the implementation and the development of project management. Document Management is one key request: here we need first to show that our data and documents are properly managed. An other key request is about organization: here we need to find a way to better work with our boss.
Both actual situations above reflect a need for improvement in Project Management Maturity but starting from the roots. No way to discuss about Agility or similar effective approaches nor to propose anything else than experience sharing and a prescriptive approach.
Have you already experienced such situations? Which domains of recommendations would you suggest for such PM?
Thank you. Saving Changes...
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Wahba AbdelhalimConstruction Management Expert - Technica Director - contract administrator| Badr Eldin construction &DevelopmentGiza, Egypt
It is very diffecult when you discovered that you should start ffrom zero , but it is beeter than geetting zero at the end
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1 reply by Philippe Schuler
Jun 07, 2016 10:26 AM
Philippe Schuler
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Thank you Wahba. Your answer is full of good sense. This is typically what the concerned PMs are looking for.
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Perhaps I did not understand the point, but it is nothing new with this situation. When you try to implement something new at organizational level you need to define the strategic reason for that. You need to review your organizational strategy taking into account your organization is an open and adaptable system and your strategy is the way the organization react to the environment. Then, you need to know the macro and micro environment (by using some tool like PESTLE analysis in the first case and perhaps Porter´s Five forces in the second one). After that, you will define the functions you need to answer. If those functions belongs to project management then the next step is to understand your organizational architecture (by using some tool like Tom Peter´s Seven S model). When you have all this stuff on hand (I am not talking to have a hugh document or spend lot of time on this) then you are able to decide the best way to implement project mangement including the creation of a project management office.
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1 reply by Philippe Schuler
Jun 07, 2016 10:29 AM
Philippe Schuler
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Thank you Sergio for your input. This is what I would have said to the concerned PM if the maturity of their organisation was a bit higher. For the moment they have identified the good reasons to run projects but actually they need basic foundations to build upon.
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Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
Jun 07, 2016 9:56 AM
Replying to Wahba Abdelhalim
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It is very diffecult when you discovered that you should start ffrom zero , but it is beeter than geetting zero at the end
Thank you Wahba. Your answer is full of good sense. This is typically what the concerned PMs are looking for. Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
Jun 07, 2016 10:02 AM
Replying to Sergio Luis Conte
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Perhaps I did not understand the point, but it is nothing new with this situation. When you try to implement something new at organizational level you need to define the strategic reason for that. You need to review your organizational strategy taking into account your organization is an open and adaptable system and your strategy is the way the organization react to the environment. Then, you need to know the macro and micro environment (by using some tool like PESTLE analysis in the first case and perhaps Porter´s Five forces in the second one). After that, you will define the functions you need to answer. If those functions belongs to project management then the next step is to understand your organizational architecture (by using some tool like Tom Peter´s Seven S model). When you have all this stuff on hand (I am not talking to have a hugh document or spend lot of time on this) then you are able to decide the best way to implement project mangement including the creation of a project management office.
Thank you Sergio for your input. This is what I would have said to the concerned PM if the maturity of their organisation was a bit higher. For the moment they have identified the good reasons to run projects but actually they need basic foundations to build upon. Saving Changes...
One thing that is too often done is start to request reports of all sort when project start to have difficulty.
That is why I always push for standardize report that can answer question at all level of the organisation. otherwise the project management team get lost in reports of all kinds.
I have seen that pattern in many size of project or organization
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1 reply by Philippe Schuler
Jun 07, 2016 5:17 PM
Philippe Schuler
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Thank you Vincent. I fully agree with your point. Structuring reporting and communication is one of the key basics.
Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
Jun 07, 2016 4:36 PM
Replying to Vincent Guerard
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One thing that is too often done is start to request reports of all sort when project start to have difficulty.
That is why I always push for standardize report that can answer question at all level of the organisation. otherwise the project management team get lost in reports of all kinds.
I have seen that pattern in many size of project or organization
Thank you Vincent. I fully agree with your point. Structuring reporting and communication is one of the key basics. Saving Changes...
Robert StarinskyManagement Consultant| Tradewinds Group, Inc.Oak Brook, Il, United States
For many years now I have worked on both sides of the fence - with IT, engineering and construction management professionals who fully understand and appreciate formal project management and also with non-technical business people and small business owners, who have little patience for more formal approaches to project management. It sounds like your audience falls into the latter category, so you'll have to take an overly simplistic approach.
For instance, I have found a simple one-page stoplight report (which I use my own template for) is one of the best ways to report status. The report contains a list of the major deliverables, tasks or phases. Status is reduced to a red, yellow or green dot, followed by a one-two sentence summary update along with a current completion date.
Getting commitment to formal document control can be difficult. So instead of asking permission, I often simply impose my own standards for naming documents and folders. The first few times you're approached for quick answers your colleagues will begin to appreciate such a system. If interested in copies of the template and document control process I follow, send me a note for copies.
rs
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1 reply by Philippe Schuler
Jun 09, 2016 12:11 PM
Philippe Schuler
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Thank you Robert. Applying and using standards will help in structuring organizations.
Saving Changes...
Ololade KassimSenior IT Project Supervisor| SaskWaterSaskatchewam, Canada
In this situation, I think starting a new project from lessons learned from previous projects might be the way to go. By so doing, the PM can ascertain the issues encountered on previous projects, the areas requiring improvement and steps that can be taken to help in gradually improving and transitioning the organization from its present state to a more matured state. Obviously, the PM will require the buy-in of the key stakeholders/ major executives of the organizational. With such strategic turnaround, awareness/ enlightenment and training can be provided to all stakeholders for future projects benefits and advancement Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
Ololade. I fully agree with you. Thank you for your input. Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
Jun 07, 2016 9:40 PM
Replying to Robert Starinsky
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For many years now I have worked on both sides of the fence - with IT, engineering and construction management professionals who fully understand and appreciate formal project management and also with non-technical business people and small business owners, who have little patience for more formal approaches to project management. It sounds like your audience falls into the latter category, so you'll have to take an overly simplistic approach.
For instance, I have found a simple one-page stoplight report (which I use my own template for) is one of the best ways to report status. The report contains a list of the major deliverables, tasks or phases. Status is reduced to a red, yellow or green dot, followed by a one-two sentence summary update along with a current completion date.
Getting commitment to formal document control can be difficult. So instead of asking permission, I often simply impose my own standards for naming documents and folders. The first few times you're approached for quick answers your colleagues will begin to appreciate such a system. If interested in copies of the template and document control process I follow, send me a note for copies.
rs
Thank you Robert. Applying and using standards will help in structuring organizations. Saving Changes...
