I have been tasked with the job of implementing not only a new process but also new toolset for enterprise Project Management.
Some backgound:
I am fairly new to the practices of Project Managment but in the last 8 months have been studying (without practice) Project Management theory and methodologies. We have decided to implement a new (Industry Proven) SDLC process(based on PMBOK and PMI) and project life cycle. We have customized the life cycle to include phase reviews as well as QA/QC check points. I firmly believe that we have a solid methodology to roll out.
Now my problem,
I am looking for recommendations, issues, risks in rolling out a new methodology in a high profile project. The sponsor has committed to this project and wants me to facilitate the process of methodology compliance with an experienced solutions architect and project manager. I believe I can accomplish this task but I am looking for places to start. The project has already started with a high level project plan.
Any feedback would be greatly appreciated
Regards Sean Cook Saving Changes...
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Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Sean, Change is never easy. By this time there should have been a lot of conditioning of the environment for this new rollout. By this I mean the emotional and technical readiness of those that will be working with the SDLC and PM methods. If this has not been done then I suggest you pursue a rapid process of training that include formal classroom time and simulations.
People are bound to be skeptical about the new method. Most IT techies think SDLC's are overweighted and time consuming. They also often feel that their creativity is being stifled. All perceptions but important to overcome if buy-in is needed.
You also might do some benchmarks on the methods. These would measure speed and quality. This could be done by taking two teams and having them do identical case studies. Team one uses existing approaches and team two uses the new approaches. The risk here is that the new approach does not fair well.
Hope this helps Saving Changes...
Mike Cooper PMPPrincipal Project Manager (retired, sort of)| New England Project ServicesWestford, Ma, United States
Sean, I was informed of a mentoring approach to change by Chip Bell, who has written a great book on mentoring. Chip came up with a very clear diagram. I used his concept successfully when rolling out a formal written project status report process. If you are interested, I have the diagram and a generic version of the rollout plan in the free tools area of my website, www.westfordconsulting.com
Facing similar situation last year, we decided to use contracted PM for the first one. Apart from the fact that we got lucky with the contractor's lead PM, I think this approach gave us some initial credibility: the PM had done it before more than once.
Another thing: consider how the SDLC you're installing maps to existing decision and governance processes already established. Our contract PM developed a standard "Charter" document for project initiation and we got it signed out by the big boss, but that caused some grumbling among some senior execs who were used to our own customary "action jacket" method of getting organizational approvals. In this case, I think the right solution would be to format the "Charter" contents as an "Action Jacket" and put it through the existing procedures.
There is a lot of you haven't mentioned (e.g., how different the new vs. old methodology is, how actively staff were involved in its creation, how well they're trained on the new methodology, etc.) ...
"Sell" and genuinely treat this initial project as a "pilot project" for the new methodology. Convey to all that intent is to use this opportunity to exercise elements of the methodology and gather feedback from staff/stakeholders on ways to improve/refine it (all the while ensuring the project's success). It's just as much a political process as anything else. Project staff must feel like they're part of the process of defining/refining organizational standards.
Look for additional opportunities to mitigate various risks. For example, consider having the "pilot project" exercise only a portion of the new methodology (e.g., project management processes, core deliverable templates). Additional pilot projects would utilize other elements of the methodology in a stepwise fashion until all elements have been refined/validated.
/rw (PMP) Saving Changes...
Anonymous
Sean--
Robert's got it nailed. I've been involved now for over 18 months implementing a revised development process and tools to the project teams. Change is slow. Especially in a well established company culture.
Faced with this we've moved slowly introducing new processes, deliverables, and tools into more and more projects. Each building on top of the other. The keys to introducing these changes has been to ensure senior management buy-in of the changes and training of the staff using the processes.
The staff was also involved in making process changes as part of an established process improvement process we have in place. That's another key. Participation from the teams.
Training has been very important. The key to training is not just presenting the new processes, tools, etc., but soliticiting possible changes for the future during that training. The trainer(s) need to listen to the trainees.
It's a slow process but it does work. We've made changes even to those new processes we put in place only a year ago.
Good luck in moving forward with your changes as well. Saving Changes...
All of the responses stated are valid. New projects are hard. For one who has little familiarity with any particular approach standard, it is doubly tough.
Go to the basics first.
A project is simply a means to define an approach to getting something done. Components contained within a project are Investigation, Scope, Plan, Schedule, Work.
Investigation is the act of confirming what will be considered in scope. Scope is the amount of work. Plan is the analysis of people, process and technology integration required. Schedule is the timeline and sequencing of the work. Work is the implementation of effort defined.
Another key component of PM which is not quite so simple is Leadership.
Leadership is not obtained nor is it a natural evolutional process. It is a continuous effort and desire to promote the practice of respect, discipline, perseverance, humility and honesty. The result of practicing is the attainment of people?s TRUST and LOYALTY. Stepping stones useful in following this path are as follows:
New leaders must quickly create momentum for change by tailoring their approaches to fit the technical, political, and cultural situations they enter. Securing early wins and building strong personal credibility and supportive coalitions creates momentum. You must show the people whom you?ve inherited that you have respect for their judgment, thoughts and ideas. You?ve got to show them that you will give them a shot of being on your team.
Leaders must trust and accept the people they lead; such acceptance requires tolerance of imperfection and discipline to always attempt to help everyone accomplish his/her best.
The secret to most turnaround successes is the ability to get people focused and working as a team toward common objectives. You have to have the strength to persevere in defining the right thing to do and the right approach to take.
Leaders create an environment of humility. Where the individual believes he/she is clearly the most important component of success, and where leadership sponsors this belief in their actions.
Honesty is accepting accountability for the actions that have been taken as a function of your direction. Acting credibly, with honest sincerity while making decisions and executing the tough calls.
******
Trust is the single most important factor in building personal and professional relationships and thereby facilitating the practice of leadership. Trust implies accountability, predictability, honesty, and reliability. More than anything else, followers want to believe in and trust their Leaders. People first must believe in you before they will follow your leadership.
Loyalty must be earned. It is earned by caring about and protecting associates, subordinates and bosses. It is earned by working with people and helping them become successful. The loyalty and dedication of subordinates can help Leaders meet tight deadlines or solve difficult problems. The loyalty of a boss can get Leaders out of potential trouble.
If you follow these basic rules, the project will be a success. Saving Changes...
