Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Here comes an ancient debate on this field. I worked in both industries while my original backgroud is IT/Software. The answer is: no difference. The PM must start and activity as soon she/he is assigned to a new initiative which is elicitation activity. During elicitation you have to take knowledge about the business where you will be assigned. That mean sto know the domain (terms, functions, process, etc), to know about the stakeholders inside the domain, pains the stakeholdrers are facing inside the domain, external and internatl environment (for example by using PESTLE analysis and Porter´s Five Forces analysis). But some people sustain that there are differences because they sustain that PM must be a subect matter expert which I fully disagree.
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4 replies by Mudassar Khan, Rajan Hariramabadran Varada, Rami Kaibni, and Vincent Guerard
Dec 20, 2016 7:00 AM
Rajan Hariramabadran Varada
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Hi Sergio,
Thanks for the note and perhaps my question was not up to the point. I was asking more on the lines of metrics, unit of measurement, monitoring, status tracking etc; - if they are different between manufacturing and it services. Please advise.
Dec 20, 2016 11:07 AM
Rami Kaibni
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Sergio, I definitely agree with all what you've mentioned.
Dec 20, 2016 11:58 PM
Vincent Guerard
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Sergio, I agree 100%, when the PM is a subject matter expert, it is tempting to do the work when the project is in difficulty and first thing you see is no one is managing!
Dec 22, 2016 7:10 AM
Mudassar Khan
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I agree with you Sergio :) And Rajan as the industry is different so each project will have its own unique metric, quality assurance and acceptance criteria
Here comes an ancient debate on this field. I worked in both industries while my original backgroud is IT/Software. The answer is: no difference. The PM must start and activity as soon she/he is assigned to a new initiative which is elicitation activity. During elicitation you have to take knowledge about the business where you will be assigned. That mean sto know the domain (terms, functions, process, etc), to know about the stakeholders inside the domain, pains the stakeholdrers are facing inside the domain, external and internatl environment (for example by using PESTLE analysis and Porter´s Five Forces analysis). But some people sustain that there are differences because they sustain that PM must be a subect matter expert which I fully disagree.
Hi Sergio,
Thanks for the note and perhaps my question was not up to the point. I was asking more on the lines of metrics, unit of measurement, monitoring, status tracking etc; - if they are different between manufacturing and it services. Please advise.
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2 replies by Anupam and Sergio Luis Conte
Dec 20, 2016 7:17 AM
Anupam
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Rajan, metrics differ :)
Dec 20, 2016 1:53 PM
Sergio Luis Conte
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As other mentioned, and putting it in other words, I firmly believe that one of the things that is critical to be successful as Project manager is to clearly define the Project objectives and goals (those things that must be meassure to meassure the Project success) and after that to define the metrics aligned to those objectives and goals. So, if you ask me, as other mentioned, for each Project I must créate specific metrics.
Thanks for the note and perhaps my question was not up to the point. I was asking more on the lines of metrics, unit of measurement, monitoring, status tracking etc; - if they are different between manufacturing and it services. Please advise.
Rajan, metrics differ :) Saving Changes...
AKSHAY JAINPlanning Group Leader| YOKOGAWA, BahrainGwalior, Mp, India
Process and knowledge areas are same but the way project is managed is entirely different in both industries. IT service industry more a knowledge based industry and projects are quite small in size, value, coordination etc, in IT service industry requirement management and people management are more dominant and people involved are mostly educated professionals. But in manufacturing industry projects are more capital oriented, product and technology is almost fixed, here focus is more on timely execution and completing project within budget. Coordination needs are much more complex because various equipment's are manufactured at multiple locations so proper monitoring required for timely execution and quality product and multiple suppliers needs to coordinated for assembly and start up services of plant. So my observation is managing knowledge part is more dominant in IT industry and managing time & cost is more dominant in manufacturing projects. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Dec 20, 2016 4:19 AM
Replying to Sergio Luis Conte
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Here comes an ancient debate on this field. I worked in both industries while my original backgroud is IT/Software. The answer is: no difference. The PM must start and activity as soon she/he is assigned to a new initiative which is elicitation activity. During elicitation you have to take knowledge about the business where you will be assigned. That mean sto know the domain (terms, functions, process, etc), to know about the stakeholders inside the domain, pains the stakeholdrers are facing inside the domain, external and internatl environment (for example by using PESTLE analysis and Porter´s Five Forces analysis). But some people sustain that there are differences because they sustain that PM must be a subect matter expert which I fully disagree.
Sergio, I definitely agree with all what you've mentioned.
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1 reply by Sergio Luis Conte
Dec 20, 2016 1:49 PM
Sergio Luis Conte
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Thank you very much Rami. It is good for me to learn and improve myself this type of feedback.
Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Your project metrics won't change that much: after all, projects are measured along the usual lines - scope, time, cost. Sure some quality metrics might not make as much sense. (I have used MTBF on IT projects, even though it is more prevalent in manufacturing.)
Where you may have different metrics is around benefit realization (measuring business value created by project). Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Dec 20, 2016 11:07 AM
Replying to Rami Kaibni
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Sergio, I definitely agree with all what you've mentioned.
Thank you very much Rami. It is good for me to learn and improve myself this type of feedback.
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1 reply by Rami Kaibni
Dec 20, 2016 7:06 PM
Rami Kaibni
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You're Welcome - We also learn from your experience as well. It is mutual benefit Sergio.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Dec 20, 2016 7:00 AM
Replying to Rajan Hariramabadran Varada
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Hi Sergio,
Thanks for the note and perhaps my question was not up to the point. I was asking more on the lines of metrics, unit of measurement, monitoring, status tracking etc; - if they are different between manufacturing and it services. Please advise.
As other mentioned, and putting it in other words, I firmly believe that one of the things that is critical to be successful as Project manager is to clearly define the Project objectives and goals (those things that must be meassure to meassure the Project success) and after that to define the metrics aligned to those objectives and goals. So, if you ask me, as other mentioned, for each Project I must créate specific metrics.
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1 reply by Anupam
Dec 20, 2016 10:08 PM
Anupam
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Yes. For each project specific metrics are created. We follow the same.
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