Project Management Central

Please login or join to subscribe to this thread

Practice Areas: Agile, Business Analysis/Requirements Management, Business Case
What could be the best way to prioritize projects in a functional organization?
Network:464



Hello all!

I'm reaching out to try to gain insights as to what would be the best possible way in defining a policy or governance approach for the selection of projects in an organization that it's not driven by projects (a functional environment; not even close to being a weak matrix).

I've been participating in several projects that get killed for the new fav of the month and then get reactivated again with an enormes pressure for time and delivery.

Any thoughts as to how it would be best to educate the top brass (C-suite executives) of the organization?

Thank you.

Mariano.
Sort By:
Page: 1 2 next>
Network:71



First, identify the Executives most likely to understand the benefits of project management; they’ll then help convince the other executives of the need for project management. Meet with these individuals privately and educate them regarding how project management will help the Executives achieve their production goals, and that switching back and forth from between projects is wasteful and counterproductive. Be sure to state your case in terms of time and cost saved, since these metrics are most important to them, and give them the information with which to convince the other Executives. Perhaps create a PowerPoint presentation the Executives you educate can use to teach other Executives.
...
1 reply by Ramon Rodriguez
Mar 17, 2017 11:52 AM
Ramon Rodriguez
...
Thank you Eric.

Good stakeholder engagement suggestions.


Regards.
Network:415



Hi Ramon,

I think the answer is present in your question itself. You stated the project gets killed for new fav of the month and gets reactivated again with enormous time and pressure.

Find out:
1.Why is this getting reactivated?
2. who is behind this reactivation?
3. Engage with that stakeholder and get to know why it is so important?
4. Is this linked with sustaining the operations or profitability or to retain the market/customer?
5. The above should broadly let you identify the factors that are deemed important and the associated stakeholders at functional level.
6. then identify the business needs and business values, project objectives and so on.
7. Identify the sponsor and engage with him for resources and support.
...
1 reply by Ramon Rodriguez
Mar 17, 2017 11:50 AM
Ramon Rodriguez
...
Thank you Balaji,

I'll take this list and put them into my FMEA matrix and see the possible effects.


Regards.
Network:775



What is the value of the projects? Create a scaling exercise to measure the value return - the business value/driver/justification back to the organization, in conjunction with the CBA. The CBA results will be too detailed and busy for an executive discussion, but rolling that information up into a simple scale of select indicators will help the decision process.
...
1 reply by Ramon Rodriguez
Mar 17, 2017 11:49 AM
Ramon Rodriguez
...
Thank you Andrew.

This is being developed (WIP) as you've expressed the execs are not going to review a detail report but a summary or reference for the decision making process. What would you suggest, as a tool? Can a simple KPI matrix (aligned to the organizational strategy) be good a idea?

Thank you again and regards.
Network:770



In addition to the great questions above, when the projects are first being proposed, how closely are they being aligned with the strategic objectives of the organization and evaluated for the ones that will bring in the most $$. To Eric's point above, knowing which stakeholders to get on your side is vital. To Andrew's point, you show this all in a way that is easy for your stakeholders to digest and you've got a better shot.
...
1 reply by Ramon Rodriguez
Mar 17, 2017 11:46 AM
Ramon Rodriguez
...
Thank you Liana,

That is something that needs to be address with the C-suite, but as expressed the organization is a functional one (in the case described) and they are starting to venture (or at least expressed the need) into prioritizing projects.

Thank you again for the feedback.
Network:464



Mar 17, 2017 8:07 AM
Replying to Liana Underwood
...
In addition to the great questions above, when the projects are first being proposed, how closely are they being aligned with the strategic objectives of the organization and evaluated for the ones that will bring in the most $$. To Eric's point above, knowing which stakeholders to get on your side is vital. To Andrew's point, you show this all in a way that is easy for your stakeholders to digest and you've got a better shot.
Thank you Liana,

That is something that needs to be address with the C-suite, but as expressed the organization is a functional one (in the case described) and they are starting to venture (or at least expressed the need) into prioritizing projects.

Thank you again for the feedback.
Network:464



Mar 17, 2017 6:45 AM
Replying to Andrew Craig
...
What is the value of the projects? Create a scaling exercise to measure the value return - the business value/driver/justification back to the organization, in conjunction with the CBA. The CBA results will be too detailed and busy for an executive discussion, but rolling that information up into a simple scale of select indicators will help the decision process.
Thank you Andrew.

This is being developed (WIP) as you've expressed the execs are not going to review a detail report but a summary or reference for the decision making process. What would you suggest, as a tool? Can a simple KPI matrix (aligned to the organizational strategy) be good a idea?

Thank you again and regards.
Network:464



Mar 17, 2017 4:16 AM
Replying to Ganesan Balaji PMP, RMP, PgMP
...
Hi Ramon,

I think the answer is present in your question itself. You stated the project gets killed for new fav of the month and gets reactivated again with enormous time and pressure.

Find out:
1.Why is this getting reactivated?
2. who is behind this reactivation?
3. Engage with that stakeholder and get to know why it is so important?
4. Is this linked with sustaining the operations or profitability or to retain the market/customer?
5. The above should broadly let you identify the factors that are deemed important and the associated stakeholders at functional level.
6. then identify the business needs and business values, project objectives and so on.
7. Identify the sponsor and engage with him for resources and support.
Thank you Balaji,

I'll take this list and put them into my FMEA matrix and see the possible effects.


Regards.
Network:464



Mar 16, 2017 9:33 PM
Replying to Eric Simms
...
First, identify the Executives most likely to understand the benefits of project management; they’ll then help convince the other executives of the need for project management. Meet with these individuals privately and educate them regarding how project management will help the Executives achieve their production goals, and that switching back and forth from between projects is wasteful and counterproductive. Be sure to state your case in terms of time and cost saved, since these metrics are most important to them, and give them the information with which to convince the other Executives. Perhaps create a PowerPoint presentation the Executives you educate can use to teach other Executives.
Thank you Eric.

Good stakeholder engagement suggestions.


Regards.
Network:35



How to select projects and prioritize projects, right?

Quick Guide:
1. Are all these projects really important.? - list down all your tasks
2. Identify Urgent projects vs. Important projects
- you may use a criteria based prioritization matrix tool
3. Assess value - consider the Results/Outcome of Your Project
-For example, projects with a higher financial gain or which may deliver the greatest benefits to the business may outweigh another project
4. Prioritize Projects by Deadline
-However, consider the urgency versus importance factor.
If a project is neither urgent, nor important, it really should not be started in the first place.
5. Delegate or perish.
6. Keep your list of priorities flexible. Be adaptable.
7. Know when to cut your workload. --You can't do everything.
...
1 reply by Ramon Rodriguez
Mar 17, 2017 4:11 PM
Ramon Rodriguez
...
Thank you Jessica.

Good approach for time management.

Regards.
Network:464



Mar 17, 2017 12:35 PM
Replying to Jessica De Ocampo
...
How to select projects and prioritize projects, right?

Quick Guide:
1. Are all these projects really important.? - list down all your tasks
2. Identify Urgent projects vs. Important projects
- you may use a criteria based prioritization matrix tool
3. Assess value - consider the Results/Outcome of Your Project
-For example, projects with a higher financial gain or which may deliver the greatest benefits to the business may outweigh another project
4. Prioritize Projects by Deadline
-However, consider the urgency versus importance factor.
If a project is neither urgent, nor important, it really should not be started in the first place.
5. Delegate or perish.
6. Keep your list of priorities flexible. Be adaptable.
7. Know when to cut your workload. --You can't do everything.
Thank you Jessica.

Good approach for time management.

Regards.
...
1 reply by Jessica De Ocampo
Mar 17, 2017 8:51 PM
Jessica De Ocampo
...
You are welcome. It's my pleasure.
Page: 1 2 next>  

Please login or join to reply

Content ID:
ADVERTISEMENTS

"A common mistake that people make when trying to design something completely foolproof is to underestimate the ingenuity of complete fools."

- Douglas Adams

ADVERTISEMENT

Sponsors

Vendor Events

See all Vendor Events