Two years ago, our boss hired a consultant and buddy of his to develop a project management methodology for our IT department. For $50,000 we got a gap analysis and a 200 page methodology document. This effort and expense has done very little to improve how we actually manage our projects. Everyone continues to do their own thing. Now our boss is looking at bringing in that same consultant, his friend, to do another gap analysis and to update the methodology document. None of us thinks that this is a good idea, but we don't know how to tell him. Has anyone else been in this situation? What are we to do? Saving Changes...
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Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Tough Love Time:
Question 1 - does anyone have a better idea?
Question 2 - does the GAP analysis hold truth?
Question 2 - does the methodology have value?
Question 3 - Is the consultant qualified?
Question 4 - What seems to be driving the lack of motivation to improve the PM process?
There is most likely some valid reasons why the boss sees a need for improvement. I would look past the frindship issue and towards finding away understand the business motivations behind the actions. Then organize and show some traction for moving forward.
Just a thought Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Anonymous, I would sure like to have your boss. He invested $50,000 in you two years ago and is willing to do it again. I agree with Mr. Wood's post, and especially on looking past the friendship between your boss and the consultant. You mentioned that project management hasn't improved and that everyone continues to do their own thing. Why is that? Leadership, improvement oriented thinking, and results comes from within the team too, not just above it. Sounds like you have a wonderful opportunity to make a contribution and make a difference. Carpe Diem, my friend. -- Mark Perry, VP of Customer Care, BOT International Saving Changes...
Just dumping another 200 page manual on people’s desks this time will also not forward the organization’s momentum. Perhaps ask about having the expert hold some Mentoring sessions, formal training, demos this time. Ask about tools that might be also helpful. Perhaps bring up doing a proof of concept / trial on a small project. Do you have “upper management” going though motions and feeling “warm and fuzzy” about having “methods”, while still pushing for deadlines and deliverables and communicating (by word or deed) that anything that is other then coding and unit testing is “fluff”?
Saving Changes...
There are a lot of process change statistics out there to show us that simply giving someone new tools/processes will not change behavior. First, you must establish where you want to go and put it in measurable terms.
Next, you must determine where you are now. This "gap analysis" is a critical starting point. Next, you need to determine what is being used and why, and then create a CUSTOM methodology that suits the needs of those who will be using it. Most importantly you must ensure the methodology remains "flexible" to the creativity and best judgement of your experienced PMs so they still feel valued and will accept it, to help ensure success.
Next is to create training for that methodology. What it is, why, how it will be measured and tied to performance, and where they go for advice and assistance, as well as the "latest and greatest".
The most important step is there should be expected and communicated milestones to measure the success through mentoring and checkpoints both on an individual basis (tied to compentency/performance) and an organizational. The follow-up, measurement, and availablility of "experts" to mentor and assist will make a key difference.
I have seen this method work, and I have see it fail by skipping any part of these steps. The investment by management in a methodology (especially financial) is a major step in the right direction that many organizations lack and never get passed. You have one big step below you, just keep pushing with passion and involving others who feel the same. ~Lyndsay, Senior Consultant, Mindavation Inc. Saving Changes...
Greetings from Australia.. This an excellent question. It is clear from my client history that the PMO improvement or simply - PM Improvement - is one of the most failure prone projects we take on.. Why?? Because most organisations try a single-strategy or linear approach to what is generally a very complex project. PM Improvement cannot be solved by a simple PMBOK methodology solution, or just by training, or just by buying the next wave scheduling tool - But it is surprising how many companies try to make such a complex leap with such one-liner strategies.. We need to remember that PM Improvement is essentially an exercise in change management. A smart strategy will look at five solution elements; in this order. (1) STRATEGIC ALIGNMENT. Get the chiefs on board with full commitment, make sure that the company has sound strategic governance structures, corporate reporting and information requirements are understood, project selection and benefits strategies are outlined. (2) METHODOLOGY. Now do the PMBOK analysis to derive a **fit for purpose** (and scalable) methodology; but make sure the methodology is heirarchical - embracing workflow vertically through the organisation, not just horizontally through the project team. (3) SKILLS FRAMEWORK. Define holistic roles and responsibilities; starting with Executives in charge of projects, Project Sponsors, Project Directors, Program Managers and (of course) the PM and team. (4) SKILLS DEVELOPMENT. Roll out the methodology improvement with training of ALL those dudes mentioned in (3) above; Just training the project team is largely preaching to the converted. Back up the training with Mentoring and Peer Support. (5) Oh Yeah.. TOOLS, ensure that the methodology is supported with appropriate processes, tools and templates that are derived from the methodology, not vice versa. Happy to share some powerpoints and other documents on this topic. David Hudson, AFAIM, RPM Saving Changes...
