Monikka MannSenior Project Manager| Paladin DronesHouston, TX, United States
If you were starting as the PM at a very small (~30 employees) company that did not have any other PMs, nor any PM procedures, tools or policies, what are some of the first things you'd try to accomplish with an initial 30, 60 or 90 day period? Saving Changes...
I would first ask myself what is it I am really here to do. If I was hired to implement a program to develop a set of procedures, tools and policies, then I would start with what is the current landscape. I would map out whatever chaos there is and then do a business case for implementing a structured approach and present it to upper management.
The key thing is to scale the approach for the size of the company and the size of the projects.
This would include some of the following:
The development of a PM manual.
The development and adoption of policies and processes.
Implementation of a Project Change Control process
A plan for training.
I was involved in implementing a structured PM program with a former employer. One of the things was a continuous process of communication and education of what, how and why this was going to create value.
It does in some cases take about four or five years to really get the whole program turned in the right direction. Lots and lots of Change Management processes Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Following on Susan's response, I'd clearly define what my purpose was and make sure Management agreed, to avoid misunderstandings. Did Management hire you to immediately take over certain ongoing projects, or are you expected to establish a companywide PMO? Saving Changes...
First of all try to identify challenges of ongoing projects and setup a process to overcome those challenges.
Next you can initiate small processes which would be easily adaptable and won't be a burden all of a sudden for the employees. Baby steps are better, rather than making a jump and failing to reach the target.
Make sure that you give enough time to resources to settle down and to completely adapt the process/framework. Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
Follow the PMBOK guideline for just with enough depth as your company requires... For you'll find your answers there. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
First of all, you have to decide what path you will follow: PMI? IPMA? GPM? PRINCE2? etc. Second, you have to understand that to implement something inside an organization will transform the organizational architecture as a whole so it must be introduced to solve an organizational problem which happends due to an organizational need. Time ago I wrote an article that was published by the PMI and the IIBA as "best practice" (perhaps it helps, here the link: https://www.projectmanagement.com/blog-pos...right-solution) What is the key in this type of things is to understand the step inside the organizational life cycle (mainly business life cycle) the organization is today. For example, if the business is into the growth step forget about to implement some kind of formal project management activities. Why? Because the problem (strategic focus) is to make money to continue in the business. That does not mean you can start using some project management process but if and only if you analyze those process will add value to the growh step. Saving Changes...
Pier Luigi CalabriaProject Manager| INFORM Institut für Operations Research und Management GmbH, Aachen, GermanyAachen, Germany
I'd start with "what does Project Management means?" followed by "pros and cons of having someone driving projects". After these 2 presentations to all employees (management included), I would poll separately management and employees, if they believe that there is added value having a PM.
If not, stop.
If yes, just agree with management a sample project, better if it's something that you can compare with previous performances (for example, deployment of Windows 10 following a project management criteria, versus deployment of Windows 7 without project management) in terms of scope, cost, quality and time.
Are you expected to just jump in and take over? Start small - Going full blown PMBOK, first thing, can backfire.
In 2015-2016 I volunteered for Points of Light and worked with another project manager to coach a small business in developing basic project management practices. It had to be simple and sustainable, because it was for a set time, and then our involvement was done - there wouldn't be a formal project manager after we left. Based on what we did, you might consider some of the following:
Step 1: Assess the situation
Examine the organization and the individual projects. Identify the pain points. If there are quick wins to be made, go for it, otherwise...
Step 2: Document & Review
Document the pain points and opportunities, and review them with your stakeholders. They may think they want you to just fix their problems, but you still want their buy-in before making major changes. Some changes will be made quickly, others will take time and planning. Make sure you know the most important things they want to change/improve.
Step 3: Identify your goals
Develop and share your vision - short and long term - for implementing project management. Obtain stakeholder buy-in for the changes to be made and the timing.
In the middle of all of this, execute. Show improvement while building your plan. It can be small, but you want to demonstrate value in little things and build their trust so that you can make bigger changes.
One thing to consider, if they need PM training, they probably also need BA/Requirements/Testing training, as well. In a shop with 30 people and one PM, you may be responsible for all of those things. Saving Changes...
Lonnie PacelliAuthor & President| ProjectManagementAdvisor.comBellevue, Wa, United States
Get very clear on what the owner is expecting you to do. With a company under 30 people the owner is very likely looking for you to be producing results fast. Don't worry so much about trying to put together a lot of infrastructure as you may be perceived as wasting time. Get agreements on where the problems are with the owner and get to solving those problems using pm techniques appropriate for the problem. Small business owners don't care about PRINCE2, AGILE, etc.; they care about making payroll and saving money. Focus on solving problems and saving money first and foremost. Saving Changes...
I think you need to define what are the first changes you want to keep in mind when you decided to hire like PM.
There are two main things: create and maintain a PMO or start organizing current projects. In both cases, you need a lot of help and support to actually implement it, since hiring a PM is not enough to work like pushing a button to turn on the light
You need to work together with owner, and have on mind that small bussiness starting are more focused on money return, as Sergio and Lonnie has says Saving Changes...
Monikka MannSenior Project Manager| Paladin DronesHouston, TX, United States
Thanks for all the amazing input. I am starting a new role on Monday and I want to make sure that I am both strategic and effective as I get started.
I think that my first steps are going to be to sit down with the VP of Engineering, CEO and CTO to get an idea of where their pain lies. Then, I want to get a handle on all current projects and their status. My plan is very similar to what Aaron proposed above but I think everyone's feedback is going to inform my plan for the first 90 days or so.
Thank you again for sharing your knowledge with me.
Monikka
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1 reply by Sergio Luis Conte
May 13, 2017 9:07 AM
Sergio Luis Conte
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And as somebody wrote: focus on solve a problem not in implementing project managemet by the book. That is critical to be successful.
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