Hussain BandukwalaFounder & CEO| Parwaaz Consulting CorporationRichmond Hill, Ontario, Canada
Hi Paris. Great question! In the startup world you'll hear that ideas are a dime a dozen, and execution is everything. Whether startups actually use the term "project management" or not, they have to implement it when they're executing - on-budget, on-time and at quality. A lot of the work they do is most likely based on the Lean Startup methodology, which is very akin to Agile.
I've had the pleasure of working intimately in the project management world and have co-founded a startup as well. In the early days for a startup, you've got to be able to get things done, by all means necessary (which includes hustling and also breaking some rules).
However, as a startup grows (10-50 employees), its important in doing things predictably and consistently, and the discipline of project management starts to (or needs to) crystallise within the startup. And like Andrew Craig said, you've got to have project managers to see these initiatives through.
As startups grow even more (70-100+ employees), it becomes imperative to ensure that the right initiatives are happening at the right time with the right people (i.e. portfolio & resource management), that everyone on the team understands the top strategies and priorities of the startup (i.e. communications management), delivery of these initiatives is standardized and controllable (i.e. process and execution management) and that key decisions are based on data instead of gut (i.e. risk/issue/change management). To oversee this entirely across the startup, a Project Management Office (PMO) can help immensely.
Hmm, there is a reason they call it "Lean Startup". Many begin with a small lean team; do they need a PM yet? Not really, but one on the team can double up to fill this role. Many here have commented on issue without one but did they even have a business case, a plan or ?? The founders need to have more than a PM to get started...but if you have the opportunity and are flexible, adaptable and can multitask...jump in. Saving Changes...
Hussain BandukwalaFounder & CEO| Parwaaz Consulting CorporationRichmond Hill, Ontario, Canada
Naomi - you're absolutely right. Under 10 employees on a startup (in general), you probably don't need a startup - but the team that is on the ground is in essence practising some elements of project management. Once the team grows from there, having PMs will be beneficial. Saving Changes...
Walid ElgamalIT Project Manager | DoxPRO Consulting Herndon, Va, United States
I hate to go against the common wisdom of our PM community but It all depends on the size of the startup, in an early stage where few entrepreneurs and ultra-creative personality (many of current Giants came through that stage), a PM vision can be bit restrictive for that stage Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Walid, you are not against the PM community, at least taking into account to me (hehehe). Trying to implement Project management into a startup has no sense from the point of view of strategy. At least, in a formal way. Each people in this world is performing Project management from the time they wake up to the time they go to bed. But the degree of formality is not the same when people must put it into practice in the work place. Inside the startup people will perform some Project mangement activities but it has no sense to try to convince people who are in charge of starup strategy to make it formal. I have a lot of experience on that. The only thing that change that, in my personal experience, is when the startup company is pushed to do that because some customer demands. The same for things like to get a certificate on ISO for example. Saving Changes...
Ramachandran SwaminathanRegional Delivery Manager| Oracle Consulting IndiaBangalore, Karnataka, India
Even though I have worked as a PM and am aware what project mgmt brings to the table, I am in complete agreement with Sergio and Walid. Irrespective of whether a startup or not, we need to look at the maturity level of an organization(CMMi levels can help here) before going to implement project mgmt practices. The following are the questions that the company CEO/CTO/CXO needs to ask themselves before implementing PM practices
1. Being a startup, we need to be agile and responsive to the market demand. To what extend should we follow PM processes in order not to disrupt the objective?
2. What benefits do PM processes bring to the table? Will it help bring in efficiency in the project execution or will it become a burden
3.Cost/Benefit Analysis of PM processes
4. Instead of having a dedicated PM, can the processes be handled by an experienced team member who will authorities/responsibilities similar to that of a PM
3-4 years back I was hired as a PM in an organization of around 100 employees. I resigned after spending 10 months. Realized that the working style of that organization was different and I couldnt add much value. On my last day at that organization, I told them that they dont need a dedicated PM at this stage and they understood it Saving Changes...
Paris kermanshahiMBA Student| Santa Clara UniversitySanta Clara, Ca, United States
Jul 26, 2017 3:27 PM
Replying to Hussain Bandukwala
...
Hi Paris. Great question! In the startup world you'll hear that ideas are a dime a dozen, and execution is everything. Whether startups actually use the term "project management" or not, they have to implement it when they're executing - on-budget, on-time and at quality. A lot of the work they do is most likely based on the Lean Startup methodology, which is very akin to Agile.
I've had the pleasure of working intimately in the project management world and have co-founded a startup as well. In the early days for a startup, you've got to be able to get things done, by all means necessary (which includes hustling and also breaking some rules).
However, as a startup grows (10-50 employees), its important in doing things predictably and consistently, and the discipline of project management starts to (or needs to) crystallise within the startup. And like Andrew Craig said, you've got to have project managers to see these initiatives through.
As startups grow even more (70-100+ employees), it becomes imperative to ensure that the right initiatives are happening at the right time with the right people (i.e. portfolio & resource management), that everyone on the team understands the top strategies and priorities of the startup (i.e. communications management), delivery of these initiatives is standardized and controllable (i.e. process and execution management) and that key decisions are based on data instead of gut (i.e. risk/issue/change management). To oversee this entirely across the startup, a Project Management Office (PMO) can help immensely.
Hope this helps.
Thanks,
Hussain
Great answer Hussain , many thanks. Saving Changes...
Paris kermanshahiMBA Student| Santa Clara UniversitySanta Clara, Ca, United States
Thansk all for your contribution.
I personally think we need to hire professionals to grow the business, regardless of the company's size.
I used to be a software developer for about 5 years. Development and project management have two different skill sets and focus. Combining the responsibilities is not going to work and might take a person away from his main responsibilities.
I totally agree with identifying the level of formality based on the company's size and the complexity of the projects.
