I work in an IT department that is very reactive and tends to do little project planning. As a result, project management and it's related tools are most often viewed as hindering work from getting done quickly. I've introduced both traditional and agile methods to my own projects with some success, but less than I would like.
I have now been told by my boss to implement PM controls throughout the department. As part of this initiative, I met with our two directors yesterday, who also report to my boss, and I told again that controls will slow down the great work being done. My boss will not lay down a mandate for controls to the department but feels that we are not working effectively. Any recommendations? Saving Changes...
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Dinah YoungProject Manager / Software Asset Manager| Prince William CountySpringfield, Va, United States
This sounds very familiar. The problem is implementing PM controls in a situation like this can not be a bottom up process. It needs to come from the top down. Until your boss lays down the mandate and gets personally involved it is going to be an up hill struggle.
Things that you can do in the meantime is to document occurrences where the controls would have saved time. When a project has scope creep, show that a signed charter and scope baseline document would have prevented this. And show it in money and time. The cost of reacting to this issue was 10 man hours at $100 which equals $1000. Continue to gather this information and then take it to your boss and the other directors and show them the savings in time and money that will offset the upfront time required to implement PM controls.
Sometimes you just need to break it down in measurements that mean something to people.
Good luck! Saving Changes...
Shivanjali BhutkarBringing Technology and Business togetherNa, Ca, United States
Agree with Dinah. It has to start at top level. begin controls with some new projects first. establish the processes and tools. Maybe have a presentation of your new processes with team. atlast all are stakeholders and need project success. Saving Changes...
Drake SettsuProject Manager / BloggerHi, United States
Good comments.
You need support from the the top that you will be implementing PM controls. Without the support you do not have a chance and the business as usual attitude will continue. Saving Changes...
Sounds like you need to influence the directors to come on board. If you get them to agree with the control objectives, then perhaps they will be open to working with you to design a set of controls which achieve the objectives with minimum sufficiency. Often times, reluctance to move to a more disciplined approach is not a desire to be chaotic or to hide poor performance but rather a legitimate fear based on past experience with "one size fits all" governance.
