The document discusses delegating project management tasks from project managers to team members in order to improve organizational efficiency. Currently, project managers typically handle all project management tasks themselves. This leads to higher costs, lower team motivation, and missed opportunities. The document proposes a solution where project managers delegate appropriate project management tasks to team members. This would reduce costs by utilizing resources more efficiently. It would also increase team member motivation and involvement. The document addresses some concerns about this approach and provides recommendations for implementation at different organizational levels.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
The document discusses using project reviews to promote learning. It notes that project success rates remain low and reviews could help improve learning. The goal is to have a conversation about developing "learning-based project reviews" to make reviews more productive and view existing processes from a learning perspective. Key assumptions are that learning occurs throughout a project, reviews are connected to project delivery, and they can help teams learn at different levels. Formal reviews provide benefits but the right questions are needed to drive the right conversations.
The document outlines a program called "Power To People" that aims to empower employees across levels of an organization to identify and solve issues through participation and collaboration. The program involves workshops with top management and department heads to determine key issues to address. Teams then work to design interventions and solutions in their own workshops. Solutions are presented in public sessions where top management makes decisions. The goal is to facilitate ownership of problems and solutions, recognize talents, and effectively implement changes through an inclusive process.
This document discusses a new approach to managing projects in a multi-project environment implemented at a top pharmaceutical company in India. Traditionally, the company took on more projects than it had capacity for and resources were overloaded working on multiple projects simultaneously. This led to shifting priorities, missed preparations, and inconsistent results. The document introduces Theory of Constraints (TOC) principles to identify the core problems and implement solutions. It analyzes how embedded safety in task estimates is not fully utilized due to human tendencies to delay work and only address issues at the last minute. An implementation of TOC and CCPM concepts significantly improved throughput, reduced cycle times, and increased delivery reliability.
This two-day training course focuses on developing leadership skills for effective project management. Day one covers becoming a high-performing team member, improving leadership and teamwork, and powerful communication techniques. Day two focuses on motivating project teams, making good decisions, managing conflict, negotiation skills, and implementing project changes. The training aims to provide practical skills and tools to help project managers lead successful projects.
This document discusses a framework called CESR for evaluating the success of organizational change programs. CESR focuses on the "hard side" of change - objective metrics that can be used to measure performance. The key factors of CESR are Commitment, Effort, Schedule, and Review of Results. Commitment refers to support from senior and middle management in terms of budget, time, and communication. Effort looks at work done by those implementing and impacted by the change. Schedule tracks adherence to timelines. Review of Results examines whether objectives were achieved. The document argues that integrating evaluation of these hard factors with softer aspects can help determine if a change program was truly successful.
Brief overview on microsoft solution frameworkAhsan Kabir
“A broad category of applications and technologies for gathering, storing, analyzing, sharing and providing access to data to help enterprise users make better business decisions” -Gartner
Ref: https://gallery.technet.microsoft.com/Business-Intelligence-ed0bc4c9
This document critiques presentations that use "red herrings" to argue for agile over traditional project management approaches. It asserts that many criticisms of traditional approaches actually represent examples of bad project management practices, not limitations of the approach. The document recommends focusing on established processes for areas like problem detection, continuous improvement, and lessons learned rather than presented conjectures. It concludes that for agile to be taken seriously by business leaders, it needs to demonstrate how it improves established processes and show value in quantifiable business terms rather than anecdotal experiences.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
The document discusses using project reviews to promote learning. It notes that project success rates remain low and reviews could help improve learning. The goal is to have a conversation about developing "learning-based project reviews" to make reviews more productive and view existing processes from a learning perspective. Key assumptions are that learning occurs throughout a project, reviews are connected to project delivery, and they can help teams learn at different levels. Formal reviews provide benefits but the right questions are needed to drive the right conversations.
The document outlines a program called "Power To People" that aims to empower employees across levels of an organization to identify and solve issues through participation and collaboration. The program involves workshops with top management and department heads to determine key issues to address. Teams then work to design interventions and solutions in their own workshops. Solutions are presented in public sessions where top management makes decisions. The goal is to facilitate ownership of problems and solutions, recognize talents, and effectively implement changes through an inclusive process.
This document discusses a new approach to managing projects in a multi-project environment implemented at a top pharmaceutical company in India. Traditionally, the company took on more projects than it had capacity for and resources were overloaded working on multiple projects simultaneously. This led to shifting priorities, missed preparations, and inconsistent results. The document introduces Theory of Constraints (TOC) principles to identify the core problems and implement solutions. It analyzes how embedded safety in task estimates is not fully utilized due to human tendencies to delay work and only address issues at the last minute. An implementation of TOC and CCPM concepts significantly improved throughput, reduced cycle times, and increased delivery reliability.
This two-day training course focuses on developing leadership skills for effective project management. Day one covers becoming a high-performing team member, improving leadership and teamwork, and powerful communication techniques. Day two focuses on motivating project teams, making good decisions, managing conflict, negotiation skills, and implementing project changes. The training aims to provide practical skills and tools to help project managers lead successful projects.
This document discusses a framework called CESR for evaluating the success of organizational change programs. CESR focuses on the "hard side" of change - objective metrics that can be used to measure performance. The key factors of CESR are Commitment, Effort, Schedule, and Review of Results. Commitment refers to support from senior and middle management in terms of budget, time, and communication. Effort looks at work done by those implementing and impacted by the change. Schedule tracks adherence to timelines. Review of Results examines whether objectives were achieved. The document argues that integrating evaluation of these hard factors with softer aspects can help determine if a change program was truly successful.
Brief overview on microsoft solution frameworkAhsan Kabir
“A broad category of applications and technologies for gathering, storing, analyzing, sharing and providing access to data to help enterprise users make better business decisions” -Gartner
Ref: https://gallery.technet.microsoft.com/Business-Intelligence-ed0bc4c9
This document critiques presentations that use "red herrings" to argue for agile over traditional project management approaches. It asserts that many criticisms of traditional approaches actually represent examples of bad project management practices, not limitations of the approach. The document recommends focusing on established processes for areas like problem detection, continuous improvement, and lessons learned rather than presented conjectures. It concludes that for agile to be taken seriously by business leaders, it needs to demonstrate how it improves established processes and show value in quantifiable business terms rather than anecdotal experiences.
This document discusses common pitfalls that process improvement initiatives often face. It begins by noting that while process improvements initially generate excitement and progress, they frequently fail to create lasting change as motivation wanes over time. The document then outlines three key drivers of process improvement initiatives - purpose, process, and people - and examines common pitfalls within each area. These include a lack of leadership support, unrealistic expectations, not involving the right stakeholders, and poor change management. The document stresses that understanding potential pitfalls can help recovery efforts and recommends preventative strategies like clear communication, addressing employee concerns, and linking goals to business strategies to help ensure process improvement initiatives succeed.
The 2010 Environmental Performance Summit was held from June 28-30, 2010 in Arlington, VA. The summit focused on measuring and improving environmental performance in government agencies. It featured workshops on developing quality performance measures and integrating performance and budgeting. The keynote address discussed the status of Executive Order 13514 on meeting federal leadership requirements for environmental, energy, and economic performance. Breakout sessions provided strategies for utilizing performance measures and selecting the right measures for environmental programs.
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
Do you and your colleagues have to deliver a project? Would you find it useful to use a researched approach to identify potential issues and help avoid them?
One which involves the whole project team in an interesting and participative way? “Prevaluation” does that. This actual client case study reveals all ~ Read on….
The Gate Gourmet production facility at LAX implemented a new Performance Management system over 12 weeks. An initial diagnostic identified issues with leadership skills, performance management, and training. A team designed solutions focusing on leadership development activities, standardized performance boards to measure and display KPIs, and training everyone on using the boards and conducting performance dialogues. The new system aimed to generate quick, substantial and sustainable improvements by ensuring what gets measured gets done.
This document provides an overview of change management from a project implementation perspective. It discusses why change management is important for project success and defines key change management concepts. The document emphasizes the importance of communication for change management and provides tips for effective communication, including identifying stakeholders, tailoring messages, using multiple communication channels, and selecting communicators. It also stresses including change management tasks in project plans and treating them with the same importance as other project deliverables.
The document discusses concepts in software project management including people, problems, and processes. Regarding people, it emphasizes that teams must be organized effectively and have good communication. For problems, requirements must be clearly communicated and decomposed. Regarding processes, an appropriate model must be selected and adapted to the people and problem. The document also discusses challenges like thin domain knowledge, fluctuating requirements, and communication breakdowns that project managers may face.
This technical paper explores the importance of soft skills like leadership for project managers. It discusses how leadership is crucial for project success as it helps integrate team members and motivate them. The paper outlines different leadership styles and techniques for developing leadership skills, including coaching and mentoring. Effective coaching and mentoring through situational leadership can help individuals and teams achieve their goals while also benefiting the overall organization.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
This document provides information about an upcoming training event titled "Project Leadership" hosted by The Performance Institute. The two-day training will be held on August 9-10, 2010 in Arlington, VA and will provide up to 14 PDU credits. Attendees will learn skills related to effective project leadership, team building, communication, decision-making, change management, and conflict resolution. The training will use interactive exercises and real-world examples. Information is provided about the venue, hotel accommodations, fees, registration, cancellations, and sponsorships.
Offshore outsourcing comes with its set of risks and it known to fail at times. If one analyzes reasons for failures one will clearly realize that most of these risks can be mitigated. All it takes is a management commitment, mature process and mitigation plan.
The document discusses best practices for structuring agile software development teams using Scrum. It recommends keeping teams small, with no more than two pizzas worth of people, as smaller teams are more productive, collaborative, and satisfying. Feature teams that focus on delivering whole features or capabilities are preferable to component teams. Guidelines are provided for assembling self-organizing teams, such as including all needed disciplines, balancing skills and experience, and seeking diversity. Once assembled, teams should focus their efforts on a single project rather than multitasking across projects.
Offshore outsourcing comes with its set of risks and it known to fail at times. If one analyzes reasons for failures one will clearly realize that most of these risks can be mitigated. All it takes is a management commitment, mature process and mitigation plan.
Tips for Managing a Mainframe Internal Recovery Projecticu812
Originally published in the Winter 2007 issue of the Disaster Recovery Journal, this article by Mike Smith offers suggestions for managing the implementation of an updated Data Center / Internal Recovery project.
The 4th Module of TeamSTEPPS 2.0 Fundamental Training Course. It teaches skills, strategies and tools for successful leading teams on specific clinical scenarios.
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
Corporate University Summit Presentation
May 2007
The document summarizes a 2010 Environmental Performance Summit held from June 28-30 in Arlington, VA. The summit featured workshops on developing quality performance measures and performance-based budgeting for environmental programs. It also included keynote addresses on improving environmental performance through Executive Order 13514 and a panel on best strategies for using performance measures for environmental programs. The target attendees were environmental managers and specialists from government agencies seeking to improve environmental performance.
This document contains an evaluation of the project "Every Trainee Matters" from its evaluation event held on June 21-22, 2012 in Prague. It includes feedback from participants on various aspects of the project related to leadership, communication, training approach, impact, and quality of materials. Participants generally rated the project positively, praising the motivational approach and impact on professional development, while also providing some suggestions for improvement.
The ASE (Accelerated Solutions Environment) can help outsourcing projects win bids and shorten the time to break even on existing engagements. The ASE is an innovative method that solves complex problems faster through a creative environment, extensive preparation, and an effective group process. It increases quality, productivity, trust and alignment on complex projects. The ASE uses a proven three step process - Scan, Focus, Act - to develop solutions iteratively with up to 65 participants. All relevant information and the knowledge of participants is available to make sound decisions.
This document provides information about a two-day training event on project leadership skills. The training will take place from March 15-16, 2010 in Arlington, VA and offers up to 14 PDUs. Attendees will learn skills such as effective team building, communication, decision making, change management, motivation, and conflict resolution. The agenda outlines the daily schedule and topics to be covered. Logistical details on venue, hotel accommodations, pricing and registration are also provided.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
The document discusses project management fundamentals and tools. It covers topics like change management, configuration management, reviews, directing work, and productivity. The key points are:
1) Change management is a major challenge and different types of changes need to be managed, like changes in scope, efforts, and deliverables.
2) Tools help standardize processes like capturing change requests and tracking project baselines. This improves information retrieval and traceability.
3) Reviews are important to ensure quality but require motivation and proper planning to be effective. Metrics can analyze review performance over time.
4) Tracking work estimates, productivity, and team availability helps manage projects proactively and communicate status updates accurately. Simple templates
This document discusses common pitfalls that process improvement initiatives often face. It begins by noting that while process improvements initially generate excitement and progress, they frequently fail to create lasting change as motivation wanes over time. The document then outlines three key drivers of process improvement initiatives - purpose, process, and people - and examines common pitfalls within each area. These include a lack of leadership support, unrealistic expectations, not involving the right stakeholders, and poor change management. The document stresses that understanding potential pitfalls can help recovery efforts and recommends preventative strategies like clear communication, addressing employee concerns, and linking goals to business strategies to help ensure process improvement initiatives succeed.
The 2010 Environmental Performance Summit was held from June 28-30, 2010 in Arlington, VA. The summit focused on measuring and improving environmental performance in government agencies. It featured workshops on developing quality performance measures and integrating performance and budgeting. The keynote address discussed the status of Executive Order 13514 on meeting federal leadership requirements for environmental, energy, and economic performance. Breakout sessions provided strategies for utilizing performance measures and selecting the right measures for environmental programs.
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
Do you and your colleagues have to deliver a project? Would you find it useful to use a researched approach to identify potential issues and help avoid them?
One which involves the whole project team in an interesting and participative way? “Prevaluation” does that. This actual client case study reveals all ~ Read on….
The Gate Gourmet production facility at LAX implemented a new Performance Management system over 12 weeks. An initial diagnostic identified issues with leadership skills, performance management, and training. A team designed solutions focusing on leadership development activities, standardized performance boards to measure and display KPIs, and training everyone on using the boards and conducting performance dialogues. The new system aimed to generate quick, substantial and sustainable improvements by ensuring what gets measured gets done.
This document provides an overview of change management from a project implementation perspective. It discusses why change management is important for project success and defines key change management concepts. The document emphasizes the importance of communication for change management and provides tips for effective communication, including identifying stakeholders, tailoring messages, using multiple communication channels, and selecting communicators. It also stresses including change management tasks in project plans and treating them with the same importance as other project deliverables.
The document discusses concepts in software project management including people, problems, and processes. Regarding people, it emphasizes that teams must be organized effectively and have good communication. For problems, requirements must be clearly communicated and decomposed. Regarding processes, an appropriate model must be selected and adapted to the people and problem. The document also discusses challenges like thin domain knowledge, fluctuating requirements, and communication breakdowns that project managers may face.
This technical paper explores the importance of soft skills like leadership for project managers. It discusses how leadership is crucial for project success as it helps integrate team members and motivate them. The paper outlines different leadership styles and techniques for developing leadership skills, including coaching and mentoring. Effective coaching and mentoring through situational leadership can help individuals and teams achieve their goals while also benefiting the overall organization.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
This document provides information about an upcoming training event titled "Project Leadership" hosted by The Performance Institute. The two-day training will be held on August 9-10, 2010 in Arlington, VA and will provide up to 14 PDU credits. Attendees will learn skills related to effective project leadership, team building, communication, decision-making, change management, and conflict resolution. The training will use interactive exercises and real-world examples. Information is provided about the venue, hotel accommodations, fees, registration, cancellations, and sponsorships.
Offshore outsourcing comes with its set of risks and it known to fail at times. If one analyzes reasons for failures one will clearly realize that most of these risks can be mitigated. All it takes is a management commitment, mature process and mitigation plan.
The document discusses best practices for structuring agile software development teams using Scrum. It recommends keeping teams small, with no more than two pizzas worth of people, as smaller teams are more productive, collaborative, and satisfying. Feature teams that focus on delivering whole features or capabilities are preferable to component teams. Guidelines are provided for assembling self-organizing teams, such as including all needed disciplines, balancing skills and experience, and seeking diversity. Once assembled, teams should focus their efforts on a single project rather than multitasking across projects.
Offshore outsourcing comes with its set of risks and it known to fail at times. If one analyzes reasons for failures one will clearly realize that most of these risks can be mitigated. All it takes is a management commitment, mature process and mitigation plan.
Tips for Managing a Mainframe Internal Recovery Projecticu812
Originally published in the Winter 2007 issue of the Disaster Recovery Journal, this article by Mike Smith offers suggestions for managing the implementation of an updated Data Center / Internal Recovery project.
The 4th Module of TeamSTEPPS 2.0 Fundamental Training Course. It teaches skills, strategies and tools for successful leading teams on specific clinical scenarios.
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
Corporate University Summit Presentation
May 2007
The document summarizes a 2010 Environmental Performance Summit held from June 28-30 in Arlington, VA. The summit featured workshops on developing quality performance measures and performance-based budgeting for environmental programs. It also included keynote addresses on improving environmental performance through Executive Order 13514 and a panel on best strategies for using performance measures for environmental programs. The target attendees were environmental managers and specialists from government agencies seeking to improve environmental performance.
This document contains an evaluation of the project "Every Trainee Matters" from its evaluation event held on June 21-22, 2012 in Prague. It includes feedback from participants on various aspects of the project related to leadership, communication, training approach, impact, and quality of materials. Participants generally rated the project positively, praising the motivational approach and impact on professional development, while also providing some suggestions for improvement.
The ASE (Accelerated Solutions Environment) can help outsourcing projects win bids and shorten the time to break even on existing engagements. The ASE is an innovative method that solves complex problems faster through a creative environment, extensive preparation, and an effective group process. It increases quality, productivity, trust and alignment on complex projects. The ASE uses a proven three step process - Scan, Focus, Act - to develop solutions iteratively with up to 65 participants. All relevant information and the knowledge of participants is available to make sound decisions.
This document provides information about a two-day training event on project leadership skills. The training will take place from March 15-16, 2010 in Arlington, VA and offers up to 14 PDUs. Attendees will learn skills such as effective team building, communication, decision making, change management, motivation, and conflict resolution. The agenda outlines the daily schedule and topics to be covered. Logistical details on venue, hotel accommodations, pricing and registration are also provided.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
The document discusses project management fundamentals and tools. It covers topics like change management, configuration management, reviews, directing work, and productivity. The key points are:
1) Change management is a major challenge and different types of changes need to be managed, like changes in scope, efforts, and deliverables.
2) Tools help standardize processes like capturing change requests and tracking project baselines. This improves information retrieval and traceability.
3) Reviews are important to ensure quality but require motivation and proper planning to be effective. Metrics can analyze review performance over time.
4) Tracking work estimates, productivity, and team availability helps manage projects proactively and communicate status updates accurately. Simple templates
This document proposes an integrated project management toolset to help organizations better manage complex projects and programs. It discusses challenges with current disparate tools used for tasks like project management, financials and defect tracking. The proposed toolset would provide centralized reporting, real-time dashboards, and role-based access to help streamline processes, improve visibility and decision-making, and ensure compliance. Critical success factors for developing and implementing such a toolset include gathering requirements, obtaining the right skills, effective communication, evaluation and training.
This document discusses transition management strategies and processes for a project manager taking over a high-risk project midway. It describes a case study of a project manager transitioning into a large, complex project for a bank that was facing challenges. Upon initial review, the new project manager found issues with status reporting, tracking, quality processes, stakeholder communication, and change control. A methodology is proposed for thoroughly reviewing project scope, estimates, plans, task allocation, stakeholder views, and contracts to establish an accurate baseline for transition.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Top10 Key Attributes For A Successful Projectarjencornelisse
The document outlines the top 10 key attributes of a successful project:
1) Executive sponsorship to facilitate communication and motivate change.
2) Strong project governance through regular steering committee and project management meetings.
3) User involvement to incorporate their needs and ensure adoption.
4) Clear company goals that the project aims to achieve through streamlining operations.
5) A well-defined project charter outlining the scope, requirements and methodology.
The document discusses the role of a Strategic Program Management Office (PMO) in managing organizational transformation. It describes what a Strategic PMO is and the framework it uses, including establishing a vision, mission, and work streams. It then discusses the structure of a Strategic PMO and its lifecycle. Finally, it provides examples of Strategic PMOs that were implemented to manage a merger integration, transition to a shared global delivery model, and drive innovation through centers of excellence.
This document discusses various tools and techniques for measuring progress and performance across a project lifecycle. It outlines project audit and evaluation, milestone analysis, monitoring project performance, measuring success, key performance indicators (KPIs), and earned value management. These methods help track a project's status, identify issues, and determine if objectives are being achieved in order to improve project management. Regular measurement allows for corrective actions and ensures projects are delivering value as intended.
The document provides templates and checklists for managing projects using the IS&T Project Management Framework. It includes checklists for project startup, planning, and engaging with sponsors. The checklists contain questions to confirm key project details are defined, such as goals, scope, resources, milestones and managing stakeholder expectations.
This chapter discusses project integration management, which involves developing comprehensive project plans, executing those plans, and managing changes. It describes developing project plans by combining outputs from other planning processes. Plan execution involves carrying out the planned work, while integrated change control coordinates changes across the project. The chapter outlines the key processes, common plan elements, stakeholder analysis, and tools to support integration like change control boards and configuration management. Project management software can help pull everything together to achieve overall project success through good integration.
This document discusses establishing rules and structure for project management. It covers key topics such as:
1. Developing a project charter that defines the scope, stakeholders, and authority of the project manager.
2. Creating documents like a statement of work and communication plan that define deliverables, costs, schedule, and how information will be shared.
3. Establishing roles and responsibilities through tools like a responsibility matrix to coordinate the project team.
The document emphasizes that establishing clear rules, documentation, and communication are foundations for effective project management.
The document discusses reasons why outsourcing projects often fail. It analyzes 7 common causes of outsourcing failure based on the authors' experience managing outsourcing projects. These include lack of outsourcing knowledge, overselling capabilities, lack of domain expertise, unrealistic expectations, poor commitment from clients, uncontrollable external challenges, and cultural differences between organizations. The authors provide case studies to illustrate examples of projects that failed due to these factors.
The document provides an overview of project management procedures and tools. It discusses the role and responsibilities of the project manager in planning, executing, and monitoring a project. This includes setting clear goals, delegating tasks based on team member expertise, and adapting to changes. The document also examines how the project manager can create the right atmosphere for a geographically dispersed team through strong communication, collaboration, and understanding different cultures. Case studies and research emphasize establishing face-to-face communication, clear expectations, and ongoing feedback to allow all team members to perform at their best.
Taking smaller bites with PMP-Bite series - PMP Chapter 1 (the 4Ps)May Wong, PMP
I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes.
These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'.
Here's Chapter 1 - the 4Ps!
This document discusses common reasons why large capital projects often fail. It identifies five major categories of issues: 1) lack of documented project objectives, 2) insufficient planning, 3) poor management governance, 4) inadequate staffing of the project team, and 5) unrealistic schedules. It provides details on each issue, such as how undocumented objectives can doom a project and how poor governance structures fail to cut across organizational lines. The document emphasizes that establishing robust planning and governance is critical for project success.
This document outlines the contents of a course on project management based on the Project Management Body of Knowledge (PMBOK) 5th edition. The 13 sections cover key project management topics including integration, scope, time, cost, quality, human resources, communications, risk, procurement, and stakeholder management. The summary provides an overview of the course structure and contents.
This document outlines the contents of a course on project management based on the Project Management Body of Knowledge (PMBOK) 5th edition. The 13 sections cover key project management topics including integration, scope, time, cost, quality, human resources, communications, risk, procurement, and stakeholder management. The summary provides an overview of the course structure and contents.
Project Management Msc. 7Pjmn009W Project Management Project.Renee Jones
Project success can be defined in different ways and depends on meeting objectives. Key factors that contribute to project success include having clear objectives, managing scope, schedule and budget, effective communication and stakeholder management, competent project team, and support from senior management. A project manager can help ensure success by focusing on these critical success factors throughout the project life cycle from planning to execution to closure.
This document discusses challenges and best practices for distributed agile project management. It begins by defining agile project management and explaining why agile practices are needed in today's business environment. It then notes that distributed teams are increasingly common due to globalization and outsourcing. However, agile projects and distributed teams have some incompatible elements, such as lack of face-to-face communication and difficulty building trust over distance. The document outlines challenges like communication breakdowns, infrastructure issues, and fear of failure on distributed agile projects. It concludes by recommending best practices for distributed agile projects, including focusing on people relationships, improving communication structures and tools, establishing clear roles and responsibilities, and ensuring proper infrastructure.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
The document discusses sustainability in project management. It explores how sustainability relates to projects and project management. Key points include:
1) Sustainability involves balancing economic, social, and environmental factors over both the short and long term.
2) Project managers may have responsibility for sustainability aspects of projects and their outcomes.
3) Considering sustainability requires looking at a project's full lifecycle as well as the lifecycles of its outcomes and any associated products or assets.
The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
This presentation discusses how project managers can incorporate social media tools like Twitter, Facebook, LinkedIn, and blogs into project communication and management. It explores how tools like these have changed communication from restricted exchanges to more open and collaborative interactions. The presentation also addresses challenges with social media like distraction and loss of productivity, and suggests ways for project managers to develop social media policies and guidelines for their teams.
This document discusses a business model for providing renewable energy to rural communities through partnerships between various stakeholders. The key stakeholders identified are village communities, NGOs, microfinance institutions, original equipment manufacturers, and government/state bodies. The model aims to improve rural livelihoods and alleviate poverty by providing energy access and creating new income opportunities through microloans to fund the installation of renewable energy technologies. Challenges and opportunities of this model are also analyzed.
This document provides an overview of how tools from psychology can be applied to improve project management. It discusses the Myers-Briggs Type Indicator (MBTI) personality assessment and describes two personality types: ENFP and ISTJ. It also summarizes Rational Emotive Behavior Therapy (REBT) and how modifying beliefs can impact consequences. The document suggests project managers would benefit from understanding these psychological tools to improve team dynamics and expectations management.
The document presents the Influential and Inspirational Powers (IIP) model, a new self-evaluation tool for project managers. The IIP model maps levels of influence and inspiration on a grid with four quadrants based on two situations: 1) how team members are influenced and inspired by the project manager, and 2) how the project manager is influenced and inspired by the team. The tool is meant to help project managers identify strengths, weaknesses, and ways to improve team motivation, productivity, and innovation. A survey of project stakeholders provided initial support for the model.
This document discusses strategies for managing everyday conflicts at work. It suggests that minor unresolved conflicts can lead to major losses in productivity, satisfaction and focus within teams. Conflict is inevitable in team environments but can be minimized through awareness and effective conflict resolution strategies. The document explores how individual personality traits and interpersonal skills influence conflicts, and provides models for resolving conflicts at different levels from individual to team to organizational.
The document discusses the need to tap into the power of informal project management techniques. It proposes a methodology to identify exemplary historical informal projects in India and analyze them to develop a database of proven informal techniques. This would help bridge gaps in formal project management education. A survey found most essential project management skills can be developed through both informal and formal means.
This document discusses a model for risk analysis and mitigation that accounts for dependencies between risks. It introduces concepts like Risk Influence Factors, risk networks, and risk prioritization. The model involves discovering risks through a "what if, why" analysis. It then generates a risk network by analyzing how risks within and across categories influence each other. Risks in the network are prioritized based on their costs, benefits, and other factors. Dependencies between risks are also analyzed to inform mitigation efforts over time.
This document discusses using statistical techniques to improve predictability in project performance. It provides three scenarios as examples: 1) Predicting critical activities on a schedule using a criticality index, 2) Estimating a project schedule and cost using Monte Carlo simulation, and 3) Building an early warning system for project monitoring and control. The document emphasizes that statistical methods can help project managers develop more accurate estimates and better manage project risks and performance.
The document discusses applying project cost management principles like earned value management (EVM) to software maintenance projects. It outlines the types of maintenance tasks, challenges in effort estimation, and proposes using a software maturity index and EVM to estimate maintenance costs and improve project measurement and control. Accurately estimating effort is key to the successful application of EVM for software maintenance projects.
The document discusses success factors for new product development processes. It categorizes 57 success factors into organizational, technological, market, and environmental factors. These factors are mapped to six phases of product development cycles: idea generation, product concept testing, product design, prototype development, market testing, and commercialization. Understanding which factors are most important in each phase can help organizations optimize resources and improve new product development.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
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Demonstrating Business Performance Improvement
1. Aum gam ganapataye namya.
The Project
Management Role of
Non-Project Managers
(A Secret to
Organizational Growth)
Binod Maliel, PMP
ValYouAdd Consultancy
2. Contents
1.1 Abstract 4
1.2 Keywords 4
1.3 Introduction 4
1.3.1 Background 4
1.3.2 Organization of the Paper 5
1.4 The Situation 5
1.4.1 Current Situation 5
1.4.2 Impact of the Situation 5
1.4.3 Project Cost 5
1.4.4 Team Motivation 6
1.4.5 Customer Satisfaction and Quality 7
1.4.6 Business Opportunities 7
1.4.7 Project Manager Utilization 7
1.4.8 Organization Capacity 7
1.4.9 Country Capacity 7
1.5 The Proposed Solution 7
1.5.1 The Proposed Solution Approach 7
1.5.2 Areas of Project Management Delegation 8
1.6 Concerns and Responses 8
1.7 Concerns 8
1.7.1 Project Manager 8
1.7.2 Project Manager Responsibility 9
1.7.3 Project Manager Confidence 9
1.7.4 Project Manager Security 9
1.7.5 Project Manager Concern 9
1.7.6 Team Members 9
1.7.7 Team Member Role 9
1.7.8 Team Member Benefits 9
1.7.9 The Organization 9
1.7.10 Delivery Concern 9
1.7.11 Possible Attrition 10
1.8 Addressing the Concerns 10
1.8.1 The Organization 10
1.8.2 Delivery Concern 10
2|Page
3. 1.8.3 Possible Attrition 10
1.8.4 Project Manager 10
1.8.5 Project Manager Responsibility 10
1.8.6 Project Manager Confidence 10
1.8.7 Project Manager Security 11
1.8.8 Project Manager Concern 11
1.8.9 Team Members 11
1.8.10 Team Member Role 11
1.8.11 Team Member Benefits 11
1.8.12 The Agile Approach 11
1.9 Implementing the Solution 12
1.10 The Levels of Implementation 12
1.10.1 At the Organization (Top Management) Level 12
1.10.2 At the Project Manager level 12
1.10.3 At the Team Member Level 12
1.10.4 Training and Rollout Across the Organization 12
1.11 Conclusion 13
1.12 References 13
1.13 Author’s Profile 14
1.13.1 Certifications and Affiliations 14
3|Page
4. 1.1 Abstract
It is generally thought that project management is only the project manager’s
responsibility. However in reality, all the team members have contributions to make
towards successful project management. In addition to delivering the lowest level
tasks in the project, team members can play an active role in important project
management tasks. This paper discusses which project management tasks can be
delegated to team members.
This paper explores why it is that project management tasks are normally not
delegated by project managers to team members? Why team members may be
reluctant to take on project management tasks? What are the differences in such task
delegation approaches in agile projects versus waterfall projects?
This paper proposes an approach to initiate the process of delegating project
management tasks to the lowest levels in the organization. It is an approach by which
team members would be motivated to take up and contribute in project management
tasks. It lays out the benefits this approach will provide to the organization, to the
project manager, to the team members. It also proposes the benefits this will have to
the country that embraces this approach.
1.2 Keywords
Secret to Organizational Growth, Innovation in Project Management Roles, Keys to
Project Success, Career Success
1.3 Introduction
1.3.1 Background
I am reminded of that memorable day many years back, when I was promoted to the
coveted post of ‘Project Manager’. I was promoted because I had delivered a
technically excellent project, one that was leading edge technology and solution at that
time, and one that did my organization proud. My promotion did not have much to do
with any capability I had to relate with and lead the team.
At that time I felt like a ‘king’, thinking that I knew everything, and that my team
members did not know much. I thought the indispensible “I” had to do every important
thing. I thought that the role of my team members was only writing and testing code,
and other mundane activities.
Over time in my career, I found out the hard way that many of my team members had
better ideas than me, had better solutions than me, and had the capacity to do much
more than just delivering code and doing mundane things. They had the capacity to
contribute in project management tasks.
Over even more years, after I moved into the space of training and consulting, I found
that many of my clients, many of my participants of my programs, had similar
experiences.
4|Page
5. 1.3.2 Organization of the Paper
In Section 2, the current situation and problem are summarized, along with the impact
caused. Section 3 proposes the solution to the problem. Section 4 lists the challenges
envisaged in implementing the proposed solution and lists out how to respond to these
challenges. The implementation approach is discussed in Section 5, and Section 6
provides the conclusion.
1.4 The Situation
1.4.1 Current Situation
Many, if not most of the project managers do most of the project management tasks
themselves. In Project Management Body of Knowledge (PMBOK) terminology’s
section about RACI Responsibility Assignment Matrix, project managers feel that they
are both ‘accountable’ and ‘responsible’ for the project management tasks [1].
In other words, they feel that they are accountable if something goes wrong in the
project, and the project management tasks. And they are absolutely correct in feeling
so.
However, they also feel that they are responsible to do the actual work of project
management tasks themselves. The question to think about is whether they are
correct in this.
The problem that we are facing today is that organizations may not be delivering as
much quantity and quality of deliverables as they could, because not many of the
project management tasks are delegated to the appropriate lowest level of the
organization where the project management tasks could be effectively done.
It is possible that in some instances, some project managers could be delegating
project management tasks to the lowest level. But by and large this is not the practice
across organizations.
1.4.2 Impact of the Situation
The impact of not delegating project management tasks to team members is multifold.
1.4.3 Project Cost
Project manager resources are not optimally utilized since project management tasks
are not delegated to the lowest level possible. Hence the cost of the project goes up.
How so? Let us take a simple example. Consider the case of a project with one project
manager (PM) and three team members (TMs). Let us say that the cost to company
(CTC) per month for a team member is X. Let us also say for the purpose of
calculation that the cost of a project manager is 50% more than the average team
member, viz., 1.5*X. Let us say that the project manager spends an average 50% time
on this project, and that the project has a duration of 4 months. Table-1 shows the
cost of this project.
5|Page
6. If in this same case, some project management tasks are delegated effectively to a
team member, let us see the cost implications. Let us say that the project manager
now needs to spend only 25% time on this project, and as a result the number of team
members required for this project is 3.25 instead of the original 3. Table-2 shows the
cost in this changed scenario.
We see a benefit of cost reduction of Rs. 0.5*X when tasks are delegated to a lower
level.
Reso No. of Resourc % Duratio Resource Resourc
urce Resourc e Utilizati n Cost e Cost
Type es CTC / on (month Computation (Rs.)
month s) (Rs.)
(Rs.)
PM 1 1.5*X 50% 4 1*(1.5*X)*50%*4 = 3.0*X
TM’s 3 1.0*X 100% 4 3*(1.0*X)*100%*4 =12.0*X
Total Resource =
Cost 15.0*X
Table-1 Total Resource Cost Without Delegation of Project Management Tasks
Resource No. of Resource % Duration Resource Resource
Type Resources CTC / Utilization (months) Cost Cost
month Computation (Rs.)
(Rs.)
(Rs.)
PM 1 1.5*X 25% 4 1*(1.5*X)*25%*4 =1.5*X
TM’s 3.25 1.0*X 100% 4 3.25*(1.0*X)*100%* =13.0*
4 X
Total Resource =
Cost 14.5*X
Table-2 Total Resource Cost With Delegation of Project Management Tasks
It is important that this cost benefit may not be seen from the very first project that
team members take up project management tasks. Like any delegated activity, this
cost benefit will definitely be achieved over a period of time by when the delegate .
1.4.4 Team Motivation
The team members mainly react to tasks assigned to them. They are given
specifications for pieces of work, and their job is only to deliver those pieces. They are
not aware of the project management challenges the project faces, they are not
involved in the estimation, in the risk identification, and other project management
tasks. They don’t contribute in solving project management challenges. In many cases
they are not aware of the big picture of why this project is required, and are not aware
of what benefits the customer, and also what benefits the customers of the customer
will get when this project is implemented.
6|Page
7. As a result, motivation levels of team members are not the best. Very often they feel
that they are just putting a brick in place, and don’t see the beautiful building they are
building.
1.4.5 Customer Satisfaction and Quality
Since the team members are not fully engaged with the project, and also since they
don’t see the big picture, they are not able to catch defects in requirements early, and
are not able to deliver the best solution to the customer.
This results in customer satisfaction and quality of the deliverables not being the best
that they can be.
1.4.6 Business Opportunities
By the same token, team members are not able to spot business opportunities since
they are not fully engaged with the project. They are not able to propose new projects
and solutions that will help the customer, and that will bring more business
opportunities to the team members’ organization.
1.4.7 Project Manager Utilization
Since the project manager is spending expensive time doing what other team
members could do, the project manager utilization is not optimum. The project
manager is limited in the number of projects that can be handled at any time.
1.4.8 Organization Capacity
The impact to the organization is that the organization is not able to deliver the
quantity, quality and level of value it could otherwise deliver if team members were
contributing in project management tasks.
1.4.9 Country Capacity
The cascading effect at the country level is that the country’s project delivery capacity
in terms of quantity, quality and value is also not optimum. A country such as India
could deliver more number of projects with the same number of resources, and with
better quality, and most importantly add much greater value in terms of solutions to
customers.
1.5 The Proposed Solution
1.5.1 The Proposed Solution Approach
The proposed solution is simple, yet if implemented, can be extremely powerful.
The proposed solution is this – project managers across the organization should
delegate project management tasks to the lowest level of the organization at which
these tasks can be successfully done, and they should do this with a clear conscience
knowing that they are doing this in the best interest of the organization, the team
members, the customers and also themselves.
7|Page
8. 1.5.2 Areas of Project Management Delegation
The question that arises is whether all project management tasks can be delegated to
team members. Delegation does depend to a great extent on the capability of the
delegatee. All the same portions of the following project management tasks can be
delegated. Some of the project management tasks that can be delegated are given
below. You may creatively come up with many more.
Helping in identifying risks of a project
Helping in identifying responses to risk of a project
Helping in spotting risk triggers, and in executing the risk response
Helping in coming up with project estimates and project timelines
Helping in tracking progress of the project and contributing in status reporting
Helping in solving project challenges
Helping in proposing corrective actions to issues faced
Helping in proposing preventive actions to avoid similar problems in future
Coming up with innovative ideas to improve the process, the project or product
Improving quality control so that defects are caught before they go for
independent testing
Very importantly, not accepting informal changes customers try to introduce into
the scope
1.6 Concerns and Responses
If the solution is so simple, why then is this solution not happening? Why is it that
project management tasks are not delegated to the lowest level possible?
I have come across genuine concerns that three types of stakeholders could have with
this proposed solution. And these stakeholders are the project manager, the team
member and the organization. Let us look at their concerns and how we can address
them. We will also look at how the Agile approach to project delivery attempts to
address these concerns.
1.7 Concerns
Let us first look at the concerns these stakeholders could have with the proposed
solution.
1.7.1 Project Manager
Why don’t project managers delegate project management tasks? I have found
several reasons. Here are some of the reasons I personally faced, due to which I
found it difficult to delegate project management tasks when I was a new project
manager. I have found over the years that many of my colleagues and also my
training participants and audience feel similarly.
8|Page
9. 1.7.2 Project Manager Responsibility
Project managers feel that they are the owners of their projects. They feel that it is
primarily their responsibility to make the project successful, and not the responsibility
of team members. So they don’t delegate any project management tasks.
1.7.3 Project Manager Confidence
Project managers feel that only they have the ability and capacity to do project
management tasks right, and the project team members cannot do these tasks as well
as required. As a result they don’t delegate project management tasks.
1.7.4 Project Manager Security
There also does exist the feeling that if others do project management tasks, the
project manager role would become redundant. And because of job security fears,
project management tasks don’t get delegated.
1.7.5 Project Manager Concern
Project managers have a genuine concern for team members. They feel that if team
members are doing project management tasks, then they would not be able to
complete the other regular tasks assigned to them. And so they don’t delegate project
management tasks.
Now, each of these reasons is a genuine reason. We will see in the next section how
we can overcome these reasons.
1.7.6 Team Members
Why don’t team members want to take on project management tasks? .
1.7.7 Team Member Role
Team members feel that it is not their role to do project management tasks. Doing
these tasks will be an additional burden, and they will need to work longer hours to
complete these in addition to their regular tasks.
1.7.8 Team Member Benefits
Team members don’t see any benefits to them, other than the longer hours they will
need to work, if they take up project management tasks.
1.7.9 The Organization
Why is it that organizations, represented by the top management, may not be keen on
team members taking on project management tasks?
1.7.10 Delivery Concern
Firstly the organization could have a major concern of whether with this approach,
projects can be delivered on time, within budget and with quality.
9|Page
10. 1.7.11 Possible Attrition
A second concern some organizations may have is the possibility of attrition. If team
members gain experience in project management tasks, would there be a greater
attrition of these resources?
1.8 Addressing the Concerns
1.8.1 The Organization
Let us start with the concerns of the organization.
1.8.2 Delivery Concern
Project managers should still be held accountable for the delivery of the project on
time, within budget and with quality. The balance would be allotting more team
member resources to projects to the extent the project manager delegates project
management tasks on one side, with moving project managers to take on more
number of projects to compensate for the tasks delegated.
In effect the organization is moving project management tasks to lesser expensive
resources, while at the same time ensuring project delivery standards are met.
1.8.3 Possible Attrition
There is a possibility of attrition of team member resources who have gained
experience in project management tasks. But on the other hand, because of adopting
this solution, the resources who continue in the organization and new resources that
come on board would be high capability resources. Additionally, because of this job
experience, training and empowerment provided, the organization will become an
employer of choice over a period of time.
1.8.4 Project Manager
How can we address concerns of the project manager?
1.8.5 Project Manager Responsibility
Once project managers understand the benefits of delegating project management to
team members such as developing them for faster growth, they can now freely, and
without guilt, share their responsibility to make the project successful with the team
members.
1.8.6 Project Manager Confidence
As with any delegation, when project managers start delegating, the project manager
will develop increasing confidence that the team members can also do these tasks as
well as required, and in many times can do them even much better.
10 | P a g e
11. 1.8.7 Project Manager Security
Organizations value leaders who develop other leaders. Delegating project tasks
helps in developing others who can replace the project manager. So such leaders
need have no job security fears, because they are greatly in demand by the
organization.
1.8.8 Project Manager Concern
Having a genuine concern for team members that because of additional project
management tasks, they would not be able to complete the other regular tasks
assigned to them is good. So like the example discussed in tables 1 and 2, project
managers should try to negotiate and get additional number of resources for the
project, and at the same time be willing to take on more projects. In addition, if the
team members are recognized for their work and encouraged, they will be happy to
take on project management tasks.
1.8.9 Team Members
And how about the concerns that team members have?
1.8.10 Team Member Role
Team members should, if possible, negotiate for reducing other tasks when taking on
project management tasks. If it is not possible, team members should realize the
benefits such experience can bring to their career. They should volunteer to take on
project management tasks, and try to lighten the project manager’s load as much as
possible. Doing this increases your chances of growth financially and in rank in the
organization.
1.8.11 Team Member Benefits
Team members should understand the indirect benefits that they can get by taking up
project management tasks, such as becoming more visible to management, and
increased changes of financial and positional growth. Keeping these in mind, it is
worth investing in yourself by taking up project management tasks.
1.8.12 The Agile Approach
Being a Certified Scrum Master I have been intrigued in the way Agile handles some
of these challenges. A lot of the project management tasks are automatically pushed
down to team members. For example:
Team members (workers) are largely allowed to choose the tasks of the project
they prefer to take
Workers come up with estimates, and are involved in sprint and release planning
Workers track progress – through burndown charts
Workers are exposed to the customer, especially during the sprint demo, where
they could get the praise of the customer or the wrath of the customer
Workers raise risks during daily stand-up meetings
11 | P a g e
12. 1.9 Implementing the Solution
Implementing the solution should ideally be done top-down. This means that the
organization, which refers to the top management of the organization should set the
direction of implementing this solution. Then the project managers and then the team
members can embrace the implementation by doing their roles of delegating more and
accepting more delegated tasks respectively.
1.10 The Levels of Implementation
1.10.1 At the Organization (Top Management) Level
Allow project managers to delegate responsibilities of project managers, but still
be held accountable for the project success.
Reward project managers according to the value they bring to the organization in
terms of the number of projects they handle, and the high value solutions they
offer to customers. Project managers who embrace this approach would therefore
have a greater chance at greater responsibilities and recognition, and faster
career growth.
1.10.2 At the Project Manager level
Delegate more project management tasks to the lowest level at which these tasks
can be successfully done.
Offer to, and take up more number of projects, at the same time ensuring that
because of the empowerment and inclusion of team members, the value added to
projects increase and you also get more business opportunities from your clients.
You would need however, to negotiate for increased number of team members or
longer timelines to be able to delegate project management tasks.
Although you offer to take up more projects, at certain times, there may not be
more projects to take up. But your offer will make you visible to your management,
and when future opportunities come, you will be on their radar for fast growth.
1.10.3 At the Team Member Level
Look out for opportunities to take up project management tasks
If they don’t seem to be available, offer your services to your project manager to
help in project management tasks. This will make you more visible to your
management and will help you in attaining fast growth.
1.10.4 Training and Rollout Across the Organization
The approach this paper proposes requires a mindset change.
Short 2 to 4 hour training programs can be arranged for project managers and team
members. Use the Snowballing methodology [2] to roll this out across the organization.
Each participant who undergoes the training would be required to do the following two
tasks within ten days of the training:
12 | P a g e
13. 1. Submit three real-life case studies or illustrations of how this training was
implemented. This should be signed off by the participant’s supervisor.
2. Dissiminate the learning from the training to 3 other colleagues of his choice. These
three are required to complete these same two tasks within ten days of being
trained.
1.11 Conclusion
If organizations, project managers and team members embrace this approach of
delegating more project management tasks to the lowest level of the organization at
which these tasks can be successfully done, the benefits that can be derived are
astounding. The benefits to the five main stakeholders are below:
1. Benefits to team members: Team members who take up project management tasks
would also grow faster since they are growing in capability faster, and are adding
greater value to their projects.
2. Benefits to project managers: Project managers who delegate project management
tasks in this way would also grow faster since they will be able to be responsible for
more projects, and would be delivering high quality, high value projects.
3. Benefits to customers: Customers get better value solutions of high quality because
the team tried to solve the customer’s problem, and not just deliver to requirements
without understanding the need of the project.
4. Benefits to organizations: The profits of the organization will improve since a
greater number of successful and higher value projects can be delivered with the
same number of resources. Customer satisfaction will increase, and so will
employee satisfaction.
5. Benefits to the country: With organizations adopting this approach, the country will
also be able to deliver higher quality projects with higher customer value and
satisfaction, all with the same number of resources. The country can move up the
value chain in terms of the solutions it can provide, and so get projects of greater
profitability.
Ultimately, this simple yet powerful approach could be a win-win-win-win-win for the
five stakeholders listed.
1.12 References
[1] A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fourth
Edition, PMI Publications, 2008, pp 221
[2] Rao, Madhavan S., Steering Project Success – Simple Innovations in Execution,
Tata McGraw-Hill Publishing Company Limited, 2007, pp 3
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14. 1.13 Author’s Profile
Binod Maliel has nearly two decades experience in the IT industry, and has
held senior management positions both in India and overseas. He has worked
with iFlex, ABN Amro, Citibank, and Mphasis BFL. Binod has led large teams
and delivery operations across multiple countries, being responsible for
multiple clients, for end-to-end project delivery, for managed services and
delivery centers. He has successfully implemented solutions in diverse
technical and business environments using project management and business
analysis processes, including practices found in the Project Management
Body of Knowledge (PMBOK® Guide).
E-mail: binod.maliel@valyouadd.com
1.13.1 Certifications and Affiliations
Binod is a member of the Project Management Institute (PMI®), and is a certified
Project Management Professional (PMP®) by PMI. He is a Certified Scrum Master
(CSM). He has a Certificate of Achievement in Leadership from the American
Management Association* (AMA), USA. He has been trained to train in accelerated
adult learning techniques by AMA. He is a life member of the Computer Society of
India (CSI), life member of the National Human Resource Development Network
(NHRD), and life member of Bangalore Management Association (BMA). He is a
member of Toastmasters International. He has also received the “Gold Star
Contributor” recognition from PMI Bangalore chapter for his contribution to them in
Project Management training.
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