Friday, September 11, 2015

Making It All Happen

The six steps I have been illustrating over the past six weeks are all fairly straight forward and very achievable, but they will take some time. However help is at hand:

I have mentioned the resources provided by the Project Management Institute and the Office of Government Commerce (now Axelos) but there are also some of my books that provide a more straight forward alternative:
If you want detailed guidelines for the implementation of all the things I’ve been talking about, they are all set out in Project Program and Portfolio Management in easy steps.

If you want guidelines for developing project management excellence, they are set out in Effective Project Management in easy steps.

If you are running agile project, then guidelines for developing agile project management excellence are set out in Agile Project Management in easy steps.

And last but not least if you are wondering where you will find the time to do it all then Effective Time Management in easy steps will provide you the answers.

So draw up a list of what you want to achieve and plan and manage the project like any other major business change. I say project but it could require a program (unless your organisation is already a good way up the capability maturity matrix) as it is likely to take several years to implement fully (and that by definition that should be a program not just a project).

Your Mission
I would like to leave you with one final point to consider: without the full commitment of your organisation (and that really does mean support from your very top management) none of this will happen, so I would suggest that’s your starting point. 

Your mission, should you choose to accept it, is to produce a high-level plan for what you want to achieve, then sell the benefits of these best practices to your organisation. If you need any help I am always pleased to offer help or advice to fellow professionals and this is the URL of my web site should you wish to contact me:

1 comment:

Petros Rigas said...

I'm surely interested in learning more about your books and perhaps reading a few of them. I only wanted to highlight that while executive management really does a key role in making things happens with project management at the organization, middle management are more important in this respect. Many executives know about the need to "install" proper project management practices and go about trying to do this by forming a PMO or a project management unit. However what they usually fail to recognize is the role that functional department heads play in making this unit a success. Executive support is not only about recognizing the need and setting up a unit, rather it is about following through with everyone involved in making sure this unit is a success.