PRINCE2 Project Management in large companies


Most organisations are embarking on a change of their scope of work necessitated by the need to recognised greater efficiency in linking manufacturing to service, by outsourcing.Enterprises that subscribe to a system of projects, manage them efficiently, and develop project plans as individual careers will survive. As on a PRINCE2 Certification manchester course.

Project managers are individuals with a general understanding of business and management.  Typically, these managers will be middle managers who have achieved a reputation for conducting a certain department’s project efficiently, and the managers will be left with a feel that they are ‘there to stay’.

For the first time in supporting management and customer service departments, project management techniques are coming to fore, and their implications are beginning to take on crucial importance.  Critical to succeed in the decision making is a working knowledge of project management skills and a vision in terms its delivery.  It’s important to understand management’s role in terms of deliver really meaningful (and from a different perspective never mind the same old ideas from the past!) outcomes.  With these a project manager can communicate his work to his/her project teams and get the best from them to help the organisation reach its specific business objectives.

So why might an organisation undertake a project at all?

An organisation can undertake a project out of frustration or because it thinks that the activity requirements in the organisation need to change.  Projects are a new way of looking at the way an organisation works which is very different to how the organisation has previously worked. The period of change can be long and is defined by the ISO 9001 quality standards.

A project can meet any number of objectives – some of these could be long range.

It is not only the formal activities of projects that are different.  Modern management practices have enabled project management to be applied, alongside project team reporting, budgeting and all the normal back office and accounting documentation processes.  The real difficulty for many project management systems is management’s understanding of the fundamentals of the procedure. Management is becoming more aware of the need to change approaches to improve efficiency.  This raises questions about the project management methods – what do we want it to be?

Project management is supported by a range of competencies and the project management body of knowledge (team capabilities and risk management).  This competency makeup is different due to the different types of projects being undertaken, for example process improvement within an organisation, translation, customisation and as a result there are different project management trainee courses.

The reality of many projects however, is that they all involve people.  The development of project practices and management processes have to be specific to the project and to the organization and therefore there are a myriad of tools, techniques and approaches to success

Various project management techniques exist.  Every organisation, project type and approach will have a particular methodology in terms of the tools that are appropriate for certain categories of projects.  What is a methodology and which ones are appropriate to your organisation, project type and needs?

To cut a long story short the project management body of knowledge is a collection of or a collection of approaches from which are applied some accredited methods.  It contains certain techniques specific to certain types of projects and organisations, and is then their specific approach that differs from one organisation to another.  Yet the framework can be used for any type of project.  A brief caveat – avoid training the new technique or tool on the old one.

Fast forward towards the end of the next day we are overlooking a critical element in the whole project management organisation.  The organisation is a complex system, so how are we to manage it using project management practices and tools?  Does the organisation have a clear personality?  If not is it the concerned parties (who?) that determine what a project is and what is not?

It is the best way of managing any project that the organization and all its stakeholders have a consistent personality, a set of rules and protocols, and a central platform from where the agenda for the project activity and outcomes from both the project activities and decisions are made.  Without a centralised on-sight control and route built from the decisions, it is common for different parties to come to different conclusion. This is simply a consequence of the different personalities across them.

Project management processes have developed out of the need to learn and improve processes and organisations.  Every project needs to accomplish a certain process flow in order to be cost-effective.  Within the system, processes, both formal and informal, have been accepted as being inherently superior to other methods such as inventory, Fits fluctuations and market pricing.  Understanding what is appropriate across the dependency of various regional Other Departments and for the organisation as a whole need not be overly complex, however it is the pinnacle of the practices’ achievement that takes project managers into clubs largely win/lose and of other operational methods.

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