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Effective Project Management in Rapidly Changing Environments

In today's fast-paced world, successful project management requires adaptability and strategic planning. This guide explores essential themes including business process reengineering (BPR), stakeholder management, communication strategies, and the importance of user involvement and executive sponsorship. By addressing political and organizational issues, leveraging effective tools and methodologies, and understanding the sources of project risk, project managers can significantly enhance their chances of success. This framework aims to achieve clear project goals, realistic expectations, and valuable post-implementation evaluations.

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Effective Project Management in Rapidly Changing Environments

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  1. Project Managementhttp://www.managementsupport.com

  2. Outline • PM in today’s environment • rapid change • BPR • The project plan • Management & communications • Organizational, people, political issues • Stakeholders • Tools & methodologies

  3. Three Disciplines

  4. Why Projects Succeed • User involvement • Exec management support • unequivocal sponsorship • Clear understanding & statement of requirements • Effective planning • Realistic expectations Standish Group survey of IT execs

  5. Customers= Needs/Requirements • Needs analyst traits: • strong ability to deal with customers • political skills • technically competent • open-minded & imaginative • high tolerance for ambiguity • articulate • Technicians tend to produce Mercedes not the Hyundai that=s wanted

  6. Attaining Political Credibility • Establish mission • what products/services we provide • Identify customers • functional (direct) • political (indirect) • Survey customers • what expectations/perceptions exist? • criteria for measuring them? • triggers for them?

  7. Sources of Project Risk General sources • environmental (largely uncontrollable) • external, e.g. government regulations • internal, e.g. new division VP • technical • market • financial • people

  8. Realistic Estimating • Lots of reasons for poor estimates • inexperience, technical problems, changes optimists, low-balling, politics • Bottom-up cost estimating • rollup the WBS packages • Top-down or Parametric estimating • from experience to complex models

  9. Configuration Management (CM) • Resist change via bureaucracy • Change control via CM • Rigorously screen changes • formal process for assessing merit • major or minor impact? • if major goes to Change Control Board (CCB) • document changes • update baseline

  10. Earned Value Approach • Developed in 1960s for large defense projects; now used in smaller projects • 50-50 rule assumes task 50% complete when started, 100% when completed • Compare earned value to planned costs • Collecting data • large projects employ cost account managers • for smaller projects, use 50-50 rule, take advantage of milestones, or can guess using experience • Limitations of earned value • availability of accurate, timely data • educational; need organizational understanding

  11. Post-Implementation Audit • Evaluate project’s achievements against plan • budget, deadlines, specifications, quality of deliverables, client satisfaction • Six questions: • Project goal achieved? • On time, within budget & per specs? • Client (stakeholder) satisfied? • Business value realized? • PM lessons learned? • What worked, what didn’t?

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