maturity models have been around for several years. A large number of organizations have measured themselves against maturity assessment criteria, and have successfully made a fortune on the outcomes, therefore increasing their ability to deliver business results. Generally there are, however, many organizations that are still in the doldrums of job management improvement. These organizations strive for better job management, but in the process conclude with alternatives that are unlikely to have a positive impact on the project management maturity of the corporation. There is a whole lot discussed maturity models and for the purposes of this discussion I use believed that an organization which is mature in the project management will constantly deliver value adding tasks. Within my consulting engagements over the past twenty years, We have seen an amount of approaches that travel the colours of maturity growth, but that are unsuccessful to deliver continually increasing project success. Here are five of the most frequent approaches I actually have come across that create the illusion of project management maturity. Application Illusion Enterprise project management (EPM) software systems are probably the biggest culprit. In the past few years, I have seen quite a few of organizations that contain put in a substantial amount of time and money employing EPM systems that are underutilized, or not used in any way. Software systems do not change behavior, and employees who do not start to see the benefit for by using a system will discover ways to sidestep it. Organizations should therefore focus their efforts on changing the behavior of employees, before implementing an EPM system. Collins G Ellis, author of 'The Conscious Project Leader', publishes articles more about changing task management behavior. Methodology Illusion Adopting an internationally recognized task management methodology always has a nice ring to it, but many very good and useful strategies wrap up in an overlooked repository (which is often section of the unused EPM system). A technique without training is merely an eulogy. Many of the value added with a methodology is the accompanying training. Schooling changes how people think about their work, and it is an efficient change management tool to get consensus on work methods. The other focus area for organizations should be to train all the job stakeholders on the chosen methodology. Janeita Reid publishes articles about the value to coach project managers, not only on a methodology, but over a variety of skills. One-Size-Fits-All Illusion This illusion has two origins - the first is adopting an approach that worked at another company, and the second reason is an off-the-shelf or example solution. Organizations are unique in many ways, and even small dissimilarities in framework or risk appetite may render an adopted procedure useless. The third concentrate area ought to be to tailor the task management approach to the unique needs and culture of the organization. The PMI(R) published a superb white paper on developing a technique. Superhero Illusion The prototypical project management "superhero" has worked for a quite few companies, has a substantial price draw, which is hired to "sort things out". Superheroes may become successful at delivering specific project, but very few superheroes are successful at bettering project management maturity, and may in reality impair maturity growth. The problem with superheroes is merely that they must maintain the superhero image, which will not leave much room for teamwork or new ideas. Project management maturity can easily be improved if most people are in the same boat, and rowing in the same direction. The fourth area of concentrate should be cultivating team collaboration and integration. Ann Madsen writes about becoming a more collaborative job manager. Rule-book Illusion The rule-book illusion is another popular approach that is established on the assumption that unsuccessful project delivery is the result of poor governance. Rules are often implemented in the form of policies and techniques, and what starts as a single policy to get everyone aligned soon assumes a life of its own - in no time, there is a coverage or procedure for each and every part of your work. Rules can never achieve what should be done through a well-communicated vision, objectives, and collaboration. The fifth concentrate area should therefore be to develop and entrench a project management perspective which is translated into objectives with measurable key performance indicators (KPI's). PROJECT MANAGEMENT INSTITUTE Fellow and well-known task management author, Max Wideman, elaborates on the value of your vision statement for tasks.
Conclusion
A group of not skilled, unmotivated, and directionless people with an application system, someone else's vision, guidelines, a methodology, and a hero as a head, will achieve very little. On the other hands, a well-trained team who knows where it is going and why it is going there, requires minimal supervision and guidelines.
Comments
Post a Comment