Managing Projects
What
is a Project?
We will all
have different ideas of what is meant by a project. Some of the
ideas that come to mind may be: deadlines, milestones, cost, and
even change and conflict.
A suitable
definition might be “ a sequence of related key activities performed
to achieve a specific goal within a time frame”
This, then,
will lead us to the three main aspects of a project that distinguishes
it from a routine activity
Key Activities.
Every project can be divided into a number of tasks that must
be performed in the correct order to achieve the project objective.
The starting of some of them may be dependent on the successful
completion of previous tasks.
A Specific Goal. One of the most important aspects of a project
is that it is a one off. Every project is different, and so it
must be completed, and completed correctly, first time.
With a Time Frame. Every project should have an agreed end
date. Often this date will be critical for other activities, so
any delay will have severe repercussions to the organisation.
These three
headings also provide an indication why it is vital that a project
must have built-in controls that must be maintained. If any activity
changes it will have an effect on the others, thus putting the
ultimate goal in jeopardy.
By employing
formal planning and control measures for a project, we can hope
to get the best results, within our budget, and within our allotted
time. As project manager you must drive the project – it will
not happen if left alone.
There are
a number of tools to assist in controlling the project during
its lifetime. GANTT charts and PERT charts have been in use for
many years. These have enabled the Project Manager to plan the
project, and, possibly more importantly, monitor and control changes
that may occur.
More recently
there has been another tool that has been in use for managing
projects. PRINCE2 was developed by the Central Computer and Telecommunications
Agency (CCTA), (now part of the Office of Government Commerce)
as a British Government standard. Originally for IT projects it
is now widely used for many non-IT projects.
The Keys to Managing
Change
Leadership
from the top is essential at times of change
-
The top
must be committed to the changes they want to bring about
-
They
must have a vision of what they want to achieve and how this
is achievable
-
They
must be prepared to persuade others of the need for change and
the benefits to the business and its employees of the change.
"Don't expect to bring about successful change by issuing
a memo". "Walk the talk" is essential.
-
Culture
change by its very nature is difficult to achieve quickly. Be
prepared to take time to ensure that what you are trying to
achieve is working properly at each stage and the benefits of
the change are visible.
Communication
is key when bringing about change
-
Use different
methods for different groups of people
-
Don't
assume that people will understand the need for change or what
you are trying to achieve at the first attempt
-
Repeat
your message about change frequently in ways that will be understood
-
Remember
the importance of including your customers and client-base when
communicating about change. All too frequently customers at
the receiving end of change hear only about the disadvantages
of what is proposed through the media.
-
Include
in your change programme ideas from customers following the
question "what we need to do better as a business".
-
Recognise
that many staff find that change is stressful and it is important
to have support mechanisms to cope with this
-
People
find change less stressful if they are able to contribute some
of their own ideas on how the change should be brought about
and how the outcomes will work
Change
management training
-
Short,
focused workshops may well be the most effective, using real-life
business scenarios around the theme "Could we do this better?".
-
Useful
to remember 1983-86 British Airways culture change progamme
on the theme "Putting People First". Workshops were
run across the business with a mix of staff from all disciplines
and all departments. These were always opened and closed by
a senior manager/director.
-
Be prepared
to include in any change management training provision for individual
coaching at senior level on bringing about and sustaining effective
change.
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