Implementing Formal Project Management Processes: 9 Lessons Learned

1. Kiểm tra cảnh quan chính trị 2. Xác định tất cả các bên liên quan người bạn và kẻ thù 3. Dự đoán thời gian, nó sẽ làm để giáo dục các bên liên quan 4. Hãy bước nhỏ 5. Thể hiện các lợi ích của PM sớm với những thay đổi nhỏ 6. Cung cấp đánh giá chặt chẽ đầu vào và dự toán 7. Tăng mức độ thông tin liên lạc 8. Hiểu thiếu của các bên liên quan tiếp cận, và sự hiểu biết, các công cụ 9. Hiểu tập trung làm việc của các thành viên nhóm nghiên cứu liên quan đến công. | Global Knowledge Expert Reference Series ofWhite Papers Implementing Formal Project Management Processes 9 Lessons Learned 1-800-COURSES Implementing Formal Project Management Processes 9 Lessons Learned Vicki Wrona Global Knowledge Course Director PMP Introduction For many years I had the pleasure of working for a Fortune 150 firm with sophisticated Project Management Institute PMI -based project management PM principles. While I am not aware of any formal assessment or testing done it was considered a Capability Maturity Model Integration CMMI Level 3 organization. After working in this environment for nine years I left this job to become an independent PM consultant. Having practiced formal PMI-based principles in a supportive cultural environment for many years I encountered a few surprises when I began consulting for organizations where no formal PM principles were in place. Applying structure to once ad-hoc processes can be a challenging but rewarding venture. This paper will discuss the nine lessons learned from my experiences 1. Examine the political landscape 2. Identify all stakeholders friend and foe 3. Anticipate the time it will take to educate stakeholders 4. Take baby steps 5. Demonstrate the benefits of PM early on with small changes 6. Provide stricter assessment of inputs and estimates 7. Increase the level of communication 8. Understand the stakeholders lack of access to and understanding of tools 9. Understand team members work focus regarding productive work vs. administrative work 1. Examine the political landscape As a seasoned project manager I am well aware that my projects are only as successful as the upper management support I receive. Because of this I thought I was ready to assess and react to the support that I would receive at companies new to me. In meeting with the president of a smaller firm I had his full support. He was a believer in project management having seen the results of some smaller earlier .