Project Management – been there, done that. What Now?

Fresh challenges, bigger targets, better avenues...more success

While I had just finished writing my earlier post, I got reminded of the large community of Project Managers that I have a long association with - they continue to connect, collaborate, and follow-through...they have all delivered small n large, simple n complex change initiatives, delivered organisational strategies during the challenging times, dealt with people and customer challenges, with most of them thinking about...what now?! - The thought behind this posting

Playing field of Project Management has grown and matured over the years – today we witness more elaborate and robust processes, widespread knowledge and skills amongst stakeholders, better tools and their increased use, plus ever-evolving best practices and the culture that is more receptive to ideas, to learn, and to improve.

Project Managers have proven their worth by supporting the organisations in the times of test, and delivering project objectives under extreme constraints of cost and resources – no one could fault that. Project Management has taught them to stay focussed, and deliver the project objectives timely and within the constraints...while being stay agile and manage changes as needed. Meeting Project Objectives flows in the Project Manager’s DNA. Whatever the boss asks, they can make it happen...let the boss ask (btw, the boss has to know what to ask!)

Talking of expectations:

·         Customer organisations, that have been executing extreme strategies to deal with market and economic scenarios, expected partner organisations to be more understanding compassionate, and dependable, support with better and innovative products, solutions, services while being flexible and agile

·         Management is consistently dealing with market and economic challenges, pressure to innovate and deliver as per changing strategy is immense. While projects are started and delivered, somewhere down the line the purpose gets either lost or forgotten. The benefits, for which the project was undertaken, do not show up. It is therefore becoming more and more difficult to justify the investments either done, or being planned, on new projects...show us the benefits!

·         Quality processes and metrics are important, we know. There is a lot of talk happening around Big Data. How do you keep a track of the rigid processes, ensure quality data, and metrics when everything is changing so frequently? Processes and Systems are evolving to track data and information on-the-go.

·         Resource capacity and capability requirements are unpredictable. All that one would know is when the resource is required; it somehow has to be made available. Emphasis is on having multiple skills, be willing to take up any job and deliver, effectively

·         Manage risks and changes throughout and keep stakeholders engaged for successful delivery of overall business benefits

Oh wow! And what the Project Manager thought his job was to deliver the objective, that’s it. But, isn’t the idea behind the project was to deliver benefits?! True, but that should be someone else’ responsibility, isn’t it?! All Project Management taught was – the project begins with the Charter, and finishes ones the product is handed over! When did the role get expanded beyond that?!

Gradually the relevance of Programme Management is being felt. This was one area that was ignored for long. All that companies were doing was manaing big projects, small projects, and then there was the strategy layer. How do you connect the two? Now when the need is there, Management is looking for those who can take-up that role and responsibility. But who to look towards...so, there comes the Project Manager. If they have delivered the project, might as well take the responsibility for the rest...

Dear Project Manager, don’t fret, don’t panic...it’s none of your fault. This is just a side effect of doing your work well. Okay, that’s cool then...but, now what?

Alright, so we know Project Management, and we deliver it well. What they want us to do is beyond...and how does one do that? Guys look at Programme Management – the answer lies there. Btw, I am not talking about a ‘Programme Manager’ title on the business card, but the standards and knowledge. That’s the knowledge that covers the extended areas of – Benefits Management, Governance, Risk Management, Agility, Capability Management, to actually deliver strategy and vision.

Going for a Programme Management certification, after having done Project Management, is making so much sense finally. PMI has a ‘Standard for Programme Management’, and awards the PgMP certification. APMG has a standard ‘Managing Successful Programmes’, with Foundation and Practitioner certifications.

Go for it! Soon!!!
Early bird catches the worm J