Many businesses do not change when they need to, nor do theychange when they have to. If they did, many fewer would fail. But,like people, they only change when they want to.If a change in the way an organisation achieves successful projectoutcomes is to be considered, it should be seen as a culture change,involving adjustments in mindset, values and behaviour; it may involveabandoning norms and sacred cows.Managing projects cannot be separated from managing the wholebusiness. Effective management of “business as usual” delivers evolutionaryimprovements. Good project management brings about stepchanges in performance. If projects are to deliver profitable outcomes,then it is as crucial to look outside traditional project environment as it isto look inside. Yet project management is too often considered a disciplinethat applies only to those called project managers. It is delegated to peoplewho struggle against sometimes impossible odds to deliver a successfuloutcome. Experience demonstrates that a project requires the collaborationof many stakeholders, including those who commission and financeit, those who will use the end product and those who build it. It takes awhole organisation to make a project a success.If an organisation is serious about improving the way it managesprojects, it will have an opportunity to improve the way it manages itsbusiness.This book explains not just the principles and techniques of projectmanagement, but also why it is interconnected with managing a business.Packaging a piece of work and calling it a project does not protect thebusiness from the consequences of its failing. Just as a business can benefitfrom a well-managed project, so can it be damaged if it fails.Thursday, October 15, 2009
Guide to Project Management Achieving Lasting Benefit Through Effective Change
Many businesses do not change when they need to, nor do theychange when they have to. If they did, many fewer would fail. But,like people, they only change when they want to.If a change in the way an organisation achieves successful projectoutcomes is to be considered, it should be seen as a culture change,involving adjustments in mindset, values and behaviour; it may involveabandoning norms and sacred cows.Managing projects cannot be separated from managing the wholebusiness. Effective management of “business as usual” delivers evolutionaryimprovements. Good project management brings about stepchanges in performance. If projects are to deliver profitable outcomes,then it is as crucial to look outside traditional project environment as it isto look inside. Yet project management is too often considered a disciplinethat applies only to those called project managers. It is delegated to peoplewho struggle against sometimes impossible odds to deliver a successfuloutcome. Experience demonstrates that a project requires the collaborationof many stakeholders, including those who commission and financeit, those who will use the end product and those who build it. It takes awhole organisation to make a project a success.If an organisation is serious about improving the way it managesprojects, it will have an opportunity to improve the way it manages itsbusiness.This book explains not just the principles and techniques of projectmanagement, but also why it is interconnected with managing a business.Packaging a piece of work and calling it a project does not protect thebusiness from the consequences of its failing. Just as a business can benefitfrom a well-managed project, so can it be damaged if it fails.
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