BUM's Project Management Guidelines - Eugene G. Spiegle

BUM's Project Management Guidelines (eBook)

(Bottom Up Management)

Eugene G. Spiegle (Autor)

eBook Download: EPUB

2024 | 1. Auflage
114 Seiten
Bookbaby (Verlag)
979-8-3509-6260-4 (ISBN)

The PMG (Project Management Guidelines) is the starting place for that process with a defined beginning and agreed-upon ending. Project Management must have more than authority; it must exhibit leadership and communication skills to succeed consistently (the most vital part of the job description).

Mr. Eugene G. Spiegle founded The Pulse Factor, a consulting organization working with companies worldwide to improve corporate cultures, leadership, and management techniques. As a motivational speaker and management consultant Gene, he has over fifty years of experience in management and leadership from both line and staff positions, enabling him to deliver practical, common-sense solutions and theory-based perspectives within his areas of expertise. Prior to founding The Pulse Factor, Mr. Spiegle performed positions from President of a firm specializing in automated systems to Vice-President of engineering of a Fortune 500 company. Gene holds degrees in psychology and engineering with an advanced degree in psychology. He is also the author of the BUM Book series on management, project management guidelines, strategic planning and critical thinking and stress management. You can follow Gene's blog at - https://bumbooks.blog

Project management is a people business and those people who attain the highest levels of success are individuals, who recognize their team as the true and honest answer to successful projects. Since Spiegle believes strongly in the "e;Involvement Gets Commitment"e; philosophy, this material is a guideline, not a policy manual. Project management is a process that works best when there is an organized and consistent way of conducting project business. Project management has become more critical today than ever due to increasing costs, demands for more robust projects (technology changes daily) with fewer resources, and greater financial accountability, including more accurate cash flow control.

CHAPTER 1:

PROJECT MANAGEMENT AND THE PROJECT MANAGEMENT MANUAL.

Before We jump into a book full of ways to run and manage a project, we need to understand, or at least put on the table two critical factors about projects and the project management guidelines manual before we do anything else.

First, what is project management? I started with this first to ensure we are all on the same page as we proceed.

Second, how do you introduce (and use) the project management manual and its concepts to a project team and organizational management?

First, what is Project management? It is a highly effective process: It is a process of applying knowledge, skills, tools, and techniques to project activities to meet a customer’s agreed results. Project management is successful when it is performed:

• According to accurately defined and agreed-upon objectives.

• On schedule.

• Within the approved budget.

• That it works.

• So, the customer (sponsor) wants you back.

A project is a temporary undertaking to create a unique product or service. This means every project has its environment with a defined beginning and agreed-upon ending. Project management is the management of a project through properly placed authority. Project Management must have more than authority; it must exhibit leadership and communication skills to succeed consistently (the most vital part of the job description).

Project management makes use of active personnel assigned to a specific project. This becomes the organizational structure forming a project team and environment throughout the project’s life cycle.

Project management has become more critical today than ever due to increasing costs, demands for more robust projects (technology changes daily) with fewer resources, and greater financial accountability, including more accurate cash flow control.

There is always a possibility (in fact, more often than not) that project requirements are not thoroughly defined at the onset. An accurate determination of needs vs. wants is made in the planning process, specifically during the first phase.

During the defining of a project’s objectives and agreed results, several vital questions must be asked of the initiating party(s):

• What is the real need (purpose of) this project?

• What method(s), process or actions were utilized to define the project?

• What will the results of this project do for the sponsor(s)?

• What is the priority of this project, how was it determined, and where is it positioned compared to other current projects already in place?

Project management is ultimately successful: when adopted by an entire organization. How an organization perceives project management is referred to as the project culture within the organization. An organization should adopt a mutually acceptable methodology to conduct project business.

It is helpful to recognize that the more organized a project and project manager is, the greater the chance for both to succeed.

Second, how do you introduce (and use) the project management manual and its concepts? Let’s imagine the following situation(s) and see how the PMG can “fit the bill” to help smooth the path for both a project manager and an organization wanting to work with a project environment.

An actual scenario:

It’s Friday late afternoon, and his boss has just told Dingus Magee that he has been selected to manage a new project (it doesn’t matter what kind). His background has been that of a staff performer (or it could have been a functional manager,) but Dingus is new to being a PM. In today’s business world, we are all faced with social media. You can be sure, no matter what the situation is, as a new PM or taking over a project for, that matter, trying to get an organization to embrace the concepts of PM Dingus is facing what people have heard or think about him based on what has been put on social media.

Now, how to make Dingus’s new leadership a success in the future is critical; however, Dingus has no choice, for he has just become the leader of a team of persons from varied functional departments, project sponsors, and possibly outside vendors, all of whom may have preconceived ideas of how he will manage and lead, thank you social media (it is stronger than the old fashion rumor mills).

The following method has been used many times and proven to work well if properly implemented. With the Project Management Guidelines in hand, Dingus must meet with his team as soon as possible and, after a friendly greeting, announce that he is taking on a project and, at this point, needs their help. Produce a copy of the guidelines and inform the team that the PMG has some ideas he has been provided with that could help all involved work with issues the team will be facing during the project’s life cycle.

The purpose here is twofold, first that Dingus is asking them for help and showing them that he is a facilitator, not a dictator, and second, he is asking them for input that, when given by them, commits them to the process and they now have ownership in it.

The following PMG will give Dingus that starting point for opening discussions on how to agree on communication, decision-making, risk management, and scheduling plans.

The PM may already be performing many prescribed project management steps intuitively. However, proper project management is leadership and the consistent and dedicated use of a standard set of project principles, methods, tools, and techniques. This type of structure ensures effective planning, communication, clear direction, accountability, and stronger project control when managing change.

Techniques have been incorporated into software packages. However, a practical, logical, common-sense approach is still best to effect strong project management leadership, communication, coaching, and facilitating of project teams to achieve agreed results.

Implementation of complex business solutions in any organization is a challenging process. In today’s jargon, “Supply Chain Management” has become a term of choice; however, it is not a new concept. SCM has and always will be everything within any organization, from concept to consumer, and with that being said, most projects in one form or another draw support from multiple sources of the many functional areas making up the supply chain and projects.

Based on years of experience, many organizations—all of which have undergone the implementation of complex business solutions—have not adopted a formal implementation guidelines process.

Project Management Guidelines (PMG) have been created to ease organizational problems and help control success and deliverables for the project team. The objective is to provide the project customer with a framework managing direct activities to minimize risks of budget and time while delivering agreed results through a well-defined fit to operational requirements in concert with their strategic and long-range planning.

The PMG fully adheres to the recommended strategies and standards established by the Project Management Institute (PMI), the Project Management Body of Knowledge (PMBOK), and ISO 9002. The PMG also applies the internationally accepted IPMI standards.

PMBOK defines project management as applying knowledge, skills, tools, and techniques to project activities to meet or exceed stakeholder needs and expectations from a project. Meeting or exceeding stakeholder needs and expectations invariably involves balancing competing demands among:

• Scope, time, cost, and quality

• Stakeholders with differing needs and expectations

• Identified requirements (needs) and unidentified requirements (expectations).

It should be noted here that many of the processes and leadership requirements needed to manage a functional department will be the same as those of a project.

A project has a life cycle of its own for a specified period and must be initiated, progressed, and implemented to succeed and deliver agreed results.

The Project Management Guidelines manual:

The PMG is a manual to be used as a reference source. As stated earlier in the Chapter, persons from different functional areas within an organization, along with the sponsor and sponsor representative, will form the project team. These persons have varying levels of experience; therefore, this manual is a basis for discussing guidelines and principles to help define how to conduct business in a project environment considering the diverse backgrounds and experiences team members will have.

The following components can be included; however, remember that every organization has its unique environment, and some can be modified while others may be added.

• This manual will help the PM and team lead and manage a project from development through implementation to completion.

• The PMG organizes the project process into phases with guidelines and...

Erscheint lt. Verlag	4.6.2024
Sprache	englisch
Themenwelt	Wirtschaft ► Betriebswirtschaft / Management ► Projektmanagement
ISBN-13	979-8-3509-6260-4 / 9798350962604

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