Streaming Media Business

If you are thinking about using a project management consulting company to assist your organization with implementing a Project Management Office (PMO), there are a couple of important factors that you should consider when choosing the right firm.

 

 

According to PMAlliance, Inc., an Atlanta, Georgia-based project management consulting company, implementing a PMO can present significant challenges.  For that reason, a phased approach to PMO implementation is not only crucial but also a distinguishing characteristic of successful project management consulting firms.  Experienced project management consultants know that a phased approach: (1) helps to overcome resistance to change, (2) allows for lessons learned in early phases to be incorporated in systems installed in later phases and (3) establishes a solid foundation of available project-level data prior to rolling-up enterprise-level information. 

 

 

Second, successful project management consultants also know that, when it comes to designing a PMO, there is no such thing as a “universal solution.”  To be effective, a PMO must be tailored to your organization’s project types, management/staff capabilities, and organizational culture.  A phased approach to implementation allows the necessary time (in the initial phases) to gather first-hand information about project characteristics, personnel, and cultural nuances so that the delivered solution can be tailored appropriately.

 

 

The Four Phases of Project Management Implementation

I.  Initiation Phase: Throughout the Initiation Phase, project management consultants use pilot projects to build process momentum, overcome natural resistance to change, and gain first-hand knowledge of your organization.  This goal of this phase is to successfully mobilize your organization, remediate any current at-risk projects, and set the stage for the next two Installation phases.  During this phase, the project management methodology is introduced and software training is conducted; but only for those individuals who will be specifically associated with pilot project teams.  Also, a plan for the Project-Level Installation phase is developed and key tools are created that will be utilized during the remaining Installation phases.

 

 

II. Project-Level Installation Phase: The second phase utilizes information gathered from pilot projects in the Initiation phase to roll-out structured project planning and control processes for all remaining projects, as well as to formally establish the Project Management Office.  This phase can include the creation of PMO job descriptions, formal guidelines for project planning/control, a project web site, and a web-based activity update system – basically the necessary infrastructure to support the consistent, successful application of project management techniques by the PMO.  Project Management Training is also rolled-out to the entire organization during the Project-Level Installation Phase.  By the conclusion of this phase, the nucleus of a Project management Office is in-place, all project team members have been trained, and the project management consultants are ready to begin transitioning from their role of supporting project team requirements to supporting the PMO staff.

 

 

III. Enterprise-Level Installation Phase:  During the Enterprise-Level Installation phase, tools are implemented that are focused on managing an organization’s entire portfolio of projects.  Examples of these tools include; enterprise performance metrics, a management “dashboard” to gain summary-level visibility to project status, and project scheduling based on limited resources and project priority (enterprise resource leveling).   The intent of these types of tools is to (1) provide management with timely and accurate information about the status of the all the projects being undertaken by the organization and (2) support business decision-making that impacts the successful completion of projects such as: changes to staffing, funding, project prioritization, and workload.

 

During the Enterprise-Level Installation Phase, the Project Management Office staff has already begun to assume some of the day-to-day responsibilities for developing and maintaining ongoing project plans.  In doing so, the PMO staff is able to free-up the project management consulting firm to focus on the design and implementation of the enterprise-level tools.  By the end of this phase, all responsibility for developing and updating individual project plans have been transitioned from the Project Management Consultants to the PMO staff.

 

 

IV. Maintenance Phase: The final phase marks the important transition of the Project Management Office from the project management consultants back to the organization.  In addition to supporting the day-to-day responsibilities for planning and controlling individual projects, the PMO staff will now become the focal point for providing the enterprise-level information and analysis required by management. 

 

At this point in the project management implementation process, the organization has been well trained, numerous success stories have been created and communicated, virtually all projects have well-developed project plans, and there is widespread support for investing in a formal project planning and control process.  Also, the Project Management Office infrastructure is in place, the PMO staff has been trained, and management has necessary visibility to the key project portfolio-level information. 

 

Successful completion of this phase creates long-term continuity by implementing the necessary policies and incentives to permanently inculcate project management into the culture of the organization.  Ideally, formal project planning and control processes will become recognized as a required core competency and an essential function within the organization.

 

Deliverables to Expect From Your Project Management Consulting Company

 

Phase 1 – Initiation Phase



Initial communication(s) to management and assistance in the identification of pilot projects Project Management methodology and software training for identified pilot team members Project plans and formal control processes in place for all identified pilot projects A library of project “templates” for use during the Installation phases Standardized project coding structures and project-level report formats Finalized requirements and a plan for the Project-Level Installation phase

Phase II – Project-Level Installation Phase



Network-based, structured project plans and formal control process for all targeted projects Rollout of PM/software training to all project leaders and team members Training and mentoring of PMO personnel Implementation of the initial PMO infrastructure Finalized requirements and a plan for the Enterprise-Level Implementation phase

Phase III – Enterprise-Level Installation Phase



Implementation of the enterprise-level PMO infrastructure Turnover to PMO staff of the day-to-day responsibility for developing and maintaining individual project plans Finalized requirements and a plan for the Maintenance phase

Phase IV – Maintenance Phase

 

Turnover to Project Management Office staff the responsibility for supporting all of the project management requirements of the organization Recommendations to management for policies and incentives required to permanently establish project management as a core competency and essential function

Conclusion
<

br/>

Without a doubt, the design of a Project Management Office must be tailored to the specific needs of its organization in order to be effective.  A universal “cookie cutter” approach does not recognize differences in project types, management, or staff capabilities. As a result, standardized solutions tend to have a low probability of success.  A phased approach not only maximizes the effectiveness of the project management consulting firm, but also of the organizations that they serve.  It allows time in the initial phases to gather crucial, first-hand information, overcomes resistance to change, and leads to a well defined and successful Project Management Office at the end.

 

 

About Thomas P. Stevens, PMP and PMAlliance, Inc. – Thomas P. Stevens, PMP is the President and found of PMAlliance, Inc. and holds a master’s degree in Business with a focus on Decision Science and is a registered PMP (Project Management Professional).  PMAlliance is an international project management consulting firm that helps Fortune 1000 companies improve the execution of their mission-critical projects.  For the second consecutive year, Inc. magazine has ranked PMAlliance Inc. among the fastest growing Project Management Consulting companies in the United States. Through its Duration-Driven® methodology, PMAlliance enables its clients to successfully complete their most important projects—on time, within budget and to the intended level of quality. Please visit their website at www.pm-alliance.com

 

In today’s global marketplace, complexity and speed are essential factors to survive. If we try to have close look on different projects taking place in various corners of the world, they all are being initiated under tight budgets with fewer resources than ever before.  Apart from this, project-based business is growing bigger and bigger every single day.

 

In last few years’ modern business are no longer based on just operations. More and more key business initiatives are now subject to a defined project plan, with specified deliverables and time constraints. These days every manager is expected to do more with less.  In such an environment, a good saying for project management is, "Do It, Do It Right, and Do It Right Now."  Creating clear directions, timely response and quality outcomes are the demand of current scenario. The art of project management has gradually changed and as a result of this today the art of effective project management requires a new type of skill base.

 

Project managers need to develop a new type of skill base. It’s very unfortunate that today accidental project managers’ are on the rise. Moreover, it is estimated that almost 2/3 of employees in project manager roles lack the necessary guidance and understanding essential to accomplish successful projects. A recent survey conducted by independent research agency has shown that 58% of people surveyed agree that their projects rarely meet time, cost and quality targets. Accordingly the importance of project management training and certification is on the rise.

 

Project management is a critical role within a project that acts as the ‘glue’ in bringing diverse competencies together and coordinating the current of information between them. In fact it is the demand of present scenario and project manager must be able to play several functions including an advisor, a planner, a manager, and effective communicators and a businessperson. The challenge for the Project Manager consists of attracting the correct resources, shaping a solid team, keeping the team motivated, meeting individual aspirations and getting the work done – all within scope, cost, time, and customer satisfaction.

 

Thus project management training can help project managers understand the what, why, and how of the discipline. Apart from this, project management training also help these project managers in understanding:

· What are the fundamental skills project managers need to be effective and how to develop them

· Why business and project alignment is essential for project management success and how to get it

 

The basic purpose of project management training is to educate and train project managers with the ability to foresee as many dangers and problems as possible and control activities so that the project is completed as successfully as possible in spite of all the risks.

 

Today, project management training has revolved around the benefits of a set framework of principles and various practices that are a part of effective project management. The result-oriented approach of effective project management training makes it easy for project managers to develop concepts of good project management and deliberately apply their knowledge into their projects.

 

AstroWix is one of the leading organizations to offer world-class training on project management. AstroWix project management training service helps project management professionals understand the fundamental project management skills and different ways to develop them. AstroWix project management training program also helps candidates learn different project management methods and pass professional exams. It helps professionals get certifications from PMI®: PgMP®, PMP® and CAPM®.

 

To know more about Project Management and Project Management Training, visit: : Project Management , Project Management Training ,

Most people have one. Yet attending to their demands and idiosyncrasies can be nerve-wracking. Wise people engage good boss management strategies. After all, bosses are not exalted and invincible gods. They are human beings with special roles and authority as well as the requisite levels of human weaknesses, problems and pressures.

Assess Leadership Style

Recognize leadership skills inherent in your own boss. This assists you to better understand your boss. You also benefit by becoming a better manager.

Leader #1: The Press Leader

These leaders pretend to be drill sergeants. Low self-esteem and a strong fear of failure drives them. They are impressed by outward displays of project management and busyness.rather than by results. The leader treats people as expeditors who obey orders. They tolerate no mistakes. Trivial details snare their energies and attention. They oversupervise and manage by punishment.

How to handle The Press Leader: Quickly discover on-the-job limits. Determine whether your boss is simply tough or ruthless. The tough leader precisely delegates authority balanced with appropriate responsibility. The ruthless one disregards human factors. If you choose to resist the press leader, do it privately, not within view of colleagues. This way your leader will not lose face. Support your position with plenty of evidence. Otherwise you lose.

Leader #2: The Laissez-Faire Leader

This leader abandons staff. These leaders provide little or no support in tough times. They stipulate little of what is expected of employees. They provide virtually no project management guidance on how to accomplish tasks. While the Press Leader may hover over an employee’s shoulder, this leader does nothing to train or guide. The Press Leader overmanages. The Laissez-Faire Leader overlooks.

Managing The Laissez-Faire Leader: The individual who is self-motivated and needs little praise will work well under this type of leader. This leader craves facts such as costs, statistics and research findings. Provide these facts and figures for your boss, while at the same time trying to stress some human elements. Encourage your boss to clarify exactly what is to be accomplished.

Leader #3: The Participatory Leader

The Participatory Leader is adept at communication procedures. Under this type of boss, employees are given precise feedback and recognition when deserved. The Participatory Leader strives to involve employees in the assessment process. He or she is inspirational and innovative. The Participatory Leader customizes the type and amount of feedback required for each employee.

Managing The Participatory Leader: The most effective way of dealing with the Participatory Leader is to feed back the same techniques that he or she uses with subordinates. Keep them informed of what does and does not work. Since this type of leader is interested in results, your opinions will be heeded.

Leader #4: The Develop Leader

This leader goes a step beyond the Participatory Leader. The Develop Leader fosters staff self-esteem, autonomy and competence. Techniques for success are isolated and taught to subordinates as the need arises. The Develop Leader empowers staff and nurtures a feeling of reverence, not in the boss, but in employees themselves.

There is often a high staff turnover rate for employees of develop leaders. But it is a good one because it is upward. Because this type of leader creates such a high level of competence amongst the ranks through professional development and project management, there is always someone to take over when someone moves up.

Keep Your Boss Happy

? Learn what your boss expects and values.

? Strive for high quality results.

? Solve as many problems as possible without the help of your boss.

? Keep your boss informed.

? Be your strongest critic.

? Get regular feedback from your boss.

? Differ with your boss only in private.

? Save money and earn revenue.

? Be a good leader yourself.

? Promote only valuable ideas.

? After all. Your boss is not interested in the storms you encountered, but whether you brought in the ship.