Improving the Organisation of Project Teams
It is the way we deliver projects! Effective project organisation is crucial to successful project delivery on time, to budget and to specification. However:
- How much time and attention do we really pay to this topic when initiating new projects?
- How much time and effort do we spend on improving the organisation, initiation and mobilisation of strategic projects?
- How serious are organisational issues and their consequences?
- What is the cost to the business of not addressing this aspect effectively?
It involves, for example:
- Identifying all key roles and in particular defining their responsibilities (i.e. not just your own element).
- Defining crystal clear terms of reference and accountabilities for all key roles and bodies; e.g. sponsor; steering committee etc.
- Defining clear supplier/ partner/customer interfaces, at all levels, and their specific responsibilities.
- Defining ‘ways of working’ for your team, describing precisely how you will work with key partners, suppliers and the customer(s).
Organisation can also involve areas such as:
- Effective mobilisation of new projects
- Developing team charters
- Defining a Governance structure that covers key responsibilities, accountabilities, authorities and decision making
- Developing all key controls, specific measures of performance and metrics that will be used by the entire team.
Many businesses are now defining competency models to help with the selection of individuals for key roles, and as an input to Personal Development programmes for project staff.
Some organisations are extending this further to include the personal competencies (qualities) that are ideally required for all levels of project management positions. PMIS believes this will become a very important area of project management in future years.
Many industries are starting to realise the benefit of closer working relationships and more integrated working environments on projects. Approaches like collocation have existed for some time, but many organisations resist to adopt such methods, often on grounds of cost. It can also be a large commitment in terms of changes to working practices; values, long-held beliefs and many other aspects within business.
Despite this, Project Management is starting to mature at individual and corporate levels, and businesses are understanding not just the benefit, but the fundamental need to adopt such practices if they are going to deliver projects ‘faster, better, cheaper’. Such aims are truly attainable, but only if less effective organisational practices are replaced by more concurrent and integrated practices and environments, particularly during key phases of projects such as definition and design.
In many cases, this will involve businesses working together much earlier in the project cycle, which can challenge traditional methods and thinking (for example arms-length supplier selection). Some industries are now seeing that the benefits far outweigh the risks, and are embracing totally new ‘ways of working’.
Where this is the aim, cultural resistance can often arise. This may give rise to the need for a change programme.
PMIS has an Executive Overview presentation of the above and would be happy to work with you to deliver this to you.
Email today to find out more about the above.
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