Lessons Learned It's Your Project and Your Project Manager
What you would attempt to do if you knew you could not fail?
Vol II, Issue 1 - 1Q2008 - It's Your Project and Your Project Manager
Owning Implementation Keeps Credit and Blame In-House
There is no concept more important to implementation success than project ownership. And if you
fail, it's your fault. If you can even imagine a scenario where an outside firm could be the fall guy,
you might as well forget the project - the necessities of implementation leave no room for a
scapegoat.
Outsiders may be brought on to help, but they aren't responsible for your project's success.
Some negative consequences of outsourcing project management include:
it will seem you don't trust your staff's ability or experience,
the outsider can walk away if things get tough, and
the outsider won't be there to help run things on a day-to-day basis.
Even the best consultants consider your company's needs as third in line, right after themselves
and their firm.
Now that you've decided to keep project management in-house, the choice of a project manager
is next. The project manager must be committed (the project strongly impacts his area of
responsibility), respected (he has experience and capability that others in the company trust), and
powerful (he will make things happen, sometimes even with intimidation if necessary).
The background of the project manager is crucial - after all, there is a difference between
operations staff - the "how" people - and systems staff - the "why" people. It's best to have a
background spanning both, but if that's not possible, someone from the operations side of the
business is preferable - the "why" can be accommodated by the steering committee, but "how"
knowledge must be on the front line.
The project manager's demeanor is equally important. The attitude spectrum runs from
taskmaster to crowd-pleaser - the ideal candidate being somewhere in the middle. While the
project should not resemble a forced march, a successful project manager understands that the
job isn't a popularity contest. Salesmanship is a trait often overlooked when selecting this
position, yet it is one of the most powerful tools a project manager can carry.
A Different Type Project
Even the best user-sourced project managers have to start from scratch - project implementation
is different than most managerial projects. While an effective manager may be able to organize a
department to do the same routines on a day-in, day-out basis, implementation requires
identifying and implementing thousands of steps that each occur only once. The project manager
will need training and guidance for this kind of project, or will need to look to an experienced
project administrator to help.
Even a strong project manager cannot succeed when others believe the project can be stopped or
delayed. Everyone involved must believe from the beginning that an on-time implementation is
the only acceptable solution,. The project manager also must have the authority to get things
done without having to ask permission each step of the way.
The best project managers use the buy-n, fearlessly command the support, and ruthlessly pursue
the end date. But remember, if the end date is conservatively developed in the first place,
ruthless may mean no more than light - but steady - pressure.
NOTE: A successful project manager understands that the job isn't a popularity contest.
What you would attempt to do if you knew you could not fail?
Vol II, Issue 1 - 1Q2008 - It's Your Project and Your Project Manager
Owning Implementation Keeps Credit and Blame In-House
There is no concept more important to implementation success than project ownership. And if you
fail, it's your fault. If you can even imagine a scenario where an outside firm could be the fall guy,
you might as well forget the project - the necessities of implementation leave no room for a
scapegoat.
Outsiders may be brought on to help, but they aren't responsible for your project's success.
Some negative consequences of outsourcing project management include:
it will seem you don't trust your staff's ability or experience,
the outsider can walk away if things get tough, and
the outsider won't be there to help run things on a day-to-day basis.
Even the best consultants consider your company's needs as third in line, right after themselves
and their firm.
Now that you've decided to keep project management in-house, the choice of a project manager
is next. The project manager must be committed (the project strongly impacts his area of
responsibility), respected (he has experience and capability that others in the company trust), and
powerful (he will make things happen, sometimes even with intimidation if necessary).
The background of the project manager is crucial - after all, there is a difference between
operations staff - the "how" people - and systems staff - the "why" people. It's best to have a
background spanning both, but if that's not possible, someone from the operations side of the
business is preferable - the "why" can be accommodated by the steering committee, but "how"
knowledge must be on the front line.
The project manager's demeanor is equally important. The attitude spectrum runs from
taskmaster to crowd-pleaser - the ideal candidate being somewhere in the middle. While the
project should not resemble a forced march, a successful project manager understands that the
job isn't a popularity contest. Salesmanship is a trait often overlooked when selecting this
position, yet it is one of the most powerful tools a project manager can carry.
A Different Type Project
Even the best user-sourced project managers have to start from scratch - project implementation
is different than most managerial projects. While an effective manager may be able to organize a
department to do the same routines on a day-in, day-out basis, implementation requires
identifying and implementing thousands of steps that each occur only once. The project manager
will need training and guidance for this kind of project, or will need to look to an experienced
project administrator to help.
Even a strong project manager cannot succeed when others believe the project can be stopped or
delayed. Everyone involved must believe from the beginning that an on-time implementation is
the only acceptable solution,. The project manager also must have the authority to get things
done without having to ask permission each step of the way.
The best project managers use the buy-n, fearlessly command the support, and ruthlessly pursue
the end date. But remember, if the end date is conservatively developed in the first place,
ruthless may mean no more than light - but steady - pressure.
NOTE: A successful project manager understands that the job isn't a popularity contest.
Lessons Learned
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Project Points
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Prospects & Associates
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Prospects & Associates
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| © Copyright 2001-2012 Project Executive Group, Inc. All rights reserved. |
Lessons Learned are snips of knowledge
regarding mistakes in project development,
management, control and/or finance. They
are put forward for the benefit of Project
Executive Group subscribers.
regarding mistakes in project development,
management, control and/or finance. They
are put forward for the benefit of Project
Executive Group subscribers.
"The test of an organization is the spirit of performance." - Peter Drucker
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info@projectexecutive.com
Tel: 713-591-3757
1330 Post Oak Blvd., #1600
Houston, TX 77056 USA
info@projectexecutive.com
Tel: 713-591-3757
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