What happens if the way you manage projects isn’t in line with the goals of your department, company, or industry?
HugoDeschamps – Aligned
Failure, that’s what.
This is a great post that I found about the alignment of individuals and organizations. The same applies to the way you manage your projects.
Projects should further organizational objectives
It will be difficult to move your organization forward if your portfolio of projects is moving in different directions. Many projects will fail simply because they go against the organizational goals. This can lead to conflicts and a lack of support. Many key stakeholders might not be on board or even want the project to fail if they don’t support the objectives.
Methodology should be adapted to project environments
If you have to adapt the processes to accommodate a larger group, it is not possible to use techniques that were intended for smaller teams of 10 people. A complex approach to large aerospace projects might not work well for a 4-week project that has 3 people involved. To handle the complexity of a larger project, you will need a different process than the one that is smaller. Although the actual functionality may not change from a project management perspective, the level of detail should.
EVM is a great way to manage performance. It has been a requirement for large federal contracts. It was done with great rigor and process. I’ve also used it on small software development projects where reporting was limited to only the most important aspects and artifacts like CPRs were not produced….variances were simply reported in a short-form status report.? The sprint backlogs were used to calculate EV for the small project. This was a much simpler method than the more complicated scheduling and status reporting tools required for large projects.