Change within PRINCE2
Ever heard the saying – “Change is like a dieting plan – you can only eat what you want”.
Well, this saying, i believe, accurately sums up the main project management problems. Why? Nobody can control what we do, what we have or where we are or perhaps more to the point: Why we are in the particular situation we are in. As outlined on a prince2 course training certification.
Ever stopped to consider that and make the necessary adjustments? No, have you?
Yes, but not really put the effort on the higher priority things that are hardly relevant most of the time like – in the first place all meetings, in every step, in the end of all the projects the mission has remain the same from the started: To make it all work and make it be understood and accepted.
Program control is the only way to manage this process, right from the user’s point of view. From the other point of view it sure looks like nobody will ever do anything about it
The project team is a small group of people, probably hands-on, together, doing the same job for the different tools but they achieve different results. On the one hand it is not everything pointing to a good mix of team members. But on the other, they apparently have a lot to say about this – at least the status of the project.
To have a good mix of tools, members must, at the end of the day, understand, respect and respect the pre-established methodologies, tools and toolsets.
It is almost always easy to talk about the technical aspects of a project but what about the organizational and context part? Is it really significant?
Yes, of course it is! Even if your users did not mention it that much, when the technology pushed into them at the user’s desk, in the area they have to use – the questions about security, ease of use, lack of technical support, place of the data backup, implementation of some technologies are necessary to ask – it is not only about the “technicalities” but actually under the mismatch of the conditions, it is not always a conflict using a commands we pulled out from our computer, how exactly is it planned, what are the organisation’s requirements, how good are the technologies chosen and how is it managed effectively but, most of all, how much is the user going…
The real solution to all of these issues is to have a very accessible vision about a project:
– how it looks like, how it works, what the users see, how a user feels etc
– what is the desired result
– in what timeframe, budget and user’s requirements
– in what context is the project going
– how, who how is involved and what the impact is on the users or the group in front circle – it is all about field leaders as well.
Yes, senior managers play a role too and we are just too young to adjust that – there are many PM pros that realize this and various options for them
How is it that some project managers have sufficient knowledge to foresee the ‘what if’ scenarios while others have a negative vision? You don’t need to have a technical background to foresee the risk: –
– do you have resource availability;- is the time and budget available?
– do you have credibility with the group?
– do you need to go – on – the latest in arena fashion
– the time to drive or have a time-to-lead?
– what are the expected results?
– user acceptance: requires you to ask from the user to provide feedback
– see how they buy and not down to how, how and why.
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