How to Develop Project Methodology – What Steps Should I Follow?
As Project Management Professionals, we sometime find ourselves in an environment that has no established project management methodology. Instead, what we is inconsistent, and wasteful approaches to managing projects. Some project managers bury small projects in stacks of unnecessary paperwork. Others manage large projects with no attention to risk management, the proper utilization of resources or procurement. Still other project managers are so intimidated by due dates that their practices that focus on turning out something, anything (crap) by the deadlines, not on using resources wisely, nor meeting stakeholder expecations. Unfortunately, organizations in those environments are not leveraging their experiences to make improvements in their approach to project management. Enter the Project Management Professional (PMP), armed with PMI best practice approaches and eager to enhance his/her organization’s capacity to adopt best practices. However, the PMP should proceed with caution, do not try to change things overnight or act as someone who has all the answers. Project Methodology Main Page
It’s important to respect the project methodology that is currently in place within the organization. Also, to identify who the main players are and what are their key requirements. Once that has been ascertained, it’s time to start a gradual process to show how improvements in the project management process could add value to the organization’s efforts. Start by getting a clear idea of the requirements of the whole project delivery system within the organization. What are they trying to achieve via the projects in the pipeline? How successful have they been in the past in meeting those requirements? Are they capturing any lessons learned and recording those as an organizational assets? Once those have been determined, it’s time to start a participatory and inclusive process to address the current and emerging gaps within the organization.
I would recommend starting slow and proposing pilot projects that could demonstrate the effectiveness of any new or enhanced project methodology for managing projects. It’s critical to get senior management buy-in on any proposed changes/ enhancements to the current approach. Expect some resistance initially but if you can demonstrate efficiency and effectiveness as outcomes, you will be in a better position to get support and buy-in. It’s critical to remember that any proposed changes should demonstrate clearly how it would add value and close any gaps that currently impede projects being delivered on time, budget and achievement of intended outcomes.