When we talk about enterprise project management, we’re talking about the processes organizations use to initiate, plan, monitor and control, track and close projects. We also include processes to prioritize projects and allocate resources to them. Quite simply, enterprise project management is an organization’s way of doing projects. At a minimum, these processes should include:
1.) How the organization initiates projects
2.) What criteria each project needs to meet to be approved
3.) Assignment of a priority for using organizational resources.
That priority allows the important strategic projects to get first claim on the organization’s resources. Projects with a lower priority have to wait until the high priority projects have the resources they need. The organization should also have processes that project managers and sponsors follow as they plan, schedule and track their projects. That gives the organization’s enterprise project management consistent language, plans and reports. It allows everyone to work together more effectively. Evolution of Project Management in Organizations
A consistent approach produces significant benefits across all projects in terms of people understanding the role of the team member, sponsor, stakeholder and project manager. The role each of them plays is standard in terms of the decisions they make and the accountabilities they have on the project. Those consistent roles and processes allow for executives to become accustomed to the format of a project plan and a proposed schedule. That allows them to be more efficient and exacting in their review of projects. This doesn’t mean the organization does every project exactly the same way. Most organizations have an enterprise project management protocol that differentiates between projects based on their size, scale and strategic significance. So in most enterprise project management protocols, small projects do not need as much paperwork and documentation as larger projects.
Enterprise Project Management Protocol
The enterprise project management may have a basic protocol for small projects. The project plan may be a short document with fewer than six elements such as: scope, requirements, estimates, resources, schedule and optimization. They include little, if any, risk management and the project has no additional quality processes beyond what is standard in the organization. Status reporting is very straightforward, consisting of identifying variances and explaining the proposed corrective action.
As projects get larger, the project plan grows to cover more topics. Risk management becomes increasingly important so they implement a risk management process with risk identification, qualitative analysis, quantitative analysis, risk response planning, risk tracking and monitoring. There is a formal risk response for each identified risks along with contingency plans if the risk response does not prevent the risk from affecting the project. Is Your Project in Trouble?
Organizations without enterprise-wide processes for completing projects have lower project success rates. They also have trouble getting the most important projects completed on time and within budget. Even worse, the lack of consistent project processes creates chaos in the trenches. Project managers battle each other for team members and no one manages people’s priorities and workloads.
Organizations with project failure rates above 50% have trouble surviving, particularly in tough economic times. But their efforts to improve performance often fail because they aim at the wrong problems.Why Do So Many Projects Fail?
Based on our experience with over 300 organizations, there are four keys to improving an organization’s project results.
1. The organization must control the initiation of new projects. Managers and executives can’t start a new project whenever they wish.
2. The organization must prioritize the projects so the major strategic initiatives get the resources they need.
3. The organization has to allocate resources to projects based on the priorities they have established. Without this, hundreds of “puppy projects” that produce very little benefit will use up to 40% of the organization’s project resources.
4. The organization has to use a consistent methodology for all projects that is scalable for the size and importance of the project. If not, small projects will be buried in too much paperwork. Project Failure Warning Signs
Enterprise Project Management Protocol Implementation
Implementing the enterprise project management protocol is a major effort. Project managers, sponsors, stakeholders and team members need to receive some level of training on how to play their roles. Organizations also face the problem of “cleaning out the pipeline” of in-process projects that have not been managed according to the new protocol. Often times the best approach is to simply let these projects wash themselves through the pipeline. But all projects started after a certain date must comply with the enterprise project management protocol. How to Implement a Project Management Protocol
A major implementation issue is the sophistication of the project management processes. The temptation is to go too far and insist on more project management processes than necessary. The protocol then takes too much time and people don’t do it. When organizations and their project managers go overboard with exceedingly complex processes, they get less than 10% compliance. It is better to adopt a simple system that requires relatively little additional time from sponsors, project managers and team members. The organization should implement a bare-bones enterprise project management protocol and use it for one year. After that time their executives, project managers and everyone affected by it is better able to discuss what could be added to or deleted from the protocol. They decide what to add by comparing the value of the additions to the amount of time and money they would require. Project Management Office Types
You can learn more about implementing an enterprise project management protocol in our online project management courses. You work privately and individually with a expert project manager. You control the schedule and pace and have as many phone calls and live video conferences as you wish. Take a look at a course in your specialty.
[button link=”http://220.127.116.11/~jwkdwgmy/it-project-management/advanced-it-project-management/” style=”info” color=”red” window=”yes”]IT Projects[/button]
[button link=”http://18.104.22.168/~jwkdwgmy/business-project-management/advanced-business-project-management-103/” size=”medium” style=”download” color=”#1e14a8″ border=”#940940″ window=“yes”]Business[/button]
[button link=”http://22.214.171.124/~jwkdwgmy/construction-project-management/advanced-construction-project-management-123/” style=”info” color=”red” window=”yes” bg_color=“00000000″]Construction[/button]
[button link=”http://126.96.36.199/~jwkdwgmy/healthcare-project-management-2/advanced-healthcare-project-management/” style=”info” color=”#1e14a8″ window=”yes” bg_color=“00000000″]Healthcare[/button]
[button link=”http://188.8.131.52/~jwkdwgmy/client-project-management/client-project-tools-advanced/” style=”info” color=”#1e14a8″ window=”yes” color=”red”]Client[/button]