Manage and govern all your projects of whatever type, size and complexity.
Recognise there is no one-size-fits-all approach to projects, nor set methodology.
Organizations rely on projects to instigate changes and grow value and to move from an ad-hoc system of ‘doing-a-project’ to one that is integrated, robust, repeatable and auditable. This requires the active ownership, involvement and understanding of senior management. They will be supported by properly trained and qualified project personnel who have the authority and capability to implement best practice approaches.
Projects are the change vehicles for many organizations and are critical to business success and growth. Projects will differ in terms of size, complexity, value to the business, and management requirements. The tools you choose to use will depend on all these factors.
The best projects are invariably about great people, with the right skills, experience, belief, aptitude and attitude, who enjoy working together. The key to effective project management remains the people, both from a technical (hard skills) and behavioural (soft skills) perspective.
Organizations balance corporate rules, procedures and reports, with the need to build projects around their people. Keeping things lean enables the delivery of projects at lower cost, with fewer people, and to much higher levels of success.
The best teams are often made up of a mix of conversationalists; people known for diverse thinking; subject matter experts; and people who just get stuff down. They also enjoy the latitude to pivot as things inevitably change around them.
Projects should be kept as simple as possible to enable teams to work effectively together, and for business stakeholders to clearly understand the current state-of-play.
Projects are multi-modal. This means agile and linear methods can co-exist rather than compete. Basically, the key is to use whatever methods work.
The project plan should be appropriate for the size and complexity of the project. One way is to start with a simple, single on-line template, and then mobilize additional functions and features, only as required. This could include dividing large projects into smaller entities, linked through cross-project-dependencies (XPD's).