As a subject matter expert, your primary concern is and always has been the delivery of value to your clients. You’re not in business to create projects! How you can do that effectively is the subject of this article. It’s all about understanding all of the tools that you need to provide your clients with value so that they come to you and stick with you. In order to deliver value, you need to know the tools and study them. As outlined with best prince 2 course providers.
The third thing that you need to know is the difference between a project and a program. Many people confuse the two even though they are two entirely different things. A project is a temporary endeavor and an ongoing (or semi-processive) process, while a program is an ongoing set of activities that have been scheduled for the ongoing delivery of goods, services, or benefits.
A project is a temporary undertaking. It is a goal that someone (or a group or organization) is attempting to reach. You usually don’t get satisfaction or results from a project, but you still have to deliver the project.
Objective setting is best accomplished using STOP criteria only! This is because an ongoing relationship with your client (and customer) is almost always at risk with other suppliers and/or vendors. “S” stands for steady if the goals of the project are achieved, otherwise there are pitfalls. “C” stands for consideration, and “R” stands for safe.
Resource development is a separate subject that, generally speaking, has no scope of this article. However, as you might guess, resource development is the central point of all of the project management activities and therefore is a natural point of comparison with projects. You can begin to develop a sound resource development program by using several tools conceptually, but really, it is critical that you get buy-in from the client. In order to get that buy-in, you have to have a “coach” that the clients can ask questions to “determine the needed answers.”
Monitoring is a very focused effort in of itself, and unfortunately is one of the most misused parts of project management, completely dilutes the impact of an effective resource development program. Most of the people that imagine monitoring activities in their own project environments have either never used them or have never used them when project development projects, like most of the rest of the organization, utilize these very same monitoring options.
Project management activities are organized around the deliverable, the solution or the deliver cast. Whether or not the existence of the project completed or the solution developed remains as an entity is based on the objective or status of the project.
Projects are, like the rest of the organization, cyclical. Activity cycles occur weekly or monthly depending on the type of activity. The project manager needs to understand when to ask if project activity is complete, and when to consider the project complete. The project manager needs to have the ability to concentrate management attention on the development or strategies, including CRM, whose activities are represented in the project. The CRM (Client Relationship Management) represents an across-the-board solution with some very specific uses and needs to be viewed from the perspective of the project environment.
Asking the right questions at the right time will help specifically identify the phases for the manager to focus on, in order to process from the objective or obtainable to the Sponsor. For example, let’s say that project activity A is important, and the customer is using it. Assure with a favorable offer to sell your company to the customer on this product. By selling it in a manner that makes the customer looking to buy your product, you are positioning your solution as the most desirable in your client’s eyes. Consider all the alternatives, each with their own “whatever” language. If you have a contact who needs to get in touch with you, allow them to do that. By doing so, you are ensuring that the project is effectively able to deliver value at the current stage. This scenario also applies to project activity B. When project activity A is complete, is their time left to consider B as a viable option. There should be no hesitation. An ongoing directional question that is the sole type of activity will ensure that the project is left on track.
For any project manager, project management activities need to be divided up into phases. Duplicating activities that have been described in the last insulting article is just not appropriate. Rather than create a “show and tell” program (which actively results in your employees and/or to your clients not approving your project definition), we need to break the variables up into parts. If you don’t plan it this way, what is it going to take to get it done?