The growth of smaller companies is frequently driven by exciting technology and an entrepreneurial spirit. Following an initial flush of success, further projects may be added in to the mix and senior leadership look to build a pipeline for the future. Now, as well as drive and creativity, efficiency and good execution are critical. But often, these things lag behind.
In larger, more established organisations, much system development may have been achieved, to manage these aspects, but even here not everything necessarily works at optimum effectiveness.
So what are the key aspects that can be challenging?
Portfolio management – developing a rational, systematic approach to value assessment of your projects. Going beyond opinion-led debate – adding proper data and straightforward analysis techniques.
Planning – you have a plan for every project. But all using a common methodology. Or the same software? Are projects’ plans connected and aggregated across the organisation, so that expensive resources can be appropriately budgeted?
Risk management – you may have a risk register for every project. But are these this focused on ownership and action, or just lists? Are these just isolated files, or part of a networked system that can aggregate key risks?
Try the questionnaire – ‘Risk management – how do your projects rate?‘ Get some feedback and some guidance/tips. (Note this is under development. it will open in a new tab)
Metrics and reporting – often the No. 1 ask from senior leadership – simple, clear and up to date status reports on projects. Can any of your project managers do this, at any time?
PIPMG can help you to improve your capabilities in all of these areas.
We would of course recommend the best approaches and levels of system complexity, that will suit your own situation. But far more challenging is the required change in peoples’ mindsets and habits need to make them a routine way of working!
We are experts in these things – Contact us here to explore your own needs further.