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“The final thing I can do myself” is something a lot of newly-qualified PM (Project Manager) will say. This is a common refrain I hear, and the message is widely and widely misapplied. In reality, you may be able to handle at least part of your projects directly.
Can you determine which of your daily projects should be off-scope? Do you have confidence in your decision-making abilities? Are you confident enough to create and process the necessary plans, decisions, and evaluations? Do you have appropriate resources (time and money) to effectively manage your projects? As can be found on a prince 2 training course providers.
Consider the following before you come to any conclusions about your ability to effectively implement a PM Process. Understand the decisions you are making and the risks you will encounter as you implement a PM Process.
Understand the Risks and Decision Making
Before you can take positive action, you must first understand and articulate the decisions you are making as you implement your project management process. Of course, it isn’t a good idea to cut off decisions that are certain to waste your time. However, you will be most productive if you focus on the most critical ones, those decisions with the most risk and consequence.
In most cases, the risks and consequences of decisions are rare for critical decisions. That is one reason that those decisions tend to be more serious than those that don’t have them. However, even these ‘rare’ options are normally within the realm of possible. In fact, most critical decisions aren’t likely. For Goldmine’s The Station of Mind, authors Scott Dinsmore and Joe Hanks suggest: “There are no miracles to eliminate doubt, fear, or complexity. All you can do is minimize their impact and, with some luck, eliminate them from consideration.”
This is an exception to that statement. Let’s take examples provided by Dr. Gordon Welch of GE:
Goals for any one investment project can be high, but you can only achieve between 8-12 goals in any given year. Using this equation you can fine tune your PM Plans to the tune of only 1-2 goals per year, which translates into less than 8-12 projects per year. That’s not too different than you are achieving today with respect to goals for a single year.
Concentrate on profitable, viable opportunities
The value of your PM Process increases tremendously if it’s focus on achieving profitable, viable outcomes for your organization. When an opportunity does arise, you want to be able to make a decision with confidence that efforts will produce reasonable, logical success. The process will help you clarify and synthesize the understanding. The options not just for what you are investing in the moment, but the broader goals of the organization.
Use your PM Process to maximize the success of consistently performing ideas
That PM Process doesn’t permit you to make mistakes is certainly a believer in many success stories that my work has been done. What I mean by this is that I won’t let you waste time on the things that don’t bring something positive forward with this PM Process. The Agreeable Plan Plus PM Process approach has proven to be a very effective process to the tens of thousands of organizations that have followed it over the years.
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These are the processes that have helped them. The project work isn’t always easy, but most of the hard work has been done by the PM. It’s confident implementation of the PM Process that leads to results that consistently produce on the bottom line.
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