As a general rule, the more complex the system, project implementation, and the larger the organization, the more likely direct system related project implementation experience will be required. With increasing frequency, older legacy systems and large ERP systems are being replaced with Saas offerings, enabling small, mid-siz and large businesses to access the same or better features and capabilities without outlaying large amounts of valuable capital.
Companies are subscribing to this model because they are able to redirect larger amounts of capital towards other projects that may be more value added to the overall business strategy.
They are able to instead allocate operating funds towards outsourced monthly SaaS offerings that provide what they need and are more scalable and flexible. Additionally, they no longer need to account for and deal with depreciation issues. It also may be more cost-effective and more efficient to have an outside vendor take care of maintenance and service-related requests that companies otherwise would have to hire additional staff for.
That said, the business strategy, project alignment, and other due diligence still remains a responsibility of the leadership. Businesses require system users at multiple levels, some may be basic users, some may be power users, administrators and some may be strictly IT users.
When it comes to systems implementations project managers in the software industry need to be versed in all the different types of users with specific systems, and the types of user access rights and permissions for each. This can range from complex to extremely complicated depending on the system.
Some businesses utilize user-specific models or role-based models. There is a fair amount of technical knowledge that is required to ensure systems implementation projects go smoothly and user level requirements are properly and fully addressed to ensure internal controls are followed correctly. This is particularly critical with financial systems implementations, where there is a need to accurately adhere to GAAP generally accepted accounting principles , adopted by the U.
Software vendors can no longer develop standalone solutions. There is an increasing need for third-party integration, making it more complex for project managers as they are under pressure to increase their knowledge and experience with other software that may interface with the one they are implementing. Rather, project controls activities must run through the complete project life cycle—from the initiation phase until closure—to monitor and control the various factors that impact cost and schedule.
Interweaving project controls with the rest of project management provides timely insights that empower project stakeholders to make the right decisions at the right time. The strengths of project controls lie in their data-focused approach and attention to detail.
A project manager does not simply want to know that there is a cost overrun, but rather wants to know the root causes, the precise numbers, and how it can be fixed. This is where a fully integrated project controls solution can help with efficiency in getting answers quickly, and visibility into performance that can reduce project costs.
Planning is one of the important steps in which controllers and project managers work together. Integrating the budgeting process into project activities is essential to calculate costs accurately and to understand when and why variances occur. By time-phasing budgets and refining the numbers, a transparent model is available for senior managers and team members alike to serve as both a benchmark throughout the project and understand vitally important cash flows.
Project controls provide a meticulous approach to managing risk. By preemptively identifying risks, monitoring risk continuously, and developing contingency plans to address and mitigate issues, it becomes possible to reduce impact on budget and schedule.
It also helps prevent some risks from happening in the future. This is why change management is critical. By tracking changes and understanding their impact, while following a clear process for evaluation, approval, and accountability, projects can remain on their charted trajectory.
By increasing the accuracy of estimates-at-complete, project controllers and managers can gain a lot more insight into the current drivers of cost and schedule overruns. Good progress measurement is a critical input to the forecasting process.
It serves as the comparison against actual and committed costs that enable project controllers to extrapolate a forecast using a combination of standard forecasting methods and formulas. Regular, timely updates aid the project controller by enabling faster response and corrective action to when a project begins to get off track. Defining and using key performance indicators KPIs to monitor project health and forecast trends is crucial to take corrective actions.
This process involves establishing processes and systems that can help team members communicate and collaborate with each other. The goal is to track status updates, capture meeting minutes and lessons learned, and manage workflows seamlessly so teams can focus on actual execution rather than routine tasks.
The overlap in function between these two disciplines can at times make it difficult to differentiate between them. Many organizations assign the role of a project controller to one of the project managers, making this even more confusing. Project management is a holistic function that involves managing people, processes and deliverables in a project through various sub-functions.
It focuses on quality and scope, in addition to cost and schedule. The objective of project management is more exhaustive in that it aims to successfully complete a project given the resources available.
Project controls are a sub-function and focus on just two parameters: cost and schedule. People management and quality control, for example, does not fall under the purview of project controls.
The main objective of project controls is to minimize the variance in costs and schedule from what was originally planned. Controls acts as a safety harness to project management. Sometimes project managers can focus almost solely on delivery, which leaves less room to examine costs, deviation from the project plan and other variables involved. Project controls introduce a necessary reality check for project managers, giving a more data-grounded view of how the project resources and objectives are trending over time.
At its core, project controls are part of a monitoring function that analyzes scenarios and provides recommendations. A project controller reports on cost and schedule and advises the project team of potential issues. Assign the team to fix what they can. It is everyone's job, not just yours.
Allow the rest of the project to move on slowly while the major hurdles are rectified. Today the skills most in demand are critical thinking, innovation, and people management - everything that has to do with taking accountability for this unique venture called a project.
Least in demand are skills showing that the project manager is the best Gantt-chart-maker on the planet or can decorate their office in early PERT network. Yes, employers are looking for a highly competent project professional. However, that is no longer enough. Business acumen is being sought in order to take the project enterprise to a successful conclusion ensuring promised revenue or cost containment, thus contributing to the well-being and future of the organization.
Effective projects managers are effective leaders. Project managers need to know how to produce and to use the tools of the project management trade. The project manager needs to know how to best manage and motivate the project team members. Each of the project constituencies, including project sponsors, functional resource managers , vendors, top management, to name a few, all have unique project management training needs.
Cognitive understanding a skill by attending a class or by reading a book is only the first step. For a skill to become a competency, it must be practiced over and over again. This repetitive reinforcement can be accomplished in a variety of ways. A work session can be scheduled with the express purpose of practicing a newly learned skill. Various on-line learning tutorials can be offered requiring the repetition of the skill until it becomes habit.
The most effective way to translate a skill into a competency is on-the-job learning. The learner, with their manager's support, can orchestrate opportunities to practice the skill in a real-world, yet non-threatening, environment.
A seminar gathers together a subject matter expert and a group of colleagues to address a specific topic. A symposium is more expansive. For example, PMI puts on an annual symposium or congress , which consists of both pre and post seminars as well as classic track speeches. Students follow a curriculum of instruction that may include reading text, answering questions, and performing exercises. Often tests follow each module to measure the student's learning. PMI has an excellent and expanding eSeminars inventory of high quality on-line learning events.
This library is typically a database of articles, proceedings papers, white papers, research works, and other educational materials. Ideally, this material is made available on-line with a thorough index.
Users are able to enter key words to help locate the materials that best meet their needs. The marketplace is looking for knowledge in financial, strategic planning, and product development to name a few.
After business acumen, employers are searching for leadership attributes, which give the project manager the ability to manage teams from across the enterprise. The goal is to acquire the competencies to manage the endeavor around the clock and around the world. A project manager needs a logical mind that is able to grasp concept as well as miniscule data, to dissect as well as to synthesize, to work with paper as well as with people, to follow directives while issuing directives to others always being professional, ethical and honest.
Cultures have survived by passing knowledge from the elders to the young. A mentor is neither the boss nor the trainer. The mentor can be described as the Guide on the Side; rather than the Sage on the Stage. Somehow our project management discipline has never institutionalized the concept of formal mentorship. It may be time that we consider it. The drive to do more with less money and fewer resources, to do it faster, and to produce the highest quality deliverable will never go away.
In order to accomplish this mandate, the biggest bang for the buck comes from increasing productivity. Project leaders need to be given the tools and the training to facilitate greater productivity.
Attempting to stifle conflict will not be successful nor will it be productive. However, encouraging people to attack and embarrass others with whom they disagree is also damaging.
This can be done when the project manager becomes a role model demonstrating how to handle conflict professionally. Appropriate conflict means being able to approach disagreement in a tactful and diplomatic way. Speaking the correct words using a professional tone is one guideline. Active listening to what the other person is saying is a second guideline. Rather than responding immediately with your conflicting point of view, ask probing questions.
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