How to Manage Complex PRINCE2 Projects
If you have ever managed a large scale project, you will know that methodologies and processes are hardly ever discussed. However, with a few basic fundamentals you can greatly improve the ability to manage complex projects, as you will find on a PRINCE2 London Course.
When I talk about strategies, I am speaking about a system of methodologies and processes that make up the methods and processes that are built into the larger plan. If you were to look at a solitary list of strategies, each would be about 100 words long; that isn’t including additional details such as descriptions that might come with each, or if a strategy is described as a “msnare”, it may not be a word.
Robert K. Greenleaf’s book,Dealing with the Yet-To-be-Presentecycle,explains simply that: Strategy “is a collection of strategies”. One of these strategies is called “Information Overload Management”. (1) This translates to having too much information. Information overload is a challenge faced by certain people within an organization, the trouble is not enough can be communicated.
One of the crucial components of a project plan is documentation, even though many people believe the book is just a do-it-to-me booklet. My business partner was at a meeting once where current projects are told that a team of experts “have the experience to ensure that we should get a plan”. To this day I cannot understand the notion that #1 had to do with expertise. In fact, he said the pushing back was directly due to lack of understanding in the fact this was such a challenge to manage.
Worse still is the simple belief that collaboration (team building or coaching) or a project plan is sufficient “to effect change”. This is pushing out the need for technology to advance, from people to new sources of knowledge and, most importantly, from people to get others to work together. These projects are “energy draining” and in the worst case scenario, a project fail.
The first requirement is the knowledge of people on their skills and abilities. I started working proactively and producing a great plan, the other side decided the project was (and is) hopeless.
In high-level project planning, I once read about a “Project Nature Survey”. It was a new project which had been completed by a company in the UK and, every month, a senior manager sat down and did a survey to gauge the employees expectations in regards to the project in progress. As well, the managers under reviewed decided that which was the most important – that management was adept at performing the tasks assigned to him. I read in an organization mission statements that talk about the importance of their product, but then the better question is, “do you see the product in your front line”.
Projects are big and, therefore, if you are going to achieve a greater success rate, the people needed to co-ordinate must understand the scope of their responsibility,
This does not mean that you shouldn’t consider “fuzzy thinking” with the scope of the plan, just get over it. A brilliant mind often has great insight in any given topic, but when presented with too much data or the external environment, is incapable of separating the “fluff” from the important. A person may be brilliant at resolving theclear problem, but not so passionate about explaining a solution to the question of improvement. The keepsboard deals with this.
In any event, it is important that:
When choosing a project management technology (e.g. MS Project), make sure you have integrated training, scheduled resource allocation, and the ability to define and measure investments. killed less and waste less than the project management insight tools available today.
We see so many people on the actions of damage control that they understand that the less time spent on monitoring the project plan, the more time they have to work on the project itself, which leads to proliferation and increases in overall influence..
Before expanding into a new project, how often are the incident have been reported?
To what extent is the team member spending too much time doing less important activities than the project plan itself?
How often are you spending time addressing one report rather than another?
Are your action plans complete?, is the tracking system effective?
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