Corporate Goals Meet Team Schedules-super bass

Business In a typical .pany organization there are two levels of project management hierarchy. You have the Chief Officers the COO, CTO, CIO, CFO, or some other senior level position and then you have the project teams, with project managers and team members. Often these two groups never meet, rarely speak, and poorly align their objectives. The Executives define the strategies, set the objectives and goals, analyze overall business performance, and perform some high level project selection and resource management. On the other hand, project managers manage the planning and day-to-day activities of the individual projects. They manage the project budget, measure project performance, make sure the project is on schedule, and ensure that they have the resources needed to get the job done right. In his book, Project Portfolio Management, Harvey Levine explained, A problem .mon to many organizations is that there is no connection between the operations and project functions and no structured, consistent, and meaningful flow of information between the two groups. The organizations objectives are hardly ever .municated to the project office, and the periodic measurements made by the projects group cannot be related to these objectives. The disconnect between the Executives and the Project Teams causes each group to work in their own little world, focusing only on their own individual roles, without ever truly meeting the objectives of the .pany. Are the projects supporting the goals of the Executives? If a project is in danger, do the Executives find out about it before the project spins out of control or do they just perform damage control? Do the project managers have the knowledge and resources to balance schedules, cost, scope, and quality parameters? Many of the challenges associated with projects could have been prevented had the Senior-level managers .municated with the project managers. Having a structured, consistent, and meaningful flow of information between the two groups will ensure that projects are .pleted on time, under budget, and within the project mix criteria set by the Senior-level Managers. One way of creating this alignment is to use a single project management tool that can be used by both project teams and executives. Executives see the big picture, while project teams focus on the details. Using an online project portfolio management software, such as @task, Executives can see every project proposed or in process and make sure that each project meets the alignment criteria set by the .pany. Executives can select the projects that provide the greatest value to the organization and then push the objectives of those projects down to the project managers. Because the project is managed using the same software the Executives use, the Executives are notified of problems as they occur and can quickly correct the problems as they occur Using the same software, project managers are given the direction needed to successfully .plete the individual projects. The PPM tool provides the flexibility needed to create and edit project schedules, monitor costs, and align resources to meet the objectives set by the Executive team. The goals set by the Executives are the same goals by which the project managers are measured on, eliminating the confusion caused by poor .munication. Project performance measurements are the same across all groups and if the objectives are changed, all involved parties are notified of the change. The end result is that corporate objectives be.e a part of the project teams schedule. About the Author: 相关的主题文章: