3.3 Interconnection of good practices and fundamentals
Figure 5: Interconnection of good practices and EPM fundamentals
For the creation of an environment for successful projects as identified by Graham and Englund (2004) and PM good practices to be effectively inherent in a project based organisation requires that both people issues and structural issues be addressed. The project management process consists of planning (forecasting), organising (staffing), commanding (motivation), directing (co-ordinating) and controlling (Burke, 2007). Project Firecracker was approached without any planning. Jeff Groenewald had clearly identified the gaps in the current processes, he realised the normal ...view middle of the document...
Removing barriers also provides a favourable climate for execution of activities, hence enabling the achievement of set goals and targets.
• Develop a learning organization.
National Corporation’s employees will surely shy away from project management responsibility, one of the reasons being the lack of knowledge and understanding of what project management is all about. Management therefore need to ensure that skills and knowledge of the staff is appropriate for the task at hand. This will ensure that as staff members are placed into each project they will then use it as a learning curve. Each project must be used as an opportunity to produce results and improve the project management process (Graham and Englund, 2004). Project reviews must be performed and action taken on key findings, learning must be a priority to develop organizational project management competency. National Corporation needs to select or find a suitable change agent who on the basis of the strategy of organisation and senior management support will drive the change. The situation at National Corporation requires a complete overhaul regarding decision making processes, timelines and redefining of processes.
• Core team process.
True leadership means involving all affected parties in the deadline decision. Upper managers can easily affect the success of a project by taking a team approach to the setting of project deadlines. This group remains the focal point of the project and is tasked to bring cohesion and direction to the project. This will foster integrity and identify the roles and the accountability of each member. This will ensure that change is led and appropriately mapped out. It also secures the emotional commitment of the members as individual weaknesses and strengths are also identified hence ensuring a core team process
• Enhance support of the matrix by promoting project managers from within
With the proposed strong matrix structure, there will be some representatives from the administrative unit of the company, therefore, consistency with the policies, practices, and procedures of the company will be preserved. Staff at National Corporation will realize that a career in project management does stifle their development as policies are consistently applied. There is less anxiety about what happens when the project is completed due to the attachment to the also feel close to their functional company.
• The use of in-house workshops
One way to overcome the fear of change is the use of workshops facilitated by either an insider or outsider. An outsider can also independently sell ideas to the stakeholders, participants will fully engage themselves in the buy in process and slowly change their behaviours. Workshops have an inherent character of enhancing and fostering training, development, team building, communications, motivation, and planning.
• Simultaneous projects
For the requested order to be fulfilled under the current systems at National...