In his latest blog post, Jed Simms argues that it is not so much that ‘project management’ is the problem, its just that it is not the solution!
He explains that too often in people’s minds ‘project management’ is seen as the same as ‘project delivery’ — but it is not. ‘Project Management’ is the set of processes that organises, structures and controls project activities and is the equivalent of any other ‘management’ activity.
Simms uses a production line as an example, in that the operators create the goods (the value) and management organises the work, plans the production, pre-empts or deals with problems and so on. Management organises, structures and controls the value generating activities but does not directly generate or deliver the value.
In his view, this is why ‘project management’ has had so much difficulty trying to quantify its value. Project management is not, therefore, part of the value delivery stream (in our six stream model). Project management has to justify its contribution. Few would argue that large, complex programs of work can be effectively delivered without effective project or program organising, structuring and controlling. However, these processes contribute to, rather than directly deliver, value.
Simms advises that before applying project management techniques to projects you need to establish that the time and effort involved in project management will be offset by the value to the project (as opposed to the business).
This value can be in terms of:
Reduced project duration — benefits faster
Reduced wasted effort — less cost
More motivated, focused staff — increased productivity
Increased clarity of what is should be happening — increased (progress, financial, direction) control
Less risk — more certainty
Fewer issues — less unnecessary effort
Increased stakeholder support/comfort — greater business support
To read more or to leave a comment please see the full article at: http://www.valuedeliverymanagement.com/blog/2009/07/the-problem-with-project-management/
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