Промышленный лизинг Промышленный лизинг  Методички 

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When the early Romans built an aqueduct, the engineer who designed the structure stood under it when the scaffolding was removed. The engineers expertise in his craft determined whether he lived or died. The same idea applies to modern day project management. Knowledge of project management matters is imperative for success. If the project fails because of poor methodology or noncompliance, the project manager should be accountable for the failure.

A project manager needs to test and measure the progress of each step of the process. This is achieved by involving the QA department (independent of your project management office) to police or audit your projects on an ad-hoc basis. This results in feedback as to the methodologys use and acceptance in the company. It also shows to some degree how well you are performing.

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Communication is the backbone of any successful project rollout. Without it, projects have conflict, delays, and failure. Effective communication can be achieved with tools such as an intranet or Web-based technology to inform stakeholders of current status and expected rollout date. Regular briefings with client executives and interaction with the project sponsor are also effective.

Briefings/Presentations

Regular stakeholder presentations are a key part of methodology implementation. The project lead should prepare the following presentations for the client organization:

Kick-off presentation. After the go-ahead has been given for the methodology to proceed, it is necessary to present the (1) aim, (2) scope, (3) team, and (4) deliverables to the client. This presentation communicates the start of the project and gains support from stakeholders.

Informative progress presentations. These presentations are provided to the client at frequent, regular periods (e.g., weekly) to communicate project progress and determine the next steps.

Prelaunch presentation. Before starting the actual launch of the methodology, this presentation involves the staff that will be directly connected with the rollout. Participants may include (1) functional department heads, (2) regional executives, and (3) users. This presentation forms the basis for execution of the rollout. Failure to inform stakeholders would result in miscommunication and possible delays.

Postlaunch presentation. After the methodology has been rolled out to the specific client sites, it becomes necessary to again communicate with the stakeholders to notify them of the success of the rollout. This is the last presentation the project deployment team hosts.

Marketing Campaign

Often, too little is done in a client organization to properly market the implementation of the new methodology. When the implementation team realizes that it hardly addressed the marketing of the methodology, color copies of the methodology are often distributed to the end users. This will not suffice in todays business environment. The project methodology team should have already provided the marketing department or vendor with a proper set of documentation. This documentation should include:

Project or development methodology binders describing the methodology, printed in sufficient quantities (and with the ability to get additional copies as needed).



Information leaflets for the client organization, or provide the information on the clients intranet. Flashy color brochures depicting the methodology for the internal client departments.

Success stories on the value of methodologies posted throughout the organization.

Many companies today generate revenues marketing the adoption and implementation of methodologies to interested clients. They lure clients with their marketing campaigns, which highlight their respective methodologies and provide the justification for having a methodology to support projects.



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