Project management good practices

Project management good practices that facilitate successful service life cycle management and produce the desired project results include the following:

 

  • A well established governance combined with effective, preferably automated, tools to record, track, monitor and ensure accountabilities and responsibilities across the value chain are critical to the success of the service life cycle management, which include project management and product delivery management. The governance  should not be based on endless committees, but rather on teams and individuals with well defined roles and responsibilities limited to corporate, strategic business units, project portfolio and project management levels.
  • Having signed contracts among the key players within the organization or project team is a key success factor. Contract in this context refers to a simple description or short agreement of what are required, when, dependencies and at what quality and cost. Having an established contract is not because of mistrust, it is about ensuring discipline to get work done. Some stakeholders may not want to have any signed commitment or agreement in order to avoid being regularly monitored and held accountable or responsible for specific deliverables.
  • Good attitudes, friendly and service oriented organization are vital to the successful management of service life cycle. A service oriented organization organizes people and teams around services. That is, it makes service outcome the driver for the organization structure. In a service oriented organization every resource recognizes that he/she is playing a role, regardless of the job title; job specification should be generic to some extent in order to provide latitude.
  • To manage project successfully, focus on the deliverables and outcome; rely on the combination of your knowledge, experience and capable others to get the work planned and executed. From the onset, promote team maturity through the project team values which should guide the conduct of the project team activities.
  • Always have the end in mind and do the first thing first. This will prevent forth and back movements, and it enables you to save valuable time and money.

Complementary Practices

Complementary practices are practices that complement each other or make other practices effective. Good project management practices require supporting practices like effective governance, leadership commitment and discipline. An organization with effective governance, leadership discipline and passion for service excellence facilitates and promotes effective service life cycle management.

Effective project management and product delivery management practices yield high benefits to the organization, leading to maturity and provides the necessary feedback to the organization strategy development. A good practice does not work or become effective in isolation. Understanding the effect of complementary practices will enable organizations to detect point of failure of practices and ensure that complementary practices are established to ensure project delivery success.

For example, if project charter is a mandatory project management artifact, to ensure its credibility and sustenance, the responsible stakeholders must have the discipline to spend quality time to review and approve it, and commit to implementing the charter content. Also, if an organization requires realistic progress tracking and status reporting, it must commit itself to realistic planning and schedule, which are base-lined on realistic expectations and commensurate resource capacity.

 Complementart practices complement project management good practices.

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