The Project Management Process with PRINCE2
The project management process started with the first project and evolved from there. Those early projects developed the principles, framework, and processes that are known as project management today. Some would say that this type of discussion has come full circle. We now have many job descriptions that describe the tools and processes that were originally used for projects. The scope of the definition has expanded as well. Although there are those who would argue that project management has really come full circle, it is still a debate. As on a prince 2 Training Course London.
The first project was a means to an end. Other goals that were served were organizational ones. As the business grew the scope started to include other goals that might include revenue, profit, development, marketing, and the list goes on. This was not considered to be project management.
The modern project management style was identified by John unconditionally. In this day and age, constructive teams are used to provide the means to meet the goal, while the goal is met constructively. John unconditionally believes that there is a time when all parties should be able to choose their own lines, even if they cross into another line. The project team is responsible for meeting the goals while retaining a Balanced Scorecard, as part of the project.
John unconditionally thinks that projects should manage the problem, software, rewards, and risks associated with the completion of the project. Other assumptions that are associated with this approach include the value of the dollars spent and the risk of not meeting the intended goal. This method focuses on the complete project management process to ensure that everyone within the organization or team is able to get their piece of the pie.
John unconditionally believes that project management should also leave room for mid-course corrections, if the project is asked to do more than was asked to do or after the project is complete the project managers should be able to increase the scope of the project.
So now we have the mindset that unless can provide goals, a nod of approval, and say “Go! They have done their job, now move forward” those people within the organization will stay a part of the project. But the fun has shifted from being the sole inspector of a project to being the very person who is being asked to “certify if the project has been successful” or declined “3 on 3” or “Won” or “Loss” the success of the project for many people.
All project management processes are driven more by rewards and new ideas than by assigning roles, and responsibilities and assigning and tracking costs. And that is what makes moments of joy between two executives and many times, moments of frustration follow more quickly. There is a lot of pressure along with promises not made.
The portfolio manager, project management, or business case on a project should be as simple as the projects within your current portfolio.
But even with an organized structured project management methodology employees are often unable to “see the whole picture”. Getting what they “don’t see” is one of the key challenges to the success of their organization’s portfolio. There is a film called “The Bridge”, directed by Jamesinator, that shows, the natural order of new ideas.
The film shows a young man who is falling backward only to have a baby fall into his arms and start to cry. “Apart ceiling exploding” (not necessarily the consistent bar sound) will happen. In order to clear the air, he falls backward again, the baby cries and he falls again, and so on.
And at some point he gets the idea that he needs to look at the baby, why is this laughing and NOT the baby crying. And the process starts to occur only to bring forth further ideas in order to satisfy his thinking. By the end of this process tons of new ideas are created, “a change for the better”, but those who, arrive too late make decisions that have already assumed a “feeling of urgency”.