In the introductory article – see here – we explained what the Blue Line tool is and what is focuses on to give you a readout of how optimised your project management is for success.
Here are some examples of problems companies encounter when they are ‘off’ the line:
AN OVER-THE-TOP INSTALLATION OF PROCESSES, STRUCTURES AND TECHNOLOGIES
Typically a biotech starts with simple tools such as homebuilt spreadsheets – but these become increasingly unwieldy and only understood by few in the organisation – so to solve that problem, they buy a IT portfolio management system that would be more appropriate in a big corporation, without defining the working practices required to fully utilise these tools. Equally they’ve created many project-related job roles from a small cadre of people. They may have put in place over-ambitious training and team development before basic systems are established.
A larger, more complex organisation may have invested appropriately in expensive solutions and have built many processes and tools for every eventuality. However, challenges may well be addressed by layering multiple solutions without eliminating all the inefficiencies and redundancies. There is a lack of focus on continuous improvement. Enterprise tools may generate prodigious amounts of data but it’s not directed to the personnel that need it. Attempts at innovation run into a paralysing wall of delays.
The symptoms of this:
AN ORGANISATION STUCK WITH AD-HOC METHODS AND IMMATURE SYSTEMS
In some organisations, essential developments required as they grow in size are not paid sufficient attention, leading to this situation. In a smaller, but growing company, what worked when there was one project doesn’t work now. Project managers have no professional training; tools such as MS project are being used but very inconsistently so rolling up information to a portfolio level is hard work. Projects ’amble’ into life without proper definition. Roles and responsibilities are not clear, even that of the project team is poorly defined and there are no project charters.
A much larger organisation may well have more mature systems and a Project Management Office (PMO) tasked to implement them. But despite individual projects being run professionally, there is a real need to integrate work across the organisation; to properly manage the portfolio of projects; to look at risk, decision-making and metrics with standardised, cross-organisation tools. Conflict frequently erupts between project managers and line managers over allocation of resources – matrix management does not operate properly; PMs expend wasteful effort influencing multiple governance committees of experts / Heads of functions.
The symptoms of this:
We can help you to assess your current position and if required, build a roadmap to get you there. In conversation with you and your colleagues, we can quickly diagnose where you sit with respect to the optimum level of process and systematic operations that is right for your current situation and best for future growth.
We can help you develop a road map to get to the most effective spot. You will be able to develop the best balance – quickly and easily.
We’d be pleased to talk to you – a Free exploratory Conversation with no prior commitment – Contact us to arrange.
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