Most projects cross departmental or enterprise lines of authority, and many projects get funding from more than one source. We all should know that projects are temporary endeavors undertaken to create a unique product, service, or result. It is the temporary nature and uniqueness of projects that make the job of project manager so difficult. Project managers must work with different groups of people (stakeholders) to meet project objectives, and usually don't have any much authority to get stakeholders to perform the project work. A strong project sponsor can help the project manager address the people issues (and many more project issues that will arise).
A project sponsor's role is to help make project decisions (formal authority), and he or she is ultimately responsible for the project's success. The sponsor should come from the executive or senior management ranks (depending on the size of the project) and should be influential, a respected politician, and have a track record for getting things done. You don't want a "Political Shark" for a sponsor.
The sponsors authority and stature should be such that they are independent as much as possible of the project's goals and objectives so they can cut through the political landscape to get critical project decisions made.
Sponsors don't just support projects; they support the project manager and project team. They are the project champion and won't allow others to sabotage the project manager, the project team, or the project's goals. They have authority that comes from their title and position within the organization. In order for sponsors to be effective they must have organizational respect, proven leadership qualities, and, be honest in their dealings. As mentioned before, they aren't political sharks, they are adept at rallying the troops (project team and stakeholders), presenting a clear message, and are supportive of the project manager.
Ideal Sponsor Responsibilities
Writes the Project Charter
Help to define Project Team Roles and Responsibilities
Acts as an Advisor to the Project Manager
Removes Obstacles
Reviews and Approves any Statements of Work/Contracts and Planning Documents
Bad Sponsor Characteristics
Too busy to meet with the project manager and project team
Doesn't have time to write a project charter
Won't get involved in assigning project roles and responsibilities
Doesn't have time to approve documents, or delegates all sponsor responsibility to others.
Blames others when things go wrong, and/or won't work to resolve project issue(s)
Always takes credit for any project success
Is surprised when the project's deliverables aren't what they expected
A bad sponsor is a project manager's worst nightmare. Avoid them at all costs if possible.
Monday, September 11, 2006
Tuesday, September 05, 2006
Project Management and Business Process Mapping
Hopefully, every project manager has been involved at one time or another with helping their customers map their business processes. Business process maps make work flow visible, understandable, and measurable. An important consideration when mapping your business processes is to view them through the eyes of your customers.
Four steps you can take to begin Process Mapping are:
Identify Your Organization's/Project's Business Processes
What are the processes in your organization that your project will impact?
What new processes will be created once your project is implemented?
What are your customers understanding of your processes?
What are the key trigger points of your processes?
Gather required information
Who are the process owners?
What are the processes you've identified trying to accomplish?
What is the level of quality required? Risk?
What are the control points?
Documenting the Processes
What are all the steps of the processes?
What are the objectives of the processes?
What are the inputs and outputs?
What tools or techniques are applied in each process step?
Where does the process begin and end?
Who owns the process?
Who monitors the process?
How we will know it is working?
Analysis (post mapping)
Is the process efficient?
Does it make sense?
What steps are unnecessary?
Is the process in line with departmental or enterprise objectives?
Are there too many approvals or too much rework?
Are there too many delays or bottlenecks?
Is the process efficient? How do you know?
What measures will be put in place to ensure the process is as efficient as possible?
There are many opportunities for problems to occur when mapping processes, but getting started will help your organization to become more effective. Once you become good at mapping your business processes everyone in your organization will begin to understand their role in the organization, what the organization it trying to accomplish, and feel like they are part of the effort to help drive improvements and efficiencies.
There are plenty of books on the subject to help your get started. Click the link below for books that can help.
Process Mapping Books
Four steps you can take to begin Process Mapping are:
Identify Your Organization's/Project's Business Processes
What are the processes in your organization that your project will impact?
What new processes will be created once your project is implemented?
What are your customers understanding of your processes?
What are the key trigger points of your processes?
Gather required information
Who are the process owners?
What are the processes you've identified trying to accomplish?
What is the level of quality required? Risk?
What are the control points?
Documenting the Processes
What are all the steps of the processes?
What are the objectives of the processes?
What are the inputs and outputs?
What tools or techniques are applied in each process step?
Where does the process begin and end?
Who owns the process?
Who monitors the process?
How we will know it is working?
Analysis (post mapping)
Is the process efficient?
Does it make sense?
What steps are unnecessary?
Is the process in line with departmental or enterprise objectives?
Are there too many approvals or too much rework?
Are there too many delays or bottlenecks?
Is the process efficient? How do you know?
What measures will be put in place to ensure the process is as efficient as possible?
There are many opportunities for problems to occur when mapping processes, but getting started will help your organization to become more effective. Once you become good at mapping your business processes everyone in your organization will begin to understand their role in the organization, what the organization it trying to accomplish, and feel like they are part of the effort to help drive improvements and efficiencies.
There are plenty of books on the subject to help your get started. Click the link below for books that can help.
Process Mapping Books
Monday, August 28, 2006
Important Words
Important Words for the Workplace
The six most important words: "I admit I made a mistake"
The five most important words: "You did a great job."
The four most important words: "What is your opinion?
The three most important words: "If you please"
The two most important words: "Thank You"
The one most important word: "We"
The least important word: "I"
_____________________________________________
Important Words for Relationships
The six most important words: "I admit I made a mistake"
The five most important words: "You are everything to me"
The four most important words: "How can I help?"
The three most important words: "I love you"
The two most important words: "I'm sorry"
The one most important word: "Us"
The least important word: "I"
I ran across the "Important Words for the Workplace" while browsing my hard drive. I don't know where I found it, but I thought it was very good. Below the Workplace list you will find one my Dad e-mailed me years ago regarding relationships.
I list them here because part of being a good Project Manager is building trust among your team members, and an important part of building trust is being empathetic, and letting people know you care.
The six most important words: "I admit I made a mistake"
The five most important words: "You did a great job."
The four most important words: "What is your opinion?
The three most important words: "If you please"
The two most important words: "Thank You"
The one most important word: "We"
The least important word: "I"
_____________________________________________
Important Words for Relationships
The six most important words: "I admit I made a mistake"
The five most important words: "You are everything to me"
The four most important words: "How can I help?"
The three most important words: "I love you"
The two most important words: "I'm sorry"
The one most important word: "Us"
The least important word: "I"
I ran across the "Important Words for the Workplace" while browsing my hard drive. I don't know where I found it, but I thought it was very good. Below the Workplace list you will find one my Dad e-mailed me years ago regarding relationships.
I list them here because part of being a good Project Manager is building trust among your team members, and an important part of building trust is being empathetic, and letting people know you care.