Bring systematics to project and portfolio management
Establish an efficient project management culture and support it with methods, processes and tools
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What always looks like a beautifully linear project at the beginning... changes regularly during project implementation. The more complex the project is on a technical or social level, the more risks and surprises await those involved along the way. How do we achieve reproducible project success in all organizational projects, and not just in one project?
In view of the fact that most organizations are currently working intensively on digitization and are working on many strategic initiatives, portfolio management and project management are often woefully supported with effective processes and tools. However, without appropriate planning and prioritization, efficient work organization and transparent controlling, there are significant risks that investments made will only have an inadequate effect. The agilization (SAFe, Scrum, etc.) and distribution of tasks in decentralized teams (centralized procurement, multifunctional project work, etc.) also requires more systematics and discipline.
The three pillars of a successful project management culture
Which aspects are central to optimal effectiveness? From our point of view, these can be summarized in three points:
- Establishment and further development of a constructive change culture and the necessary skills (knowledge management with individual and organizational learning).
- Targeted management, prioritization and effective controlling of strategic initiatives.
- Introduction and use of efficient and transparent tools and methods for project management and execution.
Project & portfolio management
risk management
Electronic status report
budget planning
In many organizations, hardly any area of project management is more based on homemade Excel spreadsheets and word reports that can no longer be evaluated electronically than the project's interface with portfolio management.
The motto for improving effectiveness at portfolio management level is: Create overview and transparency. Where are which projects running with which goals and scheduled key results? Do the resources provided really contribute to the strategic initiatives identified as priorities? Where are the main risks of the portfolio?
With relatively few but systematically maintained and reported data on the projects, it is possible to shed light on the darkness very quickly.
The motto for improving effectiveness at portfolio management level is: Create overview and transparency. Where are which projects running with which goals and scheduled key results? Do the resources provided really contribute to the strategic initiatives identified as priorities? Where are the main risks of the portfolio?
With relatively few but systematically maintained and reported data on the projects, it is possible to shed light on the darkness very quickly.
Agile processing
Agile roadmapping
Agile process optimization
Scaled agility with SAFe
Agile methods promise greater efficiency and effectiveness in project execution. Scrum and Kanban have proven to be standard methods worldwide, particularly in project management when developing software solutions, and have become an integral part of it. However, the successful life of agility requires much more systematism and discipline. There is a need for further development in three areas of action in particular in many organizations:
- Scaling agility from a single team up to large projects and the organization as a whole.
- The integration of agile programs into the overall governance of the organization.
- Better integration of development and operational processes using DevOps technologies and microservice organizations.
Development in this subject area is very dynamic and significantly better tools are available today than 1-2 years ago. It is therefore worthwhile to regularly review modern solutions and to evaluate their lasting impact.
Classic project execution
Gantt planning
Controlling with earned value analysis
Modern requirements engineering
Even though everyone in the world is talking about agile, classic project management methods have not had their day. Especially when the work steps for a project can probably be planned relatively solidly and few surprises are expected during the project, classic project management methods continue to make perfect sense. Very often, a hybrid project approach is also effective, in which, for example, the IT project components are implemented in an agile way and organizational development (e.g. process adjustments, departmental restructuring, etc.) is classically planned and implemented.
The methodology used in traditional projects has proven effective in many places and is no longer developing as dynamically. However, the correct and appropriate application of these methods is still essential. Too many projects failed in the past not because of the wrong methodology, but because of insufficiently trained project managers and clients. In our opinion, outdated tools such as Word-based specifications, which have to be laboriously brought back together by hand after receiving review feedback, project plans that do not update themselves when tasks are completed by project staff, or inadequate estimation procedures and lack recording of performance time in the project, have also had their day.
The methodology used in traditional projects has proven effective in many places and is no longer developing as dynamically. However, the correct and appropriate application of these methods is still essential. Too many projects failed in the past not because of the wrong methodology, but because of insufficiently trained project managers and clients. In our opinion, outdated tools such as Word-based specifications, which have to be laboriously brought back together by hand after receiving review feedback, project plans that do not update themselves when tasks are completed by project staff, or inadequate estimation procedures and lack recording of performance time in the project, have also had their day.
How can we help?
Most organizations have untapped potential for improvement in project management. Often, this potential can not only be solved through isolated measures such as methodological training alone, but requires a holistic approach. linkyard, as a specialist in managing change and IT projects, is ideally suited to support customers with services in the following areas:
- Introduction of processes and procedures in project management and project governance.
- Training of managers and project staff.
- Provision of experienced external project managers and business analysts.
- Provision, adaptation and operation of tools for project work.
- Coaching, project support and external controlling.
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