Project management is a field of knowledge that has experienced some considerable improvement in the last ten years.
A business project can have a considerable impact on the company and result in either remarkable advancement in the organization’s capability to perform in the market or a major setback to that company. In this article I will take a look at the pros and cons of project management methodology.
The concept of a structured project management strategy has been around for rather some time. So it was not unusual for any executive to find themselves mastering the constraint of a structured project management process. That project methodology takes any given company or IT project through the exact same standard actions from conception through to execution. Those steps would include:
By employing a standardized procedure of doing all projects the same way, utilizing the same reporting techniques and resources, there is an economy of skills in that the project leaders and team members grow to be expert at navigating these steps. Furthermore, by utilizing the equivalent systems and considerations, a degree of assessment as to the efficiency of the system is produced so the capability of project teams to do well over time gets better.
It was normal that this standardized approach would come to be codified and eventually formed into a well-developed process that could form all projects to a sole standard. By developing an industry wide method that needs tight instruction and adherence to the same terms, tool sets and descriptions of success, the “intuitive” quality of assessing project performance is decreased. And so ‘the Project Management Method” was formulated whereby project managers can experience intense and challenging training in a standardized method that would be implemented via certification throughout the whole of the business community.
Irrespective of whether or not the PMM symbolizes a problem or a benefit to the company is dependent to a large degree on individual applications of the method and dimensions and observations on whether the method itself presents effectiveness to the process of project management or simply an additional level of bureaucracy.
There are some powerful advantages to using a method that is standardized at a market level. Those project managers who have gone through the official certification procedure can be counted on to put into action that system the same way in each commercial setting. As such, the task of locating certified project managers gets made easier simply because the certification process alone conveys to the organization that it can anticipate the PMM system to be put in place properly.
By setting into position an outside methodology of certification and dimension of quality, the project manager profession starts to take a high level of professionalism comparable to the legal and medical industries. So the PMM movement presents a growing of the IT and project management professions as they move in the direction of better levels of accountability and control.
The risks come in implementation of the PMM strategy on a project by project basis. In order for a PMM certified manager to live by his qualifications, all projects need to comply to a standard mold. The distinctive nature of each project may not easily fit into the PMM process of systematization.
In addition, the PMM system is greatly reliant on a big number of group meetings to record that the project is keeping to standards and a systematic documentation process from which there is little space for variety or accommodation. The PMM is a complex method so the tool sets that should be utilized to monitor the process can be expensive and difficult to use.
The result is that the launching of the PMM system can cause the actual business goals of the project to take on a additional priority to the high standards of PMM itself. Project leaders doing work under the needs of the PMM can become more answerable to the methodology itself and lose sight of what is good for the business or what is effective in terms of getting the project finished.
There is very little room for creativeness or individual opinion within the constraints of the PMM and that is challenging because the type of business issues have typically relied on the opinion and imaginative problem solving skills of middle management. By controling the project procedure with the requirements of the PMM methodology, excessive cost is introduced as well as difficult needs that do not profit the business or the project itself. These are some of the pros and cons that need to be considered when planning your project.