Comments on: Project Management in a Down Economy http://www.dennisstevens.com/2009/02/17/project-management-in-a-down-economy/ Enabling the Agile Enterprise Tue, 07 Sep 2010 19:38:36 -0700 http://wordpress.org/?v=2.8.4 hourly 1 By: John Schlichter http://www.dennisstevens.com/2009/02/17/project-management-in-a-down-economy/comment-page-1/#comment-753 John Schlichter Wed, 27 May 2009 22:16:35 +0000 http://www.dennisstevens.com/?p=47#comment-753 The data on diminishing ROI in PM improvements says to me we're doing the wrong kinds of improvements. Initial returns often leverage low-hanging fruit, but break-through performance is the function of a methodical and sustained improvement program. Consider my client Harris Corporation, which makes battlefield communications technology (and needs to bring those technologies to market fastest - to save lives). An initial OPM3 assessment showed how to reduce process complexity 2:1, with obvious ramifications for cost-savings due to streamlining and standardizing. However, it wasn't until a Time-to-Market (TTM) metrics program was designed that break-through performance began to occur. They reported up to 30% acceleration on new product development projects within 3 months! See, these improvements had everything to do with focusing on the company's strategic intent doing the "right" improvements - not just any bunch of good ideas. This is why companies hire guys like you and like me. The data on diminishing ROI in PM improvements says to me we’re doing the wrong kinds of improvements. Initial returns often leverage low-hanging fruit, but break-through performance is the function of a methodical and sustained improvement program. Consider my client Harris Corporation, which makes battlefield communications technology (and needs to bring those technologies to market fastest – to save lives). An initial OPM3 assessment showed how to reduce process complexity 2:1, with obvious ramifications for cost-savings due to streamlining and standardizing. However, it wasn’t until a Time-to-Market (TTM) metrics program was designed that break-through performance began to occur. They reported up to 30% acceleration on new product development projects within 3 months! See, these improvements had everything to do with focusing on the company’s strategic intent doing the “right” improvements – not just any bunch of good ideas. This is why companies hire guys like you and like me.

]]> By: David Whelbourn http://www.dennisstevens.com/2009/02/17/project-management-in-a-down-economy/comment-page-1/#comment-540 David Whelbourn Thu, 26 Mar 2009 13:24:49 +0000 http://www.dennisstevens.com/?p=47#comment-540 I am a firm believer in Just Enough Project Management driving the level of management overhead on any project. The UK's PRINCE2 defines a project as "A management environment that is created for the purpose of delivering one or more business products according to a specified Business Case." This changes the focus to consider how much of a management environment do you need in order to be successful. In my experience it comes down to several factors that are used when scaling and tuning a PM method such as PRINCE2. Size, risk, importance to the organization, etc... Whatever the answer we should always review the level of PM overheard a project needs during the start up of the project (pre initiation) I am a firm believer in Just Enough Project Management driving the level of management overhead on any project.

The UK’s PRINCE2 defines a project as “A management environment that is created for the purpose of delivering one or more business products according to a specified Business Case.”

This changes the focus to consider how much of a management environment do you need in order to be successful. In my experience it comes down to several factors that are used when scaling and tuning a PM method such as PRINCE2. Size, risk, importance to the organization, etc… Whatever the answer we should always review the level of PM overheard a project needs during the start up of the project (pre initiation)

]]> By: Organizational Agility » Blog Archive » Talking about OPM3 http://www.dennisstevens.com/2009/02/17/project-management-in-a-down-economy/comment-page-1/#comment-539 Organizational Agility » Blog Archive » Talking about OPM3 Thu, 26 Mar 2009 13:14:33 +0000 http://www.dennisstevens.com/?p=47#comment-539 [...] is that I’m not seeing a lot of discussion about OPM3. I wrote about it a little on my blog. There is a pretty active OPM3 Sig on Linked In that everyone should join and participate in. I [...] [...] is that I’m not seeing a lot of discussion about OPM3. I wrote about it a little on my blog. There is a pretty active OPM3 Sig on Linked In that everyone should join and participate in. I [...]

]]> By: OPM3 http://www.dennisstevens.com/2009/02/17/project-management-in-a-down-economy/comment-page-1/#comment-512 OPM3 Mon, 23 Mar 2009 23:53:34 +0000 http://www.dennisstevens.com/?p=47#comment-512 [...] have written about this focused approach to improving project management performance here and here. Invest when it improves the organizations ability to drive value. The goal is not to [...] [...] have written about this focused approach to improving project management performance here and here. Invest when it improves the organizations ability to drive value. The goal is not to [...]

]]> By: PM Hut http://www.dennisstevens.com/2009/02/17/project-management-in-a-down-economy/comment-page-1/#comment-315 PM Hut Wed, 18 Feb 2009 18:58:38 +0000 http://www.dennisstevens.com/?p=47#comment-315 Investment in Project Management and Project Managers is now on the rise (even in a downturn economy). Every project needs to be managed, even projects that have to do with firing people/laying them off, are now handled by Project Managers. Investment in Project Management and Project Managers is now on the rise (even in a downturn economy). Every project needs to be managed, even projects that have to do with firing people/laying them off, are now handled by Project Managers.

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