Numerous elements can damage a project and force its closure.
How do you manage projects better? is one of the questions we hear the most. My approach is really straightforward: “What makes you think you need to improve? The responses people give me are usually the same, despite the fact that they are at various stages in their careers and have various ambitions.
- I want to be able to guarantee that we keep to the timeframe and budget.
- I must have access to more resources.
- I get isolated as the stakeholders start to lose interest.
They have taken training classes, usually have a certification, and are wondering what to do next.
Others assert that there must be a course that teaches us how to “do it properly,” and some have even returned to a previous course in the belief that they missed something.
We tell them that there is no “magic dust” that will instantly transform anyone into a project management genius. Like most things, improving takes a lot of practice, ongoing learning, and hard effort.
Whatever the work, it is impossible to be an expert in every aspect of it. Take a scenario in which all athletes were duplicates of one another in every facet of the game. The situation we are in and the conditions that develop are what make a difference. Recognizing our strengths is the first step in finding solutions to our weaknesses, including seeking assistance from others.
These circumstances commonly occur for reasons beyond our control. As project managers, we are aware of our surroundings, yet external circumstances have the potential to interfere with delivery, leading to the project manager’s initial inquiries.
The main issue is that the team developing the solution has not been informed that what the business initially believed they needed is no longer relevant, which gives the impression that the project failed.
What practical lessons can we draw from this?
The project manager must be able to oversee the “business initiative life cycle” (BILC), which they define as the period from sponsorship to benefits realization. To keep the business goals front and center throughout, we refer to the lifecycle as the business initiative life cycle.
This calls for a cultural shift in which the company acknowledges that silos may not exist and that portfolio, program, and project management should operate cooperatively rather than in any kind of hierarchy. This BILC is reflected in the Praxis Framework’s process model.
When given a task, the project manager can use this model right away to ask and discover the answers to those important questions in order to put oneself in the best possible position for success. With the help of this paradigm, programs and later projects are integrated with the business portfolio and strategic planning.
While credentials allow you to operate the car in a specific manner, the Praxis process model illuminates the bigger picture.
As a result, having the entire story and integrating the team and work at all levels of the project gives you a better chance of success even though there is no magical formula.
Get more tips on how a project manager will improve. Visit us here.