The word project come from the Latin word
proiectum and means "something thrown forwards". Quite often this
applies in projects when the employees in a company are thrown in at the deep
end. In many cases, apart from their specialist skills, these employees have no
training in project management. Read on to discover what must be considered in
the two main phases of a project.
1. Before the project
Before the project commences, planning and controlling are vital to establish a
basis. It should be obvious that the people responsible for the project keep an
eye on the costs, but that isn't always the case. Time and time again there is
an enormous gap between the proposed costs and the actual expenses. A
feasibility analysis should clarify whether the objectives can be realized with
the planned budget. The times should also be defined in advance: When will the
project start? The workflow also needs a time schedule; in other words, which
company/which employees are to carry out specific tasks so that the date for
completion of the project can be met.
Process management includes checking the economic viability as well as checking
whether certain expenses can be outsourced. When these questions have been
clarified, the people responsible should agree on a high level of commitment
with themselves and their partners. Self-assured project managers are thus able
to achieve a balance between what is needed and what is feasible. A logbook for
the project creates security and is a good basis for ongoing control, which is
also absolutely necessary for the next phase, implementation.
2. During the project
At project meetings the project manager must not only be able to answer
functional questions, but also be able to clarify strategic issues. This makes
it all the more important that they are able to make a good presentation – also
in front of a lot of people. The better they can visualize in this connection,
the easier it is to get everyone on board and moving in the same direction.
In
many cases it is the technical details that are the issue. This leads to a
situation where perceptions and mindsets are focused only on processes. But you
mustn't just see processes in a project; rather, you must especially consider
the people who are involved. Therefore, project managers should be confident in
conflict management techniques in addition to their specialist knowledge. It is
important to pay attention to everyone involved, especially in case of
disruption or problems. Management
doesn't mean commanding people, it has more to do with motivation, which arises
especially through esteem and appreciation.
A good climate has a tremendous effect. Early integration of all those who are
involved ensures motivation and that everyone has an overview. Flexible
thinking and endurance are needed to overcome hindrances. Crisis and risk
management includes the willingness to negotiate and find solutions that suit
all the partners. Project managers shouldn't simply present the people involved
with a solution, but should get everyone on board at an early stage, even if
this takes more time in some cases. In the long term, the time spent informing
and integrating the people concerned always pays off.
A portion of resourcefulness and persuasiveness helps every project manager.
When needs and requirements are communicated in a crystal clear and precise
manner and the models to resolve problems have been accepted by everyone, the
right foundations have been laid. Don't throw your partners in at the deep end,
consider the three COs in your projects: Communication, Coordination and
Cooperation
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