Management control implementation
February 26, 2010 • , • Views: 512
Implementing a formalized project management process in an organization that does not have a history of using a structured approach to project planning and control can present significant challenges. A phased approach to implementation is a crucial element of a successful implementation strategy because it helps overcome resistance to change, allows lessons learned in early phases to be incorporated in the systems installed in later phases, and ensures that a solid foundation of project-level data is available prior to rolling-up enterprise-level information.
Resistance to change is a well-documented phenomenon. And, we know from experience that the implementation of structured project planning and control techniques is a substantial departure from the norm for many companies. Therefore, resistance to change with respect to project management is something that should be expected (and even planned on). A phased approach to implementation can help overcome this resistance by allowing an organization to create success stories, provide the necessary communication (downward and upward), and build momentum prior to rolling-out the process to the general population. By taking a phased approach, we can dramatically increase our chances of acceptance by the organization and reduce the probability of a “program-of-the-month” fiasco. A project management system must be tailored to the organization. A “one size fits all” approach has a low probability of success because it does not recognize differences in project types, management and staff capabilities, and organizational culture. A phased approach to implementation allows time in the initial phases to gather first-hand information about project characteristics, personnel, and cultural nuances. Then, based on this information, a project management system can be designed and a roll-out plan crafted that maximizes the prospects for success.The later stages of implementation are focused on providing the enterprise-level tools that allow an organization to gain visibility to project schedule, resource, and cost information across the entire portfolio of projects. This information can be used to optimize business decision making given that there are constraints related to limited resources, limited budgets, and project priority. Unfortunately, enterprise-level decision making must be based on solid project-level information, otherwise, the decisions that are made may not be correct. A phased implementation approach allows time to ensure that sound plans for all individual projects are created prior to rolling-up enterprise-level information. Also, enterprise-level tools can represent a substantial financial commitment. A phased approach can coordinate the timing of the investment in these tools with the point of maximum usefulness.
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Q&A
When implementing controls in the Composite risk management process what is the best method to use
communicate, coordinate, and intergrate the controls who, what, when, where and how into directives and briefings
In addition perform, onfiguration identification, status acounting, auditing, reporting and documenting.
Communicate, coordinate, and integrate the control's who, what, when, where, and how into directives and briefings.
Communicate, coordinate, and integrate the control's who, what, when, where, and how into directives and briefings.
