Efficient Project Manager (Components 3 & 4) Summary
For project managers as well as a wider audience of decision-makers.
Leading a project: an enterprise approach
Component 3: Developing anticipation support tools,
that is not only measuring.
Measurement for measurement automatically generates repressive monitoring
contributing to the limitation of excesses. Only the installation of
anticipation support tools, integrating risk and threat management, will allow
avoid wrong tracks.
- 6th key factor: Measuring performance to assist decision making
and only for that reason.
Measurement is not an end in itself. Without a real ambition to support
leading and decision-making, it is useless to waste time measuring
- 7th key factor: Not contenting oneself with measuring deadlines and
costs without following up on issues.
It is a tradition to pay very careful attention to the costs and
measurement. This concern, although justified, is far from being enough.
not losing sight of the target, it is essential to complement these
with a concrete issues follow-up.
- 8th key factor: Adapting a continuous-improvement approach.
Success of the project will not be attainable only by focusing on the
to reach, but well and truly by adopting a continuous-improvement
Performance needs also to be measured according to the so-called
- 9th key factor: Anticipating failure possibilities.
If it is not conceivable to envisage all the possible occuring
there is nothing to stop us from identifying and then, if the need arises,
against foreseeable failure possibilities. The monitoring of project risks
in five major phases.
- Eight measures to build an efficient assistance to anticipation
Component 4: Making integration easier,
that is not only implementing.
Fragmented project approaches are
behind the creation of new boundaries which are a genuine rupture of continuity
at the organizational, technological and cultural level.
- 10th key factor: Integrating projects in the value chain.
An entreprise project is bound to make its contribution to the
process. Its integration in the global value chain will be expressed in
technoological and cultural dimensions.
- 11th key factor: Maintaining an active leading of change from start
The leading of change is not just a phase of the project management. For
perfect integration, it is essential to maintain an active leading of
from the beginning to the end, starting from the first draft of the
and maintaining the effort far beyond implementation.
- 12th key factor: Integrating direct and indirect costs of the
process in the initial budgets
Costs of the the leading of change are rarely estimated at their true
at the time of the elaboration of initial budgets. Without budget, by
all good resolutions go unheeded.
- Seven measures to successfully manage the integration of the new
(total partages cumulés > 185)