Project management may be implemented when we take a close look on the barriers, difficulties and challenges specific to the one and unique organization and its team. Although the principles of management are unchanging, the key is MATCHING them to the personality of the organisation. This personality is made up of the current organisational solutions, the people working in it, the tools used and the way it is managed.
We can prescribe a drug without a diagnosis, but then we’re just letting the cards fall where they may. Therefore, we propose to start by diagnosing the situation, collecting facts and recommending further actions on their basis. During the diagnosis you get a report on the organization in the context of project management and an action plan to be implemented so that you may achieve the expected results. During the diagnosis we look for strengths, trying to understand what the key to success in your projects is, and where your company aims to be in the future. Remember that we’re designing a process that will be ready for change.
Therefore you are heartily welcome to cooperate :)
The first aspect of evaluation is the project management process. Which elements of the process already function in the organization in a more or less formal way? Which elements are missing? We focus on checking how projects are started, run and completed in the company. How teams are involved across different functions? How are all projects in the organization controlled and managed? To which extent does the process strengthen the drawing of conclusions?
The second aspect of the diagnosis is cooperation, communication and personality of the organization. To which extent are the teams prepared to work across different functions? What is the communication path? Where are the barriers to decision making, to passing information? How teams deal with conflicts and difficult issues? Which level of project management consciousness and competences are already present in the company?
The third aspect of the audit is an overview of the tools used in the organization outside the ubiquitous Excel. Which specialist tools are needed to do the work? Does the software used by employees support the functions of reviewing all projects, planning, tracking progress, communication? We look for what is already working in the organization and for the possible gaps to base as many processes as possible on tools that people already know.
The fourth aspect, but not the least important one, is information about the company. Where is it today? What does its organizational structure look like? What is the history of the company's development and why it is organized in this way? Which organizational changes it has gone through? Which stage is it at now? What are its goals for the coming years? What does this mean for the structure and the employees? What types of projects need to be launched in relation to the above? What strategic decisions have been or will be taken in the near future?
During the interviews, we focus on finding answers to the following questions:
We also collect evidence showing how these processes are implemented, to which extent, and by means of which tools.
After collecting information from the interview, we analyse the collected information in relation to the company’s expectations, current situation and project knowledge. No two organizations are the same, so this analysis process is not linear. Most often we discover several common patterns for individual departments, and individual good practice items on which further solutions can be built. The aim of the analysis is not to show deviations from global standards (because they are the easiest to find in any company without doing any research), but to show:
The discovered relationships are usually not linear, but cross-sectional, which is why we present them in the form of a thought map, which is also a formula for future action. At this stage we contrast our understanding of the organization with how you see it, to choose what we should focus on during the workshop.
Workshop depends on the identified points of change leverage. Its aim is to start the process of changing the approach within the organization and to check what other points of potential resistance are inside the organization. They only come to light when we start to work on change. At the same time, the workshop introduces the first steps and also diagnoses whether the organisation is ready to work at a given moment.
Thanks to this approach, the audit ends with a list of conclusions and increased competence of the team and a FEASIBLE ACTION PLAN that allows you to continue work independently or with our support.
Leadership Center jest członkiem Polskiej Izby Firm Szkoleniowych - największej organizacji zrzeszającej firmy szkoleniowe i doradcze w Polsce. Stanowi to potwierdzenie stosowania przez Leadership Center Kodeksu Dobrych Praktyk PIFS, który jest wspólnym mianownikiem jakościowym członków PIFS.