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 inf
