Case Study: Decentralized Project Management Methodology
AUTHOR:
TITLE: DECENTRALIZED PROJECT MANAGEMENT METHODOLOGY TARGET: TO AVOID ISSUES/LIMITATIONS IN MATRIX TYPE ORGANIZATIONS DESCRIPTION: In a Balanced Matrix Type Organization, Customer/Client Project Manager has a comparatively good Project control however, there are lots of limitations and issues can be occurred during project life cycle and product life cycle. Those are not limited to, 1. 2. 3. 4. Communication Gaps Delays in Activities Lot of Rework Unwanted/Unnecessary Projects and Project works
Mainly few reasons can be identified for above issues. 1. 2. 3. 4. 5. 6. 7. Lack of reporting to the Project Manager Conflict of Priorities Hierarchy of Communication Unavailability of dedicated resources to the project (Human/Material) Knowledge Gaps Organization culture Attitudes
EX : In the telecommunication work place I am attached, Mostly new requirements originates by marketing department, Project Manager attached to the IT develops the SOW and RFP, Procurement Department conducts vendor evaluations and agreement preparation. Once the project initiated, IT Project Manager Coordinate with the vendor till the development end, and arranges the UAT. UATs are doing by Billing and Revenue Assurance. Once the UATs are completed, deployments and post cutover test arranges by the IT project Manager. Operations mostly doing by Billing Team and Sales (of new product) by Sales Team. 3 project categories identified based on duration, 1. Small Projects/Change requests – average duration is about 2 months 2. Medium Projects - average duration is from 3-5 months 3. Large Projects – average duration is 6 months to 1 Year. There were severe issues in the above operation. 1. Marketing who originate the requirement (Initiator), didn’t have enough knowledge of current system capabilities and Cost (ROM) involved in the development but commits the solution to customers. Instances there which products developed to generate revenue of less than 10% of the development cost.
TITLE: DECENTRALIZED PROJECT MANAGEMENT METHODOLOGY TARGET: TO AVOID ISSUES/LIMITATIONS IN MATRIX TYPE ORGANIZATIONS DESCRIPTION: In a Balanced Matrix Type Organization, Customer/Client Project Manager has a comparatively good Project control however, there are lots of limitations and issues can be occurred during project life cycle and product life cycle. Those are not limited to, 1. 2. 3. 4. Communication Gaps Delays in Activities Lot of Rework Unwanted/Unnecessary Projects and Project works
Mainly few reasons can be identified for above issues. 1. 2. 3. 4. 5. 6. 7. Lack of reporting to the Project Manager Conflict of Priorities Hierarchy of Communication Unavailability of dedicated resources to the project (Human/Material) Knowledge Gaps Organization culture Attitudes
EX : In the telecommunication work place I am attached, Mostly new requirements originates by marketing department, Project Manager attached to the IT develops the SOW and RFP, Procurement Department conducts vendor evaluations and agreement preparation. Once the project initiated, IT Project Manager Coordinate with the vendor till the development end, and arranges the UAT. UATs are doing by Billing and Revenue Assurance. Once the UATs are completed, deployments and post cutover test arranges by the IT project Manager. Operations mostly doing by Billing Team and Sales (of new product) by Sales Team. 3 project categories identified based on duration, 1. Small Projects/Change requests – average duration is about 2 months 2. Medium Projects - average duration is from 3-5 months 3. Large Projects – average duration is 6 months to 1 Year. There were severe issues in the above operation. 1. Marketing who originate the requirement (Initiator), didn’t have enough knowledge of current system capabilities and Cost (ROM) involved in the development but commits the solution to customers. Instances there which products developed to generate revenue of less than 10% of the development cost.