“The customer took a long time to place the order and now it is supposed to start immediately. Burn-out, one of the best project managers can’t work for months and of course there is no replacement. The best project manager is promoted and of course the other position must be filled immediately.”
Do you find yourself in this or a similar personnel situation? Of course you have thought about such cases in your personnel planning, but it is hardly possible to really prepare for them. In a highly-qualified personnel department and a time of squeezed budgets, staff shortages and increasingly short-term decisions, overcapacities and reserves are scarce. Personnel bottlenecks, especially in project management, are difficult to fill internally in the short term. Here, flexibility from outside can be a decisive help. Get an experienced interim manager who will meet your requirements.
“Somehow there is something very wrong with it: Almost all projects are too late. All project managers come up with the same or similar requests and improvement is hardly in sight. Transparency in projects has long been a foreign word and involved departments complain about a lack of coordination.”
If the extent of projects in a company increases compared to a line-oriented organization or if a company uses projects as a management method, this is called multi-project management. There is more than one project to be managed efficiently and effectively at the same time. In addition to the familiar methods – which can to be multiplied or scaled up – such as risk analysis, reporting, resource and budget planning, new competencies such as portfolio management, business unit strategy, project management manual or PM-office are now required. Integrating the “neighboring” organization and departments in the introduction and improvement of projects is just as important as further development of project managers’ competencies. Once the management has decided to make major improvements by means of a multi-phase change project, the status quo must be determined at the beginning. From there, goals and the contents of the next level can be defined, which are to be achieved together (see familiar level models such as maturity levels in CMMI).
“The management cannot yet be convinced to start a large-scale change project. The resistance is too big. Priorities currently lie elsewhere. But what if you cannot achieve the ambitious goals with your current competencies, methods and tools? How can you avoid recurring mistakes, keep to budgets and improve quality significantly and sustainably?”
Even without a large-scale change project involving the entire organization, the efficiency and quality of projects can be sustainably improved with targeted actions. Methods and competences already introduced are put to the test and new ones are discussed. The aim is to identify the bottlenecks again and again and to achieve the greatest impact there. Coaching on-the-job in small groups (usually 2-4 project managers), introduction of effective checklists, project reviews and project audits are just some of the effective methods. Do you want to inform yourself? We would be pleased to offer you a non-binding conversation.
The customer took a long time to place the order and now it is supposed to start immediately. Burn-out, one of the best project managers can’t work for months and of course there is no replacement. The best project manager is promoted and of course the other position must be filled immediately.”
Do you find yourself in this or a similar personnel situation? Of course you have thought about such cases in your personnel planning, but it is hardly possible to really prepare for them. In a highly-qualified personnel department and a time of squeezed budgets, staff shortages and increasingly short-term decisions, overcapacities and reserves are scarce. Personnel bottlenecks, especially in project management, are difficult to fill internally in the short term. Here, flexibility from outside can be a decisive help. Get an experienced interim manager who will meet your requirements.
Somehow there is something very wrong with it: Almost all projects are too late. All project managers come up with the same or similar requests and improvement is hardly in sight. Transparency in projects has long been a foreign word and involved departments complain about a lack of coordination.”
If the extent of projects in a company increases compared to a line-oriented organization or if a company uses projects as a management method, this is called multi-project management. There is more than one project to be managed efficiently and effectively at the same time. In addition to the familiar methods – which can to be multiplied or scaled up – such as risk analysis, reporting, resource and budget planning, new competencies such as portfolio management, business unit strategy, project management manual or PM-office are now required. Integrating the “neighboring” organization and departments in the introduction and improvement of projects is just as important as further development of project managers’ competencies. Once the management has decided to make major improvements by means of a multi-phase change project, the status quo must be determined at the beginning. From there, goals and the contents of the next level can be defined, which are to be achieved together (see familiar level models such as maturity levels in CMMI).
The management cannot yet be convinced to start a large-scale change project. The resistance is too big. Priorities currently lie elsewhere. But what if you cannot achieve the ambitious goals with your current competencies, methods and tools? How can you avoid recurring mistakes, keep to budgets and improve quality significantly and sustainably?”
Even without a large-scale change project involving the entire organization, the efficiency and quality of projects can be sustainably improved with targeted actions. Methods and competences already introduced are put to the test and new ones are discussed. The aim is to identify the bottlenecks again and again and to achieve the greatest impact there. Coaching on-the-job in small groups (usually 2-4 project managers), introduction of effective checklists, project reviews and project audits are just some of the effective methods. Do you want to inform yourself? We would be pleased to offer you a non-binding conversation.