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Creating the project office 10

Creating the project office 10. This is a book about improving organizational performance by implementing a project office system that develops project management as a core competency and thus adds value to the organization. A project office consists of a team dedicated to improving the practice of project management in the organization. The improvement in organizational performance is achieved by obtaining more value from projects, making project management a standard management practice, and then moving the organization toward the enterprise project management concept | 68 Creating the Project Office commissioned the search for a reliable timepiece to determine longitude at sea implement a change and many years before it happened making it stick . If people feel that time-honored traditions are being violated that act may take on more importance than the news that is given. The message may be too much work. Change is often hard work and the change is not seen as worth the effort. If you tell upper management they have to become involved in order to help ensure project success they may see it as an unwarranted demand. They want you to solve the problems not use their time. These examples illustrate that although a program manager may be right and know the truth of the situation especially when grounded with solid evidence from the project management body of knowledge that does not ensure that others in the organization will listen to or heed those words of wisdom. Apparently right does not make might it takes more persuasive skills and actions to be effective. Defining the Truth To speak truth to power first clearly articulate the message that you want to convey. What is your message If you have a message that needs to get through then obviously it has not gotten through before so ask yourself why. Review the list of obstacles to determine what parts of the message are most uncomfortable or which of the reasons for resistance you can expect to meet. Knowing the source of resistance is half the battle for then it will not be a surprise. Collect facts and data about the situation. Use a systematic process that demonstrates thoroughness in the approach. Put everything together in a clear compelling message that describes the current pain and paints a picture of an improved desirable state. Other truths become evident to the competent program manager the triple constraints of scope schedule and resources must balance or trade off with each other the organization can not deal with too many projects under way at the same time each .