Consistency equals success

Organisations clearly understand the importance of adopting a structured approach to managing their projects. So much so, in fact, that in larger organisations one often finds that different departments have implemented different methodologies for their particular brand of project, as well as different tools to track and report on projects.

While the adoption of methodologies and supporting toolsets is encouraging and will undoubtedly lead to improved project results, it is important that a degree of standardisation of the methodology and project management software is introduced to enable a more coherent approach of projects across the enterprise.

These two elements of a successful project environment are distinct and should be addressed with almost equal fervour. Almost, because the emphasis should be on the correct application of project management principles, otherwise the old adage of “tools for fools” applies, and project success will continue to elude the company, no matter what software is thrown at the problem.

One of the key benefits of a project management methodology is a consistent “language” and a structured approach across projects.

While there are many different methodologies out there and they all have merit, the use of a variety of methods within one organisation can result in a mixture of languages of Babylonian proportions. Because project success depends so much on clear communication and understanding, this situation can lead to poor project performance despite the best efforts.

Try to identify a recognised best-practice methodology such as PMBOK or Prince 2 and use that as a base foundation of the methodology. Then, using this basic language, create a series of execution methodologies with specific elements, which may be unique to each department, but which retain the common language elements - especially where the different speciality departments (eg, IT) interface with the business. This approach means project managers joining the organisation will be familiar with the overall language and the business will be able to participate more effectively in projects.

It is also important to remember that no methodology should be left as it was originally found. It must evolve with the company, and the project management community must be empowered to contribute to its development. Just ensure the core language remains aligned to best practices so the organisation doesn't lose the benefits already mentioned.

Similarly, it is important to identify a single toolset that effectively supports projects across the organisation, and provides comprehensive reporting capabilities to meet the needs of all stakeholders.

It requires a degree of courage to put the familiar aside.

Tony McManus is director and founder of McManus Consulting.

The success of a project management information system comes down to its ability to provide meaningful project information to the business. It must be easy to use, it must integrate all the elements of a project environment, and it should be able to talk to other business systems.

It takes a degree of bravery to admit that sometimes, the tools most project managers use to run individual projects simply do not scale up to the enterprise level very well, without cobbling together multiple applications. Even with these multiple applications working in an “integrated” system, users of these applications are still not able to provide stakeholders with meaningful project management information without significant manual intervention and multiple spreadsheets.

Isn't it time to get away from the misconception that project management software bundled with other business applications is 'free'? The price of such software is often paid in inaccurate reporting, additional time and resources to manually consolidate information, and ultimately, poor project performance or even project failure.

A company wouldn't use its favourite office productivity software to run its financials - so why do it to the projects intended to take the business forward? Perhaps, software that appears to cost nothing is worth about as much.

It requires a degree of courage to put the familiar aside and consider tools developed by vendors that specialise in project management software. These tools offer portfolio management, project scheduling, project office functionality, resource management, timesheets and reporting in a single application. This improves the integrated management of resources, costs and schedules across hundreds, if not thousands of projects. These tools often require less set-up time, less administration and contribute meaningfully towards improved project outcomes, because of their application of correct project management principles and the ability to provide reliable information.

If the project managers complain about using a different tool to the one they cut their teeth on (and which is possibly holding the organisation back), perhaps they need to take their profession a little more seriously?

The use of a common project execution language and a consistent toolset will contribute significantly to improved project outcomes and their visibility across the enterprise. It may take some courage to raise the bar, but the benefits are certainly worth it.