Why Manage Project's?
The five phases of an unman aged project go something like this: wild enthusiasm,dejected disillusionment, search for the guilty, punishment of the innocent, and promotion of those not involved. An unmanaged project is like a black hole that sucks up every person, resource, and dollar—and still doesn’t deliver what it’s
supposed to. Despite all that, many organizations fear that project management Header First
8 MiCrOsOFT PrOjeCT 2013: The Missing Manual
Requires bureaucratic and inflexible procedures and will make projects take longer.
On the contrary, planning projects and managing the plan provides many benefits,
including the following:
• Happy customers. Whether a project is for outside customers or groups within
your organization, customers like to get what they want when they want it. Because the first step in project management is finding out what your customers
and stakeholders want to accomplish with the project, your customers are more
likely to get the results they expect. And by keeping the project under control,
you’re also more likely to deliver those results on time and at the right price.
• Achieved objectives. Without a plan, projects tend to cultivate their own
agendas, and people tend to forget the point of their work. A project plan
ties a project to specific objectives, so everyone stays focused on those goals.
Documented objectives also help you rein in the renegades who try to expand
the scope of the project.
• Timely completion. Finishing a project on time is important for more than just
morale. As work goes on for a longer duration, costs increase and budgets get
blown to bits. In addition, you may lose the resources you need or prevent other
projects from starting. Sometimes, on-time completion is one of your objectives, like when you’re trying to get a product to market before the competition.
• Flexibility. Contrary to many people’s beliefs, project management makes teams
more flexible. Project management doesn’t prevent every problem, but it makes
the problems that occur easier to resolve. When something goes wrong, you
can evaluate your plan to quickly develop alternatives—now that’s flexibility!
More importantly, keeping track of progress means you learn about bad news
when you still have time to recover.
• Better financial performance. Most executives are obsessed with financial
performance, so many projects have financial objectives—increasing income,
lowering costs, reducing expensive recalls, and so on. Project management is
an executive-pleaser because it can produce more satisfying financial results.
• Happier, more productive workers. Skilled workers are hard to come by and
usually cost a bundle. People get more done when they can work without
drama, stress, and painfully long hours. Moreover, they don’t abandon ship, so
you spend less on recruiting and training replacement
The five phases of an unman aged project go something like this: wild enthusiasm,dejected disillusionment, search for the guilty, punishment of the innocent, and promotion of those not involved. An unmanaged project is like a black hole that sucks up every person, resource, and dollar—and still doesn’t deliver what it’s
supposed to. Despite all that, many organizations fear that project management Header First
8 MiCrOsOFT PrOjeCT 2013: The Missing Manual
Requires bureaucratic and inflexible procedures and will make projects take longer.
On the contrary, planning projects and managing the plan provides many benefits,
including the following:
• Happy customers. Whether a project is for outside customers or groups within
your organization, customers like to get what they want when they want it. Because the first step in project management is finding out what your customers
and stakeholders want to accomplish with the project, your customers are more
likely to get the results they expect. And by keeping the project under control,
you’re also more likely to deliver those results on time and at the right price.
• Achieved objectives. Without a plan, projects tend to cultivate their own
agendas, and people tend to forget the point of their work. A project plan
ties a project to specific objectives, so everyone stays focused on those goals.
Documented objectives also help you rein in the renegades who try to expand
the scope of the project.
• Timely completion. Finishing a project on time is important for more than just
morale. As work goes on for a longer duration, costs increase and budgets get
blown to bits. In addition, you may lose the resources you need or prevent other
projects from starting. Sometimes, on-time completion is one of your objectives, like when you’re trying to get a product to market before the competition.
• Flexibility. Contrary to many people’s beliefs, project management makes teams
more flexible. Project management doesn’t prevent every problem, but it makes
the problems that occur easier to resolve. When something goes wrong, you
can evaluate your plan to quickly develop alternatives—now that’s flexibility!
More importantly, keeping track of progress means you learn about bad news
when you still have time to recover.
• Better financial performance. Most executives are obsessed with financial
performance, so many projects have financial objectives—increasing income,
lowering costs, reducing expensive recalls, and so on. Project management is
an executive-pleaser because it can produce more satisfying financial results.
• Happier, more productive workers. Skilled workers are hard to come by and
usually cost a bundle. People get more done when they can work without
drama, stress, and painfully long hours. Moreover, they don’t abandon ship, so
you spend less on recruiting and training replacement
Comments
Post a Comment