Project Management Outsourcing


Private companies and government organizations engaged in running big jobs, or several smaller jobs at the same time, already recognize the benefits of formal project management but while the amount of knowledge and wisdom gleaned from such tasks has increased so project management has become more complex. And as it’s become more complex so the methodologies and tools have needed to evolve to keep pace.

It was the UK governmental figure OGC (Office of Government Commerce) that back in 1989 first defined the structured methodology which has evolved today into the global recognized PRINCE2 methodology. It was originally established to help Government departments provide the best value possible from its capital expenditure and can be an acronym for Projects In a Controlled Environment.

Formal methodologies are widely used for software development, manufacturing, technology, and construction jobs to plan, schedule and control each of the tasks and actions required. More and more they are also being used by services and solutions companies so as to add control and discipline to their projects.

Therefore, managing projects is now a basic part of many businesses and the use of Alastair Majury Bridge of Allan manager is now a professionally recognized one, which entails not only preparation, scheduling and controlling activities but also experience in the management of risk, change and quality. The skills necessary to successfully complete jobs are very much in demand in the competitive industry environment and comprise not just a technical ability to effectively manage tasks but also people management skills and good business awareness.

An internationally recognized qualification can be a real benefit but equally important are additional skills such as:

  • An open-minded attitude to each new job
  • The capability to select the right software applications
  • Understanding the business case
  • Describing the Company goal that the project is striving for
  • An ability to tailor techniques and methods to particular projects
  • Effective prioritization of every part of the project
  • Negotiating skills for asking extra funds
  • Learning lessons from previous jobs to prevent repeating mistakes
  • Questioning all assumptions made
  • Diplomatic abilities to gain support where required

Of course, every one of these skills will only gain a project manager with a good, solid understanding of professional methods and techniques.

Whatever it is called on your organization the essential element is that the reach of the project, what is included and what is specifically excluded, is obviously and unambiguously documented and that it is accepted by all of the stakeholders into the project.

This document will prove invaluable later on in the project when issues are bound to arise over what exactly should be delivered and at which certain duties lie. It will also assist with assessing how realistic first budgets and schedules are. A scope document must include a breakdown of the various tasks needed to finish the job and an evaluation of the probable benefits versus the costs in a cost-benefit analysis.

It is also essential to make sure that there is a communication plan in place so that all stakeholders, supervisors, staff members and anybody else with an involvement in the project are kept fully aware of the development of the project. Communication is a two-way thing so the program should allow for comments and, what’s more, all feedback received must be evaluated. Ignoring the issues of anybody involved in the job, no matter how junior they might be, runs the possible danger of failing to deliver the project on-time and on-budget. By communicating effectively, critical commitment and collaboration will likely be gained from the team, and support from individuals that are affected but maybe not involved to any great extent. A lack of communication only serves to raise awareness and generate immunity to a new project.

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