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Project Manager : Project Manager Apr May 2013
www.aipm.com.au Project Manager 21 But for those who nd the high-level strategic perspective appealing, taking on multi-project roles with increasing responsibility, or further education and training -- particularly in portfolio, gover nance and bene t management -- within their ow n organisations or through private colleges or universities, could ser ve as pathways to PPM. First steps There are several avenues for organisations looking to start using PPM, and an organisational maturity assessment, like P3M3 or AIPM's Project Managed Organisation Accreditation, is an ideal place to start. "You can commence on developing PPM for your organisation, but understanding the cur rent maturity of your project, program and portfolio management practices is vital to mapping the steps to deliver the best value, in the right way, as early as possible," says Sharpe. "The maturity assessment also provides an executive team with a roadmap towards future capability, so the practices are able to mature and add further value to the organisation." Sharpe adds that senior buy-in is a must from the very beginning if PPM is to gain a foothold in the organisation. Developing a winning team As much of the decision-making involved in PPM is done in a team setting, it is important to get that dynamic right. "You might have people from senior management, you might have marketing and sales, technical people, legal representation and someone involved in manufacturing if that's the sort of company we're talking about," says Killen. "Identifying the right mix of people is extremely important." Revisiting that team to see how it is performing is also an important part of PPM. "Look at the team and ask 'are we missing some sort of expertise or experience, or does one element have too much inf luence?" says Killen. Of course, adjusting accordingly is the essential next step. Champions of change Starting small before applying PPM to the larger organisation allows you to get some wins on the board, gain experience and, hopefully, win over small groups of people within the organisation who can act as your change champions when the time comes. "Find a smaller pocket to start," Young says. "If you started with the whole organisation at once, they couldn't manage that change. "You also don't need software to do it initially -- it can be done with spreadsheets. It can become convoluted and over the top, so keep it simple." Once it becomes necessary or bene cial to use software, Molloy advocates a careful approach to selecting the right system for your needs. "It's a good idea to look at other organisations that have system solutions and analyse whether that solution might be a good fit.” •••
Project Manager Feb Mar 2013
Project Manager June July 2013