The three features that make a company’s performance excellent regarding how they approach project management are consistency, flexibility, and transparency. Consistency is one of the most crucial tools for successful project management because identical standards need to be held irrespective of the type of project or type of client in order. This allows the company to identify the specific areas that may be lagging behind project management process and needs to be eliminated. It also helps the company to avoid unnecessary bureaucratic processes that derail even the well-laid out plans.
The second characteristic is flexibility. In this case, flexibility refers to the ability to adjust the company’s way of doing things in a justified and rational manner considering the project’s management needs (Boeringer & Joyce, 2015). The company should also acknowledge the fact that issues always arise in the most unexpected of circumstances despite having a solid plan. The degree of flexibility varies from project to project but remains a key feature in the success of a company.
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The third feature is transparency. Transparency is one of the most integral features of the project management process. It enables the company to account for how the company’s resources are used by staff at any given time. The distribution of capital as well as other resources to facilitate the completion of a project is essential because it determines whether a project will be completed or not. This calls for absolute transparency. Project managers should carry out feasibility studies to evaluate the sustainability of projects. Moreover, the company’s performance is greatly affected by how projects are scheduled thus a project should be time-bound.
The previous employer always ensured the projects were planned and developed in a consistent and sustainable manner. As far as adjusting the project management process, he did when needed to do so. The company’s resources were also distributed in a transparent manner.
There is a vital link between projects are vital and the company’s strategic plan (Haines & McKinlay, 2007). Projects are able to deliver the firm’s strategic goals. The employer is responsible for aligning projects with the organizational strategy. Some examples of strategic plans of a company are meeting customer needs, increasing market demand, having to keep up with technological advancements or certain legal requirements. The employer designs programs and projects that are in line with the company’s organizational strategy by selecting projects that complement the strategy, periodically reviewing the project’s business value as well as eliminating those that do not add value to the organization and assessing the cost, scope, schedule, quality, and risk.
The employer first understands the company’s strategy, which might range from a product differentiation strategy to a low-cost strategy. Once he or she knows the organization’s strategy, it is possible for him or her to choose a balanced portfolio which will serve to complement the strategy. Besides, the employer develops a process to estimate the overall value the project will bring to the company and link it to the organization’s strategy. He or she is able to get rid of projects which do not add value to the company. The employer should also know how to manipulate the factors that affect the company’s project management decisions such as risk, cost, scope and quality. The project needs to be budget conscious, quality driven or risk averse. The employer also ensures that the project improves investment quality of the company’s project portfolio and enhances better portfolio decision making. The employer has the responsibility to protect and promote the mission or business of the organization via the project management process.
References
Boeringer, M, & Joyce, A (2015). Evaluation of the project management maturity model of small to medium-sized businesses: A quantitative study (Doctoral dissertation, Capella University).
Haines, S. G, & McKinlay, J, (2007). Reinventing Strategic Planning: The Systems Thinking Approach : Systems Thinking Press
