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Zusammenfassung von Transforming Project Management

Name: Transforming Project Management
Rating: 3.8 (104 reviews)
Author: Duane Petersen

Duane Petersen

An Essential Paradigm for Turning Your Strategic Planning Into Action

3.8 (104 Bewertungen)

22 Min.

Kurz zusammengefasst

Transforming Project Management by Duane Petersen is a guidebook that helps project managers understand and implement agile practices. It offers advice for improving communication, collaboration, and efficiency in project teams, with a focus on delivering value to stakeholders.

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Transforming Project Management
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What’s in it for me? Take your project management to the next level.

In business, mistakes can be expensive. When budgets are miscalculated, schedules run over, and risks go underestimated, the results can prove disastrous – and firms can go under.

That’s why project management is so important. By breaking vast and complicated projects down into precise, workable stages, forecasts can be made more accurate, monitoring can become more precise, and projects can hit their targets.

At least, that’s the idea. The fact of the matter is that current project-management processes are inadequate. Many projects fail, and many project managers fail to deliver their promised results.

These blinks cut through the noise and show you exactly what the deficiencies are in traditional approaches – and how you can start avoiding them.

In these blinks, you’ll learn

why you might need to double the hours on your schedule;
how to avoid disasters with contracting ; and
why some “project managers” aren’t project managers at all.

Make sure your strategic planning focuses on the right things.

In the world of business, you can’t get very far without a plan. Whether you’re applying for loans, making cash-flow forecasts, or just sketching out your latest ideas, making plans for the future is always an essential step.

That’s why so many businesses engage in strategic planning – a process that involves taking stock of where the firm is right now, where it should be in the future, and what steps it needs to take in the meantime to make that happen.

In theory, it’s vital to plan ahead like this. But in practice, strategic planning is often done wrong. Your firm might schedule regular strategic-planning meetings – but unless you’re planning in the right way, you’re wasting your time.

The key message here is: Make sure your strategic planning focuses on the right things.

Done properly, strategic planning has three key elements. The first consists of assessing the current environment, by weighing up the state of the firm and the world around it. One common way of doing this is by completing a SWOT analysis: a breakdown of the business’s main strengths, weaknesses, opportunities, and threats.

Interpret these categories broadly. For example, changes in social values or government regulations can pose serious threats, which matter just as much as the dangers posed by competitors. In the same way, not all strengths are obvious – having a dedicated and loyal workforce can be as important as attracting investors.

The second aspect of proper strategic planning is establishing a baseline. This is simple: in short, select one important figure that represents your firm’s current performance. That might be total revenue or net annual profit. It might be your firm’s error rate. What’s important is that you choose a metric that operates as a vital sign that indicates the health of the company.

The third and final step is crucial because it sets the course for the business’s trajectory in the future: after noting your baseline, you need to set a benchmark.

Your benchmark is your aim. If your current unit cost of production is 10 percent higher than your main competitor’s, then make matching its figure – or even beating it – your benchmark for the year.

Once a benchmark has been set, a project manager can help break down the process of accomplishing it into several separate, manageable projects.

Get a mix of people on the strategic-planning team.

So, we’ve established that it’s vital for a strategic plan to focus on the right things. Planners need to assess the lay of the land, set a baseline, and choose an ambitious benchmark for the future.

But that’s not all there is to it: for your plans to make any difference, you need to have the right people sitting at the table when the decisions are made. After all, nothing could be more important than the direction the company will take in the future – the success of the whole firm is at stake. So you’re going to want your best people on the job.

Traditional budgeting strategies leave out far too many details.

Project managers have a lot of responsibilities. They devise schedules, consult with clients and employees, and oversee vast and often complex projects. But of all their duties, the most important is probably devising budgets.

Budgets matter. A project might be completed to absolute perfection in every other way – but if it goes even 10 percent over budget, it could spell disaster.

Don’t overestimate how fast employees work.

Along with devising budgets, project managers face another tricky but crucial task: drawing up schedules.

Just like going over budget, going over schedule can turn a brilliantly executed project into a complete catastrophe.

Be careful with contracts – a lack of precision can cost you dearly.

Contracts can be tricky – but, more’s the pity, project managers will probably come across their fair share over the course of their careers.

They’re confusing, dense, and precise documents, in which every single word counts. The author learned this the hard way.

Being an effective project manager requires real skill.

So, you’ve heard some advice on what good project management looks like. But there’s one basic question we haven't properly examined yet: we haven’t asked exactly what a project manager does.

These days, unfortunately, the term is used far too widely. At Microsoft, the author discovered, a “project manager” just oversees checklists – marking tasks as open or complete. And in other companies, workers who track and supervise customer orders are often referred to as project managers.

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Worum geht es in Transforming Project Management?

Transforming Project Management (2021) sets out to address a number of problems in the world of project management. From strategic planning to scheduling and budgeting, it points in the direction of smoother and more successful projects.

Wer Transforming Project Management lesen sollte

Experienced project managers looking to up their game
Anyone skeptical about the usefulness of project management
Executives eager to hire better management consultants

Über den Autor

Duane Petersen is a seasoned project manager, and the founder and CEO of UltiMentors. He’s worked extensively in China, where he recently assisted seven provincial governors and scores of bankers in implementing new project-management procedures.

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