2009 is starting off great. Am working for a new manager with a renewed mandate towards excellence in project management. Goodbye to my old manager, I learned very much from him. The challenge I've always encountered is how to bring the rest of the organization along for the journey. This challenge never stops, it just morphs into another facet.
The question that comes to mind is.. is this a curse that I've brought upon myself. Some of the kind words from my departing manager was that he doesn't know of anyone who is so dedicated to learning and growth as I am. Maybe he needs to get out more. But it is true to some degree, I guess. I am always reading books on project management, listen to a full collection of audio files from prominent podcasters, am an avid web surfer, and regularly attend my local chapter meetings. I guess this puts me somewhere between insane and passionate about my profession, or extremely fearful (probably). Anyways, so what is the burning interest at the moment.. implementing an auditing function.
I must recommend a good book by Gerrad M. Hill - "The Complete Project Management Office". Amazon link
What is the audit scope of the Governance PMO acting at arms length to the actual project management office? The PMI program management standard seems a bit light duty on the subject. It indicates that the audit function has a financial interest as well as a project management process interest, but leaves the reader wanting. For this I recommend reading Mr. Hills books. It takes the reader off the deep end. Great job Mr. Hill.
A bonus to those of you reading this who are also active members of PMI, go to the PMI website ereads and reference section. You will find this book available online. In the end you will likely come to the same conclusion as I did, it is worth the purchase.
Still though... how does one manage to influence the organization to adopt being audited to such a degree. Mr Hill suggests that an audit may take several weeks, and is conducted using an audit team. So far this has landed like a lead balloon... 1 yay, 4 nay, 2 remaining. I guess people are either too busy, or see little value in investigating with the potential outcome of informing the project leader and sponsor to do things differently.
Being an avid enthuiast in project management excellence has its drawbacks. Being able to let go has its advantages too. Back to the kind words of my previous manager, "sometimes it may take a year before people realize what you told them back then actually makes sense".
Friday, March 13, 2009
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