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How to Initiate a Project Management System

Six Sigma – iSixSigma Forums Industries Financial Services How to Initiate a Project Management System

Viewing 8 posts - 1 through 8 (of 8 total)
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  • #54961

    Alberto Burgos
    Participant

    I currently started working at a financial institution and was tasked with implementing a project management. We are currently only using an Access Database to track incoming project but want to move to something more accessible and manageable by everyone in order to actually manage these projects. Is there any type of input that I can get on how to incorporate this?

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    #197891

    Mike Carnell
    Participant

    @Burgos Google it. There are a ton of program management packages out there.

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    #197903

    cfb
    Guest

    What Mike said….and consider looking at an Agile PM approach over a traditional waterfall structure (eg PMP)…depending on what type of projects you are managing, the former might be a better fit….it certainly has been for me.

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    #197904

    Lee Ronald
    Guest

    Alberto

    Two pieces of advice here. First, get the voice of the users and the users requirements captured before selecting any application/vendor to support this. If you capture these well enough you can create selection criteria and scoring to help chose the best options (internal vs external, Vendor 1 vs Vendor 2). Secondly, avoid designing or purchasing a system that is going to add too much administration either to the configuring of the system or in the user entering/managing projects. The system should be a tool to support project deliverables, planning, etc not make PM’s slaves to the tool. I’ve seen organizations pick a great application that meets their needs and then configure the heck out of it making it bulky, cumbersome, and non-value added.

    Good luck!
    Lee

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    #197907

    Don Strayer
    Guest

    More often than not project and program management tools are misused. For instance Microsoft Project and similar tools can give you a reasonable schedule based on tasks, estimated work, dependencies, and resource availability. But many people enter the begin and end dates for tasks so that the tool just documents what they think will happen. The same goes for costing and for comparing ROI to determine which project are worth doing. If your organization is not ready to make the jump to use such tools for more than documentation you’ll just add overhead — Licensing, training, duplication of effort — without getting improvement over what you’re currently doing. The tools may be able to print pretty graphs and charts but these are delusions.

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    #197967

    Alberto Burgos
    Participant

    Thank you for all of the input submitted by everyone.

    I do agree that people try to make their systems do what it was not intended for and therefore are not able to maximize on the potential of the system or the user’s utilizing the system.

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    #197968

    Alberto Burgos
    Participant

    Thank you for all of the input submitted by everyone.

    I do agree that people try to make their systems do what it was not intended for, and therefore are not able to maximize on the potential of the system or the user’s utilizing the system.

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    #197969

    The first things that I would do is to obtain Voice of the Customer and map the pm process before getting into selecting tools (remember the DMAIC approach). First define the real problem, measure and analyze before jumping into improve (which will be implementing a new system). No tool is going to fix your process if it is broken, which seems it is since you were tasked to fix it. An overwhelming number of executives happen to think that getting the newest software is going to fix your process and this, at least in my case, has been proven wrong every time.

    Once you reach the improve phase, there may be many tools that meet your criteria. I use ms-project but lately I have heard some people are using Base Camp (I think that is a cloud solution), may be worth taking a look.

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