PROJECT MANAGEMENT: PMI Methodology Applied Step-By-Step (Part 1)

The success of a project depends on the way in which activities are carried out and the controls applied to them during their development. So that the resulting deliverables contemplate the quality necessary for the implementation in the established time. For this reason, technology management considers that it is necessary to use a methodology that considers the evolution of projects and that allows them to manage them in an agile manner in order to absorb the constant changes that may occur during execution.

Based on the above and on the understanding that, a ‘Methodology’ is a conjunction of efforts and capabilities of people who making use of technology aim together to meet certain essential objectives the following definitions are presented:

  • Project vision: multidisciplinary team so as not to lose the global vision of the entire company.
  • Formation of the committee (executive and project): the commitment of the management is essential.
  • Appointment of a project leader: resolve conflicts and coordinate efforts.
  • Involve users: these will be those who make the system a reality on a day-to-day basis.
  • Training that goes beyond technological concepts: involves providing knowledge about the process to develop skills, abilities, etc.
  • Elaboration of a detailed planning of the project: people, deadlines.
  • A new vision: work as a team. Responsibility of the entire company, not of each person or area.
  • Monitoring: improvement of business processes.

In the same way, the main errors that are commented in this process have been identified:

  • Lack of support from management: due to lack of knowledge of the opportunities offered by the application.
  • Undefined processes: before starting with technological projects, it is necessary to define or redefine the business processes to achieve the desired results.
  • Not managing the change correctly: it is necessary to correctly manage the change and the organizational culture according to the size of the project.
  • Little implementation of analytical solutions: the analytical part of the application is responsible for drawing conclusions from a large amount of data to achieve a global vision of change.
  • Think that technology is the solution: technology only makes sense after having clearly defined business objectives and processes.
  • Problems with the integration between different processes or tools: It is very common that the areas are not integrated to changes made on the system related to main processes.
  • Return of the investment unclear: there is a generalized ignorance about the ROI -Return Of Investment- of the systems projects.

Types of Projects

When talking about a project, it is always necessary to specify or delimit the area or sector where their competences will be developed, for this reason for effect of this article the projects that will be administered are cataloged as follows:

  • Technological Infrastructure Project. In regard to installation and monitoring of data center, servers, LAN and WAN, hardware and software communications, physical and logical security, software licensing and power supply management.
  • Software Development and Modification Project, in which activities such as the development of new applications and modules, NO planned maintenance (Corrective / Adaptive), Planned Maintenance as improvements and extension of functionalities and Application Integration could be involved.

These in turn are categorized according to the degree of complexity, criticality, time and resources needed in:

  • Simple projects, when in their development a level of impact of very low to moderate in the operation of the company is established and the identified risk factors are limited to internal.
  • Complex projects, when their development establishes a high to very high level of impact on the operation of the company and the identified risk factors are internal and external.

Preliminary Tasks

Below, a series of tasks prior to the start of the project are detailed, which, if taken into account, will ensure compliance with the established dates as well as the expected quality in the project in general.

Some of the actions detailed here are of specific use for the Survey or GAP-Analysis stage.

  • Prepare the Project Charter
  • Approval of the Project Charter by the Sponsor
  • Request Repository High
  • Create Repository
  • Request Environment Preparation for Survey
  • Create Environments for Survey
  • Identify Stakeholders
  • Identify Resources for the Planning Phase
  • Assign Resources for the Planning Phase
  • Agree methodology with the user (s)
  • Prepare Survey Agenda
  • Agree Consensus Agenda with the User

When initiating the activities of the project, the Project Leader (PL) must meet with the users or leaders of each area involved in it to agree on the methodology to be used throughout the life of the project.

It is essential for the project to clearly anticipate all the activities that will be carried out.

Assignment of the Functional Structure

Designate the resources according to the different functions that appear in the functional structure, taking into account for it the minimum responsibilities that are detailed in it. These designations must be adjusted to genuine technical, professional and leadership merits, because they will be responsible for defining the current and future needs of the company based on which they must certify their correct operation, train the end users and once in operation to be the first line of attention.

The members of the change committees should be appointed with a clear determination of their obligations and levels of decision during all stages of the project.

Dissemination Plan

It is recommended that users organize an internal dissemination plan that helps focus the company’s officials on the reason and need for technological modernization and overcome resistance and fear of change.

Assign a name to the project through which all issues related to it are given identity, thus seeking integration to work as a single group with the objective of fulfilling the commitments assumed, within the established time, within the budgets assigned and with the expected quality.

The following are complementary activities that collaborate with the dissemination plan:

  • Development of poster content
  • Preparation of periodic project newsletter (newsletter)
  • Organizational climate assessment

Assignment of the Functional Structure

Designate the resources according to the different functions that appear in the functional structure, taking into account for it the minimum responsibilities that are detailed in it. These designations must be adjusted to genuine technical, professional and leadership merits, because they will be responsible for defining the current and future needs of the company based on which they must certify their correct operation, train the end users and once in operation to be the first line of attention.

The members of the change committees should be appointed with a clear determination of their obligations and levels of decision during all stages of the project.