I was thinking what should be the inaugural issue of this blog and thought that I recently found several discussions that have led me to decide on this issue that I find extremely interesting .
On the other hand , as I began to write this post , I realized that surely must be the subject of a series of several posts to develop in detail the idea that concerns me without you, readers , you die of aburrimento .
Interestingly many of the people I have encountered in my professional life working in the project area , thought the project manager could be anyone. Actually thought the best boss would be the Chief Technical projects and sometimes just a technician. Other of the time , I found business managers who thought the project manager should be themselves, since they were the bosses, and of course , who better to conduct this work .
The reality is that I have always found that all these people are flatly wrong . Many times a technical person or a manager can make this work , of course I do , however , the skills that are needed for the management of a project are NOT the same as need a Technical Manager or Enterprise Manager (although sometimes some are shared ) .
The Project Manager has to ensure project delivery and integration and good in all areas that make the development of this , but it is important to note that the Project Manager is a resource within that, not knows everything , just as he does not know yet none of the other profiles .
In one of my last conversations , I met a former colleague who had set up his own company. This fellow was a reputed Technical Development and integration of projects and yet always arguing and belittling the work of the Project Manager as he always assumed that the merit of the correct operation of the final project was solely up to you since it was who performed much of development work and coordinating these teams .
Well, when this person rode his company started to get some minor projects , but one day got one that will be very large, the market would open doors . In this project , my colleague took over the project management work and I have to say that the project was a terrible failure for him and his company.
What were the failures that made that project manager ? , Surely everyone .
We can all agree that the planning phase of projects critical to the success of these . During this phase the work is to develop , share and obtain necessary approvals and agreements on all project management documentation .
The reality is that many people who know the basics of the work of the Project Manager, consider this stage to a huge loss of time, because during this phase there is no "development " of it. However, in my experience I have learned that it is the phase that actually help us we do not have to waste time later in endless discussions with the client, unplanned changes in managing risk because we do not manage expectations and requirements etc. . If we do a good project plan, reach customer blockers points if they are not defined anywhere can lead us to have a lot of friction with these and even to lose them forever .
Returning to my colleague , review the Integration Project: During the integration phase of project is not worried about several key things about the further development of the same : there was no contract with his client only a brief exchange of emails and many good intentions, in this sense there was not really anything that will help in further claims or to defend him of defaults.
Nor did a project plan , project that integrates all areas of this , you tell everyone involved how they would manage each of these areas ( cost , risk , quality , procurement , resources, etc. . ) Just captured the customer requirements and developed good work in this direction , but everything else was in the air . No criteria also established close validation project or this so I had no way to argue it was "not included " and should be the subject of a subsequent contribution . In this sense the project was the subject of long and endless discussions about any small change customer requesting since this assumed that almost all he asked was to be included in the agreed price . In this connection , not having either established change control , there was no way to invoice or power to integrate them into an overall plan at the right time , just when the customer became protested enough .
With respect to control of work performed, not wearing a detail of this , only a brief list of captured customer requirements , however , parallel activities not collected anywhere, so the client had long perídos of feeling inactivity on the project and did not see a tangible result .
All this chain of continuous defects in project management , resulted in a failed project course and a great learning for my colleage:
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