implement a project and achieve results

When working on a project and it will finish, it is often fascinating that most of the tasks finished in 90% of the time to 90%. The question remains: why the hell do we never reach 100%?

your project is unimportant

It is certainly no secret that most of the tasks and contributions of the project staff are not at the top of their written objectives. This is one of the reasons why project managers need to constantly prove the effectiveness of their “Stakeholder management”-including the involvement of key stakeholders – and the use of experts. Why should all those involved support their project in a spirit of solidarity, because they have enough work to do with their own tasks – for which they often receive incentives – and with their superiors? Your project is not important to you.

project implementation means selling

The answer is to Sell. Sell solutions, sell opportunities, sell personal benefits to those with whom you negotiate. First, each Manager has to sell the benefits and personal profit of his particular project to his opposite. Perhaps you can contribute something, your own experiences and time, the manpower of your team members, sometimes even financial resources. The list can be expanded as required. In addition, project managers must make the solutions to be created clear to all involved. Always think about the change of perspective. Why should professionals assist you with answers to your questions? What is your profit? This brings them back to an important point: trust.

trust-or: why delegate can destroy anything

Trust is the basis for any effective project management. If Project staff and professionals trust you, they will never be against you and will always support you. In this case, errors often occur that can create mis-strauen and block any effective project management. Many executives sometimes act in a cynical or sar-castic way. Or you first delegate tasks, only to manage them too much in Detail later – by asking again and again at short intervals,”how it works”. This creates mistrust: why does he/she give me this task if he / she does not trust me to complete it? You are putting yourself in control of your appointments, in order to assess the reports and take the time to make Changes. If you criticize someone, you only judge his behavior and not the Person.

you have all the time of the World

It is fundamentally important not to focus on time management, but rather on T E it it when you effectively implement a task. First, ask yourself: What are the most important steps, the milestones I want to achieve to complete a project successfully? What resources do I need for what services? How can I communicate Best? Who do I have to involve?

If you have selected exactly which steps to take and you have carefully considered how to proceed, then the time factor is no longer a Problem. However, you will run away time if you have not taken the time to plan carefully before. Often it is initially the simplest things that cause the most trouble later. For example, if you want to semi-automate communication between millions of customers and your company, you need the technology. You could assume that the suppliers are happy to deliver on time, no matter what time period you set them to sell. Wrong. You might find out that 1.) the board prefers a supplier, of which they had no idea, 2.) each supplier proposes a completely different solution, it was brought back to the beginning, because they have to re-elaborate all previous proposals or 3.) the delivery time for the desired solution takes much longer than expected, even longer because of the required adjustments. You have all the time in the world-if your Plan is clearly ahead-and sets clear priorities.

think of the fear-if you want to change something

With the ever-increasing need for more productivity (invited lecture), many companies want to change constantly: the processes, structures and, above all, the technologies. This often causes fear among employees, not to be able to handle it and can become a nuisance. Some wonder if they can compete with the newly introduced technology. Others fear that organizational change will make them redundant. And others, in turn, are upset about the new processes and technological innovations that are too complicated for them-because they don’t see the big picture.

This can affect the acceptance of new ERP or CRM systems or fundamental changes to seriously block. Sometimes employees refuse to work with new systems and simply stay with the old ones as long as they are available. Or they complain to the works council. This can cost a lot of money. It is not against change as such, but about human behavior. New technical institutions often underestimate the complexity of a necessary change in behavior in the handling of technology. It is always assumed that after the introduction of new technologies, the workforce simply accepts them. That in case of complications, employees die these with all open under: discuss. Wrong. It is part of human nature to close. Nowadays everyone wants to be sure to keep their job. Therefore, no one wants to appear incompetent and everyone wants to be regarded as ‘Team players’ who do not much criticise.

If problems with changes are reported to managers, the barriers to change are widening from their point of view. This is surprising for many Pro object managers. Worse still, in most cases, they learn very late that planned changes will be blocked. Many steps in the project must be repeated, often several times. Pro-Ject managers get to do it with fears, often with real anger among employees when introducing change and if they want to put it into practice with the employees.

I will go into this in more detail in the following Blogs. If you are interested, please register with our guided tours series.

Want more information? Do you have any questions or suggestions? I look forward to your call, e-mail or a letter. You can reach me so :

Jens Moeller Consulting Ltd.

Phone: +49 69 / 5050 27422

Email: info@localhost/jm_old

Web: www.localhost/jm_old



Address: Schumannstr. 27, 60325 Frankfurt
Registered Office: 2nd Floor, 145157 St John Street, London, EC1V 4PY, UK

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