Tài liệu Chapter 8_Project management process improvement doc

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Closing Thoughts

Companies are beginning to realize that they have to get a better return on their

project management investment. Many have spent hundreds of thousands of

dollars and thousands of hours of employee time building a project management

methodology for their organization. They expect to get business value in the way

of a higher success rate on the projects they undertake and a more effective and

efficient execution of projects. When it does not happen, which is often the case,

they need to aggressively develop a strategy to get that return. A continuous

quality improvement program centered on project management is their best

strategy. Some turn to a portfolio management approach, while others establish

a PMO to support projects. Even others invest heavily in a six-sigma program.

All of these are admirable initiatives and should be done but, in the end, all of

these organizations will find that a continuous quality improvement program

for project management is still a necessity.

8.1 Implementation Challenges

A continuous quality improvement program for project management represents

a significant change project. Change is always a challenge as it strikes at the very

heart of the organization’s culture and business processes. Managers and staff

have become comfortable in their environment and resist anything that threat￾ens their territory. They are OK with change as long as it does not impact their

work patterns or threaten their authority. For project managers it is not any dif￾ferent except that they have the added burden of risk. Any change in procedures

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