Problem/Issue:
Client company is trying to implement better project management processes, but its managers are still leaving a lot of discretion to individual project managers and consultants. They would like to implement better project management techniques for their organization. What advice can you give me, since my client’s company is not pushing this discipline very hard at the moment?

Solution:
People who aren’t used to working within a formal structure and framework can sometimes rebel when they are asked to do it for the first time. These people will first tend to negatively view the new processes before starting to (grudgingly) see their value.

If you try to implement a formal project management discipline throughout the entire organization right out of the gate, the job will be very complex and time-consuming. In that kind of initiative, you need to perform a culture change with project managers, team members, functional managers, and other stakeholders.

When you implement formal project management processes on a single project team, the challenge is much more manageable. Of course, the benefits are more limited, as well. The value you’re providing is contained to your immediate project team.

There is tremendous value in implementing a formal project management methodology. When the entire organization is moving in the same direction, you really start to see the total value that good project management processes offer.

You need a good project size upon which to introduce and implement a new project management discipline. In fact, without formal processes in place, it would be hard to see how you were successful. We recommend five key areas.

1) Leadership:
As the project manager, you’re the primary person to lead this change. You’ll set the priorities and the tone for how the project is run. If you define and plan the project well, and then execute and control the project using good techniques, the other team members should follow your lead.

If project team members see that you are not communicating well, or if they see you accepting new scope requirements on your own, or if they see confusion on team members’ roles, they’ll obviously question what they’re doing. Don’t let that happen to you. Talk the talk and walk the walk.

2) Processes and Procedures:
I don’t think you can successfully introduce good project management discipline without implementing a set of processes that everyone can see and understand. This starts off with the planning processes. It is important that you start with a Project Definition Document and a Work Plan.

You also need to have processes for managing issues, scope, risk, and communication. These don’t have to be long, tedious procedures, but they have to be at a level where people understand what is expected of them and how the project management processes work.

3) Project Management Advocate:
Find someone on the team who can be an inside partner. The team will accept the new processes more quickly if there’s another team member on your side. This person should be a senior individual whom the rest of the team respects. The person doesn’t have to be a cheerleader but will set a good example and encourage the rest of the team to follow the work processes established for the project team.

4) Communication:
Introducing a culture change without a frequent, ongoing, and consistent message is difficult. Make sure the team is aware of what you’re doing and why. Explain to them the perceived value and benefit of the project and repeat this message often. This type of communication can take many shapes over time.

For example, if you see team members doing something right regarding the project management procedures, praise them for their effort. You can also track and publicize how the team is doing in terms of meeting commitments for schedule, cost, and quality.

5) Training:
Finally, after you have dealt successfully with the staff dynamics and the required processes, make sure that no one has difficulty understanding project management skills. Your project is long enough that you would expect to receive a positive return on your training investment. Think about providing short training to the entire team to familiarize them with project management processes, and then sending your team leaders or other project managers to more formal project management training.

Final thoughts
There are some advantages and disadvantages associated with trying to implement formal project management processes on a project team. In general, a successful implementation is within your control. Choose an implementation project that is large enough to see the value, and it is long enough that you’ll have a chance to integrate project management processes successfully before the project finishes.