TORNIEL Technologies International, Inc.
"Delivering Capability Through Technology"
The basics of project management have evolved from the methodologies of construction projects and engineering programs from which they originated. Many undertaking are related to software implementation rather than software construction, packaged systems rather than built-to-order, or business processes rather than systems. When experienced IT project managers are asked to indicate the process or methodological knowledge and skills required to manage a typical project, the majority agreed on the following basics:
Preliminary project planning:
Adopting an appropriate risk-management approach and determining project-sponsor tolerance levels
Preliminary project planning:
Developing a communication plan with "teeth"
Resource management of the highest order
Capturing lessons learned
Increasingly, companies are looking for well-rounded individuals who are natural leaders with business savvy. Gartner research suggests that putting such individuals in the role of IT project manager will, over time, result in greater overall IT project success. It also appears that the combination of the technical complexities of current enterprise infrastructure and the negative employment rates for key IT job roles, has elevated and intensified the role of project manager as team advocate.
Consultants who aspire to success in this role find that part of project management is understanding who the client is, what the client does, how they do what they do, and why. This information can provide unique insight for the consultant. It allows them to see the client as a unique "individual", rather than casting the client in the global image of all other clients that they have come into contact with. With this information as a foundation for dealing with the client, our consultants can move forward with the project requirements.
Research also reveals there is knowledge and skills, beyond methodology, that experienced IT project managers report to be missing in failed project work. These factors are often termed the "business" and "leadership" areas and will increasingly be required of contractors or consultants who wish to succeed in the role of IT project manager. They include:
Knowledge of the impact of the project on business processes and dependent information systems.
Knowledge of the enterprise culture and operating procedures.
The ability to serve as an advocate for team members.
The ability to communicate risks, expectations, and success criteria to upper management.
All too often, projects fail when a project manager neglects changes in the organization and technical environment. This type of failure is propagated by checklist-style management tasks in many project management methodologies. It is also important to align the project methodology with enterprise culture and procedures
Research has identified an additional factor that relates to rapport-building skills: the ability of the project manager to effectively relate to upper management. Beyond the need for simple communication skills, research shows that project managers with self-confidence and good executive presence perform better at key turning points in a project than those without these skills.
In summary, the key points are:
The ideal IT project manager is now a well-rounded individual and natural leader with business savvy.
Important project skills include planning communications, managing resources, and capturing lessons learned.
Beyond the project, important factors include knowledge of business processes and dependent information systems and communication with upper management.
Our consultants have many years of Project Management experience. They are skilled as IT generalist with specialties that enhance the client's requirements for project success. Our project managers use standard practices and methodologies, such as our INSIGHT Development FrameWork(TM)
. This framework provides a consistent roadmap to the development and implementation of successful projects. Our project managers will also use any method or development practice that the client requires to insure project success.
We also help our clients with services such as:
Identifying their business requirements;
Evaluating their system support needs;
Identifying their current system's infrastructure and defining areas that need improvement:
Building Request for Proposals (RFP);
Managing and evaluating RFP responses;
Negotiate and contract with Software vendors, and;
Managing other software and consulting vendors.