How do you know when enough is enough?
I recently wrote an entry on LinkedIn APM PMOSIG group entitled How does one go about determining what skills and how many staff you require when setting up a PMO from scratch? Surely answer isn't just simply 'refer to P3O guide' . This stimulated some good discussions as well as some links to useful information.
Whilst reading and digesting the entries to the blog, I began wondering how does one 'know' that one has the appropriate skills within a department, or how does aproject manager'know' how much assurance and how much scrutiny has to be applied to his/her project?
Project managers sometimes have to struggle with providing this assurance effectively and efficiently whilst trying to avoid imposing unnecessary burden on themselves and the team?
Stakeholders require assurance fromproject managersthat their programmes and projects are being managed effectively and efficiently and will deliver on their objectives.
The need to ensure that projects succeed is making sponsors look at the nature, extent and cost of assurance.
So how does theproject managerknow when the assurance being provided to them is adequate, accurate and appropriate? How does theproject managerassure themselves that accurate information is being provided from within the team?
Theproject manageris pivotal in monitoring and control of a project, but has to rely on team/work-stream leads (especially on larger projects, or where teams are not co-located) to provide the data so that assurance can be provided to stakeholders.
Is the solution: good leadership? Good communication? Good plan? Theproject managerbeing a control-freak? All of the above?
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Agile refuses to analyse requirements beforehand – and thus declines to provide an initial certainty. This will probably always scare any stakeholder trying to understand whether or not they can show results to the board with the budget that they are granted.
You have a choice. You can either muddle on, stand firm and fix it – or look elsewhere.