How to Get Things Done in PRINCE2
And their job is to get things done. Are you using the right people, the right process, or get the team to work together? They have to use resources, getting something accomplished and accomplishing the goal. As on a prince 2 Foundation training manchester.
Most of us can probably think of instances where multiple people were involved to get a result. Some tasks were complicated and involved more resources than others, but we’re all effective “getting things done” to have successful outcomes. Some departments are more effective than others, but if you’re fairing with your resources and getting great results, you’re on your way to consistent success.
On the other hand, have you ever seen a “team” that is dysfunctional, being controlled and managed by a single person, or even worse, a single set of rules or criteria? No matter what people are involved, hierarchical organizations can be heck of a deal and a huge drain on productivity and morale.
Yes, a few people can certainly get along and make effective decisions without any clear, formal structure. However, this type ofWay of running usually creates a huge organization issue too. Everyone gets directed, “mpunk,” “caligned,” “moved” against one another, and projects and folks get lost in the confusion and the disarray.
Total involvement, decision-making authority, and responsibility is not an effective way of running a team. Especially if you choose to follow the “one person rule” of get things done, do it right the first time, and make sure you follow through.
When people are involved at 99% of the time, productivity and chance for success will soar as empowerment increases and an organizations buzzword “75/25” takes hold. This means 75% of the time we should be looking to get things accomplished and getting things done as closely as possible. We should be pushing out ideas, improving processes, and implementing accountability/integrity in our decision-making.
Consider this when you’re pushing a project, a business process, or a functional part of your organization. While there may be plenty of issues, projects will not happen unless people are stepping forward to get things done best from the greatest number of perspectives possible. If you’re a sponsor you should be actively involved in project management. It’s your responsibility to be a sponsor, to step up and play a part of the game. It is your responsibility to task because you count on the project or process to drive the success of your organization. To do your part, you need to make sure you’re getting the best you can out of your staff and with the staff you have within your organization.
But, there’s more to managing project and process management than just showing up. Strategic planning, processes and people have to be in alignment. To just step up and expect things to “work out” is not going to happen.
Use the PRIORITIES FACTOR to determine what to focus on in project or process management:
PRIORITIZE ickle all the things that are getting done, being accomplished, and taking place with the greatest chances of getting them done. Do not focus completely on the things that aren’t getting done, are, or will not be accomplished. This is when your focus and energy, budget, or time is most needed. And, this won’t help you achieve the results that you’re looking to achieve either.
PRIORitized activities/activities need to be:
·Structured
·Prioritized
·Allocated
·Committed to
·Tied directly to the least critical activities
With a PRIORitized plan in place to put your attention and efforts where they count most, and where you can leverage and save the most time and/or money…and what you have done prior to here, you will get the results in a timely manner, resulting in improved performance, higher productivity, and a more open, more productive work environment.
The items in your plan should be broken up into 3 big groups:
·Prioritized
·Structured
·Allocated
·Committed to
Once you have your priorities and broken them into 3 groups, the next step is to prioritize the activities of each group, determine if they are in alignment with the priorities in the groups, and commit to taking them through the process, or at least have each activity assigned to someone’s team or s/he can get collectively agreement before handling it.
Management Leadership
Remember, you’re in the leadership position…you’re setting the vision and the plan. If you multiply and divide the activities well, you can get from point A to point B in the shortest possible time, with as few disruptions as possible.
