What is the probability that a project will be completed well, on time, and on budget? History and research alike tell us the chances are not very high, but whose fault is that actually? Does the project manager shoulder all the blame? In an article for PM Hut, Joe Hessmiller analyzes whose role it is to ensure that project management performance is exceptional.
High Performance Begins at the Top
So who is supposed to keep an eye on the performance? Contrary to popular belief it is not the job of the project manager, but rather the CIO and other senior members of the IT team. The CIO should understand what the key factors are that drive the project’s performance, and if they do not, then they are only contributing to this detrimental problem. There are studies to indicate that self-deception is a very real possibility, and CIOs often know what indicators to look for but choose to deny them. They lash out at their subordinates, even the project manager, if this is brought to their attention.
This has become such a widespread problem that legal ramifications have been implemented in the public sector. Congress recently passed a law to “strengthen CIO authority.” This CIO problem is evident even on the federal level, where governance has been ineffective. These new laws were written in an effort to provide the IT projects with the information they need to improve or keep their performance on track.
Proactive steps to remedy all this adversity can be seen in the state of Georgia, where they collect a plethora of project information:
By doing so, they have significantly improved the governance process (for example, a 90% reduction in time to compile and review project status conditions with senior IT governance executives.) Teresa Reilly, director of Georgia’s Enterprise Project Management Office, was able to give “project managers more time to do the analysis and find out what’s really going on.” The result: millions in savings from avoided rework, and more importantly, project managers that have the senior management support they need to focus on the factors that drive project outcomes.
Project management is foundational to project success and needs to be taken seriously. CIOs need to stop ignoring what is directly in front of them and address the problems that arise, when they arise.
You can read the original article here: http://www.pmhut.com/whose-job-is-it-to-make-project-management-performance-stronger