In project management there is a never ending battle between process and progress, so what can be done about that? In theory, process is there to help with progress. Balance is the key, making lists and mitigating risks will help with determining when processes are out of control and too much and are actually keeping progress from happening or vice versa.
Key Takeaways:
- As Project Managers, we’re all familiar with process. In fact, sometimes it can feel as if a project manager’s world is but a never-ending universe of interlocking processes and procedures.
- Let’s assume a company is a commercial entity. It exists to make money. The company grows and goes about its work, being conducted now by many people. It needs processes. The processes mean the company can go about its objectives more smoothly, efficiently and with more predictable outcomes.
- What often happens – particularly in larger companies, or organisations without good maturity levels – is that processes get divorced from the reasons they were created in the first place
“Large enterprise organisations, however, can often seem like a labyrinth of strictly enforced processes – beset on all sides by senior managers, viciously guarding their process territory.”
