Experienced Project Manager and Multi Project Manager for Munich
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You manage things, you lead peopleAdmiral Grace Murray Hopper
Project management for me is first and foremost about leadership. There are a lots of methods and structures in the market to sort staff, to track and to manage. That is very important to have and to master. It is nothing if one cannot lead the team and make them to want to achieve the project goals.
Nevertheless I can adapt easily to the internal structures and tools and methods known to the employees. Alternatively or additionally, I can contribute complementary or simplifying tools from my pool of methods and, if desired, implement a pragmatic set-up.
With my many years of experience as a project manager in both corporations as well as medium-sized companies, I can help you find the right balance between methodology and pragmatics in project management for your company. Methods and structures are important instruments in the implementation of projects. Ultimately, however, only those instruments that are used consistently will be effective. It is important to use the right instruments for the respective project. For example, software projects should be run with agile project management methods such as SRCUM or KANBAN. The implementation of a new product in the daily operations of a service organization in turn requires more advance planning. The right mix of methods is more important today than ever. There is no standard solution that applies equally to all areas. This is a good thing to cover the different requirements. But it also increases complexity and makes experience with different methods very helpful. With my experience, I can help you to find the right tools to ensure a structured process for your projects, the adequate involvement of stakeholders and an efficient use of resources.
Successful companies tend to have too many projects rather than too few. This is a positive expression of active development and self-reflection! Unfortunately, the necessary resources are not infinitely available. Often there are resources that everyone in the company needs and without which projects cannot function. IT, HR but also Legal are for example such resources that are often forgotten. The decision makers need a solid information base in order to allocate resources to the most profitable, promising or even compelling projects. Therefore, it is necessary to select which projects and sub-projects are to be implemented and, above all, which are not or only later. In portfolio management or strategic multi-project management, the right selection, number and prioritization of projects is therefore essential in order to achieve the company’s goals and avert risks. But it is also about working out the connection between the projects and the success of the company. Things like innovation and innovation management compete with the optimization of operational processes. The aim is to achieve a balance between benefits, resource requirements and risks
Often, for example, too many projects rely on individual core resources. Often enough, these are central functions that nobody had on the list. In such cases, resources are blocked without any progress being possible in the project. This is expensive and very frustrating for everyone involved. It is then better to work through the issues one after the other. Portfolio management makes this transparent and helps to make these decisions.
I will help you to introduce a suitable system to carry out this selection according to criteria that are as objective as possible. Derived from the goals and needs of your company.
Operational Multi Project Management
Operational multi-project management refers to a comprehensive project management. It is a matter of comprehensive controlling of schedules and capacities. A uniform reporting system – across all projects – to the stakeholders is also very important. Other areas such as knowledge management, quality management, complaint management and project evaluation are also included. In medium-sized companies, I favour a structured but pragmatic approach here.
Sometimes one needs to jump first
Agility and new Methods for Project Management
Agility is the ability to react and adapt quickly to changes. Agility is required in all areas in which the environment changes rapidly or problems cannot be completely understood. SCRUM has brought the discussion about agility via software development into the daily business. As we are more and more immersed in a so-called VUCA world, agility of companies is necessary. Agility has several pillars, but is essentially seen as an extension of self-organization in contrast to hierarchical systems. Away from top-down decisions, towards self-organizing groups. Among other advantages, they adapt faster than hierarchical systems. This has a very strong influence on the management of projects, but also on the entire day-to-day business. Not all topics are suitable for agility, those that are not can probably be increasingly automated. There are currently already a variety of methods and tools to support agility and its implementation. But there is no blueprint. Every company must go its own way.
VUCA describes a world that is increasingly dynamic than anything we have seen before. It refers to “volatility”, “uncertainty”, “complexity” and “ambiguity”. Networking, technology, societal adaptations and, last but not least, the growing number of people who can drive change are generating ever greater dynamism. Basically, all this is nothing new. However, we live in a time in which the dynamic is increasing rapidly. International networking is picking up speed, and emerging countries such as China and India have joined the circle of countries that are driving technology forward. Digitization will ignite a massive dynamic of change over the next 20 years. This presents companies with new challenges. And to paraphrase Darwin: It is not the strongest companies that will survive, nor those with the smartest employees and managers, it is those that are most likely to adapt to change. (Charles Darwin, 1809-1882 ). The time for companies to adapt is becoming shorter and shorter.
SCRUM is a project management method which was founded in 2001 in the software development. It is a counter concept to the waterfall model and lives on many small iterations and feedback loops. So the result can be seen, tested and tried out again and again. This experience flows immediately back into the development. With this model the development effort is reduced by 80% in some cases. This with simultaneously better results. SCRUM has thus ignited the discussion about agility. SCRUM lives from the easy adaptability of the artifact to be processed. In the origin software. But it does not stop there. The more we come to an easy adaptability of prototypes and processes in digitalization, the more agility can work. The material world can be included through techniques like 3D printing. Software is also easier to customize than before. This means that work there can be even more agile. In areas such as marketing, too, agility is gaining ground due to digitalization.
Currently there are strong efforts to establish SCRUM in more complex environments.
The central element of KABNAN is the so-called KANBAN Board. It shows more or less the progress of the workload. KANBAN is used to structure, prioritize and communicate the work. It assumes that parallel processing must be precisely regulated. Hanged up in a central location (or viewed online at any time), it structures the work and shows the progress. KANBAN is less complex to manage than SCRUM. It is therefore often used for many smaller orders in daily use. It looks simple, it is also simple, but not without hurdles and traps. For a successful deployment, someone who has worked with it and has experience with it should be present at the beginning. Otherwise, frustration and silting up is a big risk here too. KANBAN is not only used in software development. It is also often used in order-oriented production.