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Nine Keys to Successful Delegation in Project Management

Project Management Professional (PMP

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Nine Keys to Successful Delegation in Project Management

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  1. Nine Keys to Successful Delegation in Project Management Successful delegation is crucial to successful project management. Many people involved as leaders in project management are, however, afraid of delegation. They fear that if they delegate, the work won't be done properly. Deadlines won't be met. They cannot trust collaboration and teamwork to others; they have to do most things themselves and directly oversee the rest. It is the delegation itself that must be done properly, however. Project management depends upon delegation simply because of the law of the division of labour: one person or team focused on one or two specific task(s) is more efficient and more productive than one person trying to juggle multiple tasks. One cannot be all things to a project or a business. As far as successful collaboration and teamwork go, these elements take care of themselves from an "emergent properties" perspective once delegation is done properly. The more laissez-faire project management is, the better. That manager is best who manages least.

  2. What we want to look at are the nine things to be careful of withdelegation. To reiterate, successful project management depends upon collaboration and teamwork; and proper delegation makes these elements emerge successfully. What should you be careful ofwhen delegating in the role of project manager? 1. Don't be vague.If you are involved in project management and you're delegating tasks, you have to be quite specific about what each task is supposed to accomplish, how soon it should be done, and what those doing the task should expect. Vague descriptions lead to murky results and failure to meet deadlines. 2. Ensure that the deadlines you set are realistic.They must be realistic and do-able time-wise, and they must be realistic and do-able for the people whom you select for the task. Obviously, your delegation must involve choosing the right people for the right tasks insofar as their talents and skills go, but you must also ensure from the outset that the people you delegate tasks to won't have scheduling problems or conflicts. 3. Provide all necessary information to each delegation.Also point those you've delegated tasks to in the direction of any other resources that they may be able to use to complete their work on time. Collaboration and teamwork might be among these resources. 4. Ensure that you are available as the project management leader.Your delegates should be able to come to you with any questions or concerns about the project or their tasks. Furthermore, you must hold them accountable. Require periodic progress reports of your delegates. However, don't be heavy handed about this. A weekly status report should be sufficient, assuming the project will take longer than one week to complete.

  3. 5. It is assumed that you are delegating tasks for project managementbecause you don't have the time to do everything on your own.It might be that you are so overwhelmed that you cannot provide explicit instructions for the tasks. If this is the case, you must make sure that you delegate a person as the contact person and the manager of the project. It will be this person's responsibility to be your "right hand" and to provide the specifics to those involved so that there is successful collaboration and teamwork. Sometimes, even the overseeing of a project must be delegated. If at all possible, delegate this to someone with experience managing projects or experience in the type of work that the project requires of the people involved. 6. After you have delegated, remember to keep your hands off as much as possible. Allow those involved in the project creative space. Let them come up with their own ideas, and even make suggestions about how to do things better. What matters is that you get the desired results and project outcome. 7. In addition to having the weekly status update, have in place a system for reporting on the project. It is important that you have constant access to information on how things are progressing. Make this a non-disruptive system. Those involved in the project should be able to easily record updates without the need to pay you a visit. They are not disrupted by this, and you also don't want to have your own schedule constantly disrupted. 8. Keep a log for yourself concerning who is doing which tasks. Note all status reports and recorded details on progress in your log. Keeping the log keeps your mind fresh about the project even as it allows you to double-check any details.

  4. Boost Your Bottom Line with Scalable IT Methodologies • As world market conditions continue to evolve, so too have the pressures and expectations being placed on organisations. In many cases, the difference between red and black ink can often be attributed to the operational effectiveness derived from the "IT Efficiencies" of the organisation . • Since information technology became a part of the business mainstream, business stakeholders, IT practitioners and academia have debated the various and most effective organisational "IT Efficiency" solutions. Though opinions have differed, most concur that an "IT Methodology" is one of cornerstones any organisation can leverage to increase its operational performance and bottom line - many agree that an organisation that utilises an "IT Methodology" has a competitive advantage in its ability to deliver and support its products, business applications and day to day operations. • For the sake of context, "IT Methodology" can mean different things to different organisations and audiences. As a noun, "IT Methodology" can be viewed as the roadmap users and project teams rely on to consistently deliver products and applications on time and within budget - examples include IBM's Rational Unified Process, PMI's Project Management, assist's Integrated Methodology. As a verb, "IT Methodology" can be viewed as the various modes of travel (practices and techniques) a project team applies while using the roadmap to get to their destination (completed project) - examples include waterfall, agile, spiral, rapid application development RAD.

  5. BENIFITS • REPEATABLE ORGANISATIONAL IT PROCESS: An "IT Methodology" (noun) can be applied as an organisational process. As a process, organisations are able to define, utilise and repeat a common approach used to develop and support their products and business applications. By utilising an "IT Methodology" as a process, organisations are able to introduce corporate quality assurance (quality products and applications are produced when the process is followed) and organisational improvement (analysing the metrics and measurements of how the process is being used). • CONSISTENTLY DELIVER APPLICATIONS ON TIME & BUDGET:In being repeatable, an "IT Methodology" (noun) affords organisations reliability in how products and business applications are developed and supported. Project team members (stakeholders, business users and IT) are able to understand their roles and responsibilities, project plans can be defined and approved, and the necessary deliverables and artifacts needed to complete the project can be identified. Applying an "IT Methodology" establishes a degree of structure that project teams leverage (and re-use) to deliver their projects on time and on budget - the more often it is used the more proficient the project team becomes at applying it - the more proficient they become the greater the savings in time and budget.

  6. OPTIMISE COMMUNICATIONS (STAKEHOLDERS, BUSINESS USERS, IT PROJECT TEAMS): An "IT Methodology" (noun) acts as the glue that keeps a project team together and working from the same page. This includes project stakeholders, business users and IT project teams. Project Managers are able to dedicate project resources to specific responsibilities and the creation of specific deliverables and artifacts as part of the project plan. Project team members have a clear understanding of their roles and responsibilities. Project team members have a clear understanding of the procedures used to administer the project. Project Stakeholders will have a mechanism to quantify the status of the project team with regard to progress, risks and issues. • INCORPORATE ORGANISATIONAL GOVERNANCE: An "IT Methodology" (noun) provides Senior Management a tool that can provide predictability (schedule, costs, quality) on how IT staff develop and maintain products and applications. This predictability affords Senior Management flexibility to budget and prioritise what applications are to be completed, when they can be completed and what resources will be available to deliver these products and applications. It also provides Senior Management an ability to re-adjust the priorities of the IT resources to reflect the business priorities.

  7. ACCESS TO "IT METHODOLOGY" (NOUN) : Traditionally SMB's have had limited options in acquiring an "IT Methodology". Their only alternatives were (a) acquiring the complex all encompassing solutions offered by the large tool vendors and consultancies (b) not acquiring the complex all encompassing solutions offered by the large tool vendors and consultancies. The costs associated with acquiring these elaborate all-encompassing products and services are often too great for most SMB's. • ACQUIRING AN "IT METHODOLOGY" (NOUN) : As more and more SMB's are recognising the competitive advantages of implementing an "IT Methodology" several vendors and consultancies are now delivering scalable products and services that afford SMB's the products and services they require to improve their operational performance and bottom line. Scalable "IT Methodologies" (ie project management, software development, software testing) can now be acquired at a minimal cost - a standard licensing fee is applied. Licensing fee applies to the initial acquisition and a minimal monthly support fee. • "IT METHODOLOGY" IMPLEMENTATION : Upon acquiring an "IT Methodology" SMB's must go through the exercise of having it customised (scaled) to ensure it is optimised to contribute to both operational performance and bottom line. Though implementing an "IT Methodology" is unique to every organisation, most SMB's will incur costs associated with customising the "IT Methodology" to their specific circumstances, training the staff on the applying the "IT Methodology" and coaching the staff through several initial projects.

  8. FOR MORE INFO : Visit : http://www.wiziq.com/course/21501-project-management-professional-pmp-pmbok-5-certification-training Copy the link and paste in URL Box of your Browser.

  9. THANK YOU • Reference : http://certifications-review.blogspot.in/

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