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Changes in the Dynamics of Working 9 to 5

Today’s marketplace is riddled with technology-based products that is must in order to compete. Programs and applications have evolved to more dynamic arsenal for efficiency; and smarter devices have lessened the need for a mass and rigorous employee training. The result, small and medium size companies organizational infrastructure changed from functional to more project-based. With the shift, the company dynamics and procedures also needed a makeover to adapt with the changes. The most apparent dilemma is how to create project managers or administrators of current to dynamically engage with the company’s shift of organizational structure and, thus producing more successful project-based operation. Developing project managers requires training in project management in order to facilitate a better procedure, maximize efficiency, enhance procedure as well as improve in overall performance.

Identify the problem:
The critical issue is to develop existing functional managers into project managers in order to tackle initiatives or projects successfully which is now becoming the normal operational procedure for the company. How the company operated from years ago of different functional departments working on specific task of operations have changed into more project-based initiatives, with work tackled by a group of employees from multiple departments. This changed created an issue to where there are no procedures in place to follow, any form of scalable process or any success measurements for any projects initiated. There are numerous times that projects and initiatives have been completed but there’s no formal indicators of successful or failed process or documentation of scalable measures. So, operationally – it’ll seem to be running well but there are missed opportunities that can be beneficial for the organization.

Analyze the tasks and conditions of the job:
The first task is to assess what the current procedures in place to create a baseline for measurement. Documenting how the projects or initiatives are received and delegated is a good place to start. This should serve as the first task of analysis in the process. This involves documenting current manager’s success ratio in terms of how many project have they successfully completed as well as how many projects are they handling at any given point. Assessing manager’s experience and skill sets in administering projects is detrimental to the project’s success or failure. This will also help in documenting a matrix of knowledge to fit different roles in a project management team. With the current conditions such as an influx of multiple projects there is an obvious constraint such as time to finish the deliverable as well as managing their current working hours. As the project takes in life cycle in the company, continuous assessment is also needed to manage different aspects of changes.

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