Integrated approach to project management

Individual stakeholders of major projects might have the best processes and systems when it comes to their particular functionality. They might even follow the best aspects of commitment Project Management when it comes working together. However, how often does it end up with endless squabbling between the corporate ‘silos’ (Procurement, Finance, PMO, Cost & Schedule).

Even if the various functions do co-operate to some degree there can be a great need for non productive reconciliations between groups, double entry of data and different versions of the truth being published and defended.

Integrated project teams with integrated processes and underlying technologies eliminate

  • Double entry
  • Different versions of the truth
  • The need for each group to maintain its own logs, registers etc
  • The need for project users to be trained in multiple systems. Some users who may only be temporarily assigned to that project and may never work with the individual stakeholders again

There is always the temptation for one of the stakeholder groups to try and impose their processes / systems on the project team. This, in my opinion does not work on account of

  • Lack of understanding of the needs of the other stakeholders
  • Need for compromise to their own processes and systems
  • The perception that it is always ‘their system’ never ours
  • It breeds offline spreadsheets

Nowadays, instead of creating an ‘uber’ set of integrated business processes / systems that all stakeholders are forced to use we can create a set of light integrating processes with supporting technology that ‘floats’ over the functional ‘silos’ injecting and extracting what is required to efficiently manage the Scope, Cost and Schedule of  major capital projects.

  • Companies are often organised in functional ‘silos’ thus reducing a Project’s effectiveness.
  • “An integrated approach improves effectiveness and renders one version of the truth.”