Comments on: Consulting Customers! Get Your Act Together http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/ Sports News - Tech Reviews - Entertainment - Life Tips for EveryJoe Sat, 19 Dec 2009 16:15:57 -0500 http://wordpress.org/?v=2.8.4 hourly 1 By: Bob http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326490 Bob Sun, 17 Feb 2008 01:30:06 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326490 Sensei- very interesting! We used to say that the best project manager for a manufacturing ERP implementation was a key manager (Materials Manager, Production Control Manager). Such a setup usually resulted in a well deserved promotion that was very valuable to the company. Sensei- very interesting! We used to say that the best project manager for a manufacturing ERP implementation was a key manager (Materials Manager, Production Control Manager). Such a setup usually resulted in a well deserved promotion that was very valuable to the company.

]]> By: ActiveEngine Sensei http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326494 ActiveEngine Sensei Sat, 16 Feb 2008 15:56:36 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326494 As would luck have it, the VP of the PMO went on to be promoted to CAO so there it was a natural extension of the senior management team. Interestingly enough, one the consultants for the project assumed the role that CAO left open after his promotion, so most of the synergy that stemmed from the analysis and project management style remained on staff. As would luck have it, the VP of the PMO went on to be promoted to CAO so there it was a natural extension of the senior management team.

Interestingly enough, one the consultants for the project assumed the role that CAO left open after his promotion, so most of the synergy that stemmed from the analysis and project management style remained on staff.

]]> By: Bob http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326502 Bob Fri, 15 Feb 2008 16:49:37 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326502 Sensei- excellent example. I note reporting to "subset" of exec committee and simply having a PMO executive representative for the department head as being both streamlined and standard processes. PMO choice of consultants is also very nice. Can you share what the level of the person is in the PMO? I'm interested in leverage/authority of not only the PMO but the roles within the PMO. Thanks, as always, for your excellent contributions. Sensei- excellent example. I note reporting to “subset” of exec committee and simply having a PMO executive representative for the department head as being both streamlined and standard processes. PMO choice of consultants is also very nice. Can you share what the level of the person is in the PMO? I’m interested in leverage/authority of not only the PMO but the roles within the PMO. Thanks, as always, for your excellent contributions.

]]> By: ActiveEngine Sensei http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326504 ActiveEngine Sensei Fri, 15 Feb 2008 11:31:50 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326504 From a different perspective, I'd say I've seen more effective execution of plans than decisions being made rapidly. In this particular case there was a PMO which acted as a mentor to a sales department charged with re-vamping their prospecting and acquisition processes and system. The PMO, with the department head, reported to a subset of the executive committee. In fact, the PMO chose the consultants to augment for the analysis portion of the project. It was one of the best executions I've seen in years as resources were aligned and the teams had to answer directly to the CFO. From a different perspective, I’d say I’ve seen more effective execution of plans than decisions being made rapidly. In this particular case there was a PMO which acted as a mentor to a sales department charged with re-vamping their prospecting and acquisition processes and system. The PMO, with the department head, reported to a subset of the executive committee. In fact, the PMO chose the consultants to augment for the analysis portion of the project. It was one of the best executions I’ve seen in years as resources were aligned and the teams had to answer directly to the CFO.

]]> By: MAPping Company Success http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326503 MAPping Company Success Fri, 15 Feb 2008 08:19:54 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326503 [...] buddy Bob Turek writes Project Management 411 and we got into a discussion regarding Bob’s post on the difficulty “in they can’t get the multi-divisional [...] [...] buddy Bob Turek writes Project Management 411 and we got into a discussion regarding Bob’s post on the difficulty “in they can’t get the multi-divisional [...]

]]> By: Bob http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326501 Bob Thu, 14 Feb 2008 14:45:31 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326501 Miki- yes. The "disparate egos" are a big problem. One of the things that Eli Goldratt (Viable Vision, Theory of Constraints) does in his consulting model for strategy is to spend a few days having execs present/discuss their operations with each other, challenges to their operations, and key projects/plans. Through the process the execs begin to understand each others challenges and try to help each other solve them, especially the overlapping ones or duplicate projects. Only then does the consulting team take them into a strategy development session. Miki- yes. The “disparate egos” are a big problem. One of the things that Eli Goldratt (Viable Vision, Theory of Constraints) does in his consulting model for strategy is to spend a few days having execs present/discuss their operations with each other, challenges to their operations, and key projects/plans. Through the process the execs begin to understand each others challenges and try to help each other solve them, especially the overlapping ones or duplicate projects. Only then does the consulting team take them into a strategy development session.

]]> By: Miki http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326509 Miki Thu, 14 Feb 2008 06:50:57 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326509 Bob, I'm not disagreeing with you. Good process, as long as it doesn't ossify into bureaucracy, makes any project or action move faster. I just believe that processes are the structural underpinnings of culture, so without the right culture processes will be flawed and actions subject to the chaos of disparate egos. Bob, I’m not disagreeing with you. Good process, as long as it doesn’t ossify into bureaucracy, makes any project or action move faster. I just believe that processes are the structural underpinnings of culture, so without the right culture processes will be flawed and actions subject to the chaos of disparate egos.

]]> By: Bob http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326508 Bob Thu, 14 Feb 2008 06:37:33 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326508 Miki- I agree that tendency toward action is cultural. I still think that a standardized process to deal with projects and suggested projects would make a big difference. Thanks for commenting! Miki- I agree that tendency toward action is cultural. I still think that a standardized process to deal with projects and suggested projects would make a big difference. Thanks for commenting!

]]> By: Miki http://www.everyjoe.com/articles/consulting-customers-get-your-act-together-374/comment-page-1/#comment-326507 Miki Thu, 14 Feb 2008 04:28:02 +0000 http://www.projectmanagement411.com/consulting-customers-get-your-act-together/#comment-326507 Bob, IMO, to a great extent, speed is a function of the culture and there is no business process or PMO in creation that can abrogate the egos involved if the right culture isn't there. Bob, IMO, to a great extent, speed is a function of the culture and there is no business process or PMO in creation that can abrogate the egos involved if the right culture isn’t there.

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