ARTICLE 3 the executive Connection white paper In theexecutive connection article, it is explained that the role of executiveengagement is essential to do Enterprise Project Management (EPM) deployment.There are some points mentioned to prove that why and where executiveinvolvement is necessary. Sometimes because of lack of executive knowledgeabout EPM deployment can create problem for deployment team and can lead todelay in project.
In some cases, executives from old schools, who are not fullyequipped with project management knowledge as well as about some initiatives, canlead to extension in schedule and addition in budget. EPM is technology basedso if executives are not aware of technology available and required to accessthe data related to project, it becomes one of the reason for project delay asit takes time for people to get hands on any new technology introduced. Addingon to the reasons, in some situations, delay in the project occurs because of anexecutive, who chose to be project sponsor, sometimes lose out their way andthen decides not to go ahead with that project anymore which leads to arrivalof conflicts. Therefore, employees in project management will not like toinvolve such executives in their project, which technically now, is not a good optionto go for, because it delays many crucial decisions which requires final signoff and that cannot be done without the approval of a project sponsor.Representing some projects can be a risk then for an executive career as we sawin this case that, because of some particular reasons, human resources onlywill not be that supportive to let you consider some options to completeproject early. So executive, who choseproject as project sponsor, he/ she should be satisfied with the requirementsdocuments and needs to be updated about the project, this is where the role offacilitator comes into picture, as he is going to be the one, who facilitatesproject kick off meetings and sign off meetings to make project work easier forexecutive, who is not aware of the project activities and timeline. Executiveengagement is most vital in case of change in budget and timeline as any changein these areas will definitely affect the overall project. Article-2 Executive Engagement Inthis article, it is explained in detail that why project manager and sponsor shouldwork with each other as their role suggests.
Executives have responsibilitiesto complete the project and they are accountable for completion of projectefficiently. Project sponsor should not be interrupting project manager for dayto day micromanagement and he should let him/ her manage project. On the otherhand, project manager should understand his/her responsibilities which shouldbe defined clearly and not go to project sponsor for every little decisions.Each person, who will be affected by project should know what to expect as pertheir role suggests. Here each detail shows that project sponsor and projectmanager should be available for each other.
They can develop better workingrelationship such a way that can lead any project to success. Project sponsorshould not involve in each process of execution that can lead to conflicts inbetween sponsor and project manager. Although project sponsor is responsiblefor project’s success, so he should keep an eye on project and take updates ofproject from project manager starting from milestone completion to project teamand their work. Project sponsor should keep positive attitude towards project managereven if there is failure or achievement. Project sponsor should communicatewith each project team member and project stakeholders to avoid conflicts. Inthis scenario, there are some tools and techniques, which are more effective toremove this type of conflicts and to lead project to success. As an example,kick off meetings and sign off meetings are there to help develop betterworking relationship in between project team, project manager and projectsponsor. These meetings are set up before and after every project stagecompletion and can be done as and when required throughout the lifecycle of theproject.
Even daily updates and change in project should be communicated toeveryone in project team to avoid conflicts which is also part of conflictmanagement. References:3. Theexecutive connection: white paper. (n.d.).
Retrieved January 19, 2018, from https://support.office.com/en-us/article/The-executive-connection-white-paper-84af80c0-962d-4297-ae61-c646940d255a2. The executive connection: white paper. (n.d.
). RetrievedJanuary 19, 2018, from https://support.office.com/en-us/article/The-executive-connection-white-paper-84af80c0-962d-4297-ae61-c646940d255a Article1 – High performing project talentInthis article, it is explained that organization’s success does not only dependon new products, stock price or their rank in various business magazines butalso on their most important asset, which is people working in theorganization.
From top level to the low level management, it is very importanteveryone is allocated with right skill set on the right resources. Accordingto a survey by human resources consultancy NorthgateArinso, it concludes that having right people at the right time makes a huge differenceto the project success and on the organization’s work environment on the whole.Besides identifying and retaining top talents and enhancing their capabilitiesin areas like strategic and business management, leadership and technicalproject management, it is also very important that all these human resourcespossessing diverse prowess are able to implement it practically. Possessing avast pool of talented human resources but not taking advantage of it by notletting them work freely without any interruptions can also prove to be a bigreason for any project failure. This is where executive connection andexecutive engagement became necessary for any project success.
Executiveconnection not only allows human resources to work in midst of such anatmosphere where conflicts resolution is practiced to save time and cost and donot lead to delays. On the other hand, executive engagement is also importantas it fosters better working relationship and a good communication throughmeetings with key stakeholders and project team, which leaves no room forconfusions and provides a better clarity and understanding of project workwhich ultimately leads to project success.