For small positions, i am in charge of sales of the project management tool "pm". we are always open to proposals from manufacturers and it companies, but for visitors, "what kind of functions are project management tools?" and "i have introduced project management in the past, but i have not been able to utilize it." "we are going to consider introducing project management tools from now on," the consideration phase is varied.
today, i would like to talk about the promoters (promotion teams) who play an important role in implementing project management tools.
send to the proponent! what is a project management tool?
On the web, when I searched for "project", there was a site that was introduced as follows.
- refers to a plan to achieve some goal.
- it may also refer to those that implement large goals in groups.
- it may also refer to the implementation of individual tasks to realize the plan.
- it may also refer to a group that temporarily gathers and executes people from an organization.
- it seems to be of various sizes and ranges, such as planning, execution, personal work, and teams that perform tasks. the person in charge of the company i visit also has a different scope and role in charge of the work.
what kind of image do you think of when it comes to project management tools?
・ scheduler that registers people and equipment on the calendar and schedules
Project management tool that decomposes work into WBS and draws plans on Gantt chart
Since you are in charge of different tasks, I think that you will be able to imagine different tools. In fact, if you search theWeb for "Project Management Tracking," you'll find so many products, including project management tools, groupware, and schedulers. Also, if you search for "Project management cost control", ERP and project cost control tools that were not displayed in the tracking search will be displayed at the top.
visiting customers often ask you what products are competing with you.
If tracking is a theme to consider, we will introduce project management tools that are good at tracking, and if you are looking for cost control functions, we may guide you through the product names of ERP with project management tools. However, if you talk in detail, there are many other causes of problems, and you conclude that other products cannot achieve this.
pm is an integrated product that can manage projects on four axes: project progress, cost and man-hours, personnel, and quality, so it can meet a wide range of requirements.
who drives the adoption of project management tools?
when implementing project management tools, the scope of use of the tools varies from company to company, but is broadly divided into two categories.
One is departmental implementation (project introduction) to manage some departmental projects and large-scale projects. Departmental deployment is led by the head of the organization and the PMO of the project.
the other is the company-wide introduction, which is used across multiple departments. the drivers of company-wide adoption vary from case to project. for example, if it is a core system renovation project of an it company, it is not one person who promotes it, and it is often carried out by the project team.
in the introduction of the manufacturing industry company-wide, one production number is divided into each process, designing, manufacturing, and installation, so the promoter is often promoted by a business manager who brings multiple divisions together or a corporate planning department under the direct control of the president.
project management what is the role of the promoter?
the size and scope of the organization deploying project management tools will change the drivers, but here are some examples of the role of proponents in departmental and enterprise deployments.
the role of the promoter in the introduction of the < sector>
the department heads who drive the implementation of the department have made various improvements and ingenuity to make the project close to success even before the project management tool is introduced. when issues rise in business flow and project management, we are making improvements as soon as we suck up the opinions of the field, and we are devising ways to report on problem projects so that the situation can be grasped.
When I asked the head of such a department to demonstrate PM, after I finished introducing the product, I get a reply, "Each project is managed in a very similar way toPM."
Now that you're doing well and the challenges are clear, I'm specifically thinking about how to use the features presented in thePM demo to improve your operations. Issues are shared with members on a daily basis, and active exchanges of opinions are exchanged at the introduction briefing session, and introduction proceeds based on member agreement.
promoters who abandon the introduction of <>
proponents who give up the introduction will immediately understand that each function provided by pm can be effective. however, we judge that the way we manage our company and the development of rules are insufficient, and we suspend the examination once. many customers deploy pm a few years after they first introduced their products. at one point, the promoter contacts me to ask you to come back to the proposal because the phone is ready to ring. i think that the pm introduced by such promoters will be very utilized.
when i ask for a product demo, i often get questions.
"HOW EFFECTIVE CAN PM BE WHEN INTRODUCED?"
how well do you think it will be effective?
from the customer's case, i always answer, "i think it will be effective in about three years."
< cases where the introduction does not work>
when considering the introduction, if there is an axis of consideration in the functional comparison and cost effectiveness of the project management tool, the introduction of the tool is often postponed. you will be asked to compare the functions of each company's tools, evaluate them "malvatsu", and make suggestions to quantify the cost-effectiveness of tool implementation.
when introducing project management tools, it is important to weigh the functions of the product, but since the tool is only a tool, it is not possible to solve the problem by the tool alone. how well to use the tool depends on the user, so i think that it is necessary for the promoter to coordinate the preparation for mastering at the time of introduction consideration at the same time.
< the role of the promoter in the company-wide introduction>
there are many cases where only project management tools are considered as it is in order to achieve management goals, such as projects to introduce project management tools across the company, timing of renewal of core systems, or management goals. in both cases, the purpose of system introduction has been set, such as wanting to improve the accuracy of the forecast progress for the initial plan, the accuracy of demand forecasting several months ahead, and the accuracy of cost control to the project unit and the process unit.
in the renewal of mission-critical systems, project management tools are only one element of the overall system. at the review stage, all business flows are reviewed, so project management tools are very important to link with other systems.
Various examinations are conducted, such as which system the project code will be issued, where the project management tool and sales management system will cooperate, where cost information will be managed, and what kind of project type each department's work will be classified.
There are many cases in the manufacturing industry where core systems remain as they are and only project management tools are introduced company-wide. in order to achieve management goals, the review of the planning of the plan, the granularity of the process management, and the method of collecting the results are reviewed, but each department has an optimized management method for the existing system, so it is necessary to consider a mechanism that does not increase the management load on the site and achieving the management load on the site.
< the role of the promoter in the company-wide introduction>
in a company-wide deployment, the proponents (promotion team) are key to success.
proponents need to propose to change the existing operation of each department in order to achieve management goals, but each department has established the current operation after trial and error, so it is very reluctant to take extra management man-hours by changing the way. conflict occurs if the promoter does not understand the way of doing business and issues of each department, and determines and proposes how much operational changes will turn.
also, if you select a tool instead of scratch, you will not be able to include requests from all departments. we have to determine where the scope covered by operation using standard functions is, and what functions that cannot be used for our business unless we customize it.
the proposer is very difficult because there are a lot of things to consider, such as cooperation between systems.
the promoter in charge of system implementation is familiar with the operations of each department and cannot respond to the above unless they understand the specifications of the company-wide system. in addition, since all departments use a common system, it is important to determine how far the common range is and where the scope of operation is entrusted to the site. another important thing is that the policies decided between departments are strong drivers that will not change unless there is a great reason. the implementation of project management tools that work with such promoters will work well.
Finally ~ project management and promoters
"the project management tool ""pm"" is available in a ""light version"" specialized in progress, man-hours, and personnel management, and a ""full-featured version"" that can handle costs and quality control. if you're looking to implement project management tools, take a look at pm."
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