Most projects that fail are destined for that fate long before the project manager is assigned. They are set up for failure in their inception. Traditionally project inception is when the customer comes to a solution provider asking for a product or service. Actual Inception is much earlier. It starts when someone says, “Wouldn’t be neat if I could...” From that point forward the customer’s exceptions are set, changed, and reset as the process of discovery refines the concept. Customer’s ideas change from what they want to what they need, while continually constrained and formed by the realities of an ever-changing business environment. For project managers to make a real difference in a project’s success, a different model must be used. Progressive companies are moving to models that address this deficiency by various levels of supplier-customer integration. These models address improving how information is relayed and maintaining stakeholder alignment. This drastically changes the project manager’s role to one of a visionary leader that must stay aligned with the organization’s strategic goals. This presentation will discuss those models, how organizations can migrate to those new paradigms, and the project manager’s new role.
Attendees to this presentation will learn:
Concepts that can be implemented immediately to improve stakeholder alignment
How to build and utilize a guidance team to manage customer expectations and alignment
New organizational structures that improve customer-supplier interaction
What types of tools are required to measure alignment and identify gaps
Improving Project Inception is an advanced project management topic that educates attendees on the future role of the project manager. It extends the role of the project manager into an organization leader.
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