Jenny Collins, Senior Project Manager at PFH recently spoke to Alex Meehan regarding the complexity of ICT projects and the challenges organisations face.
Managing ICT projects can be challenging at the best of times, but managing expectations in the face of developing technologies can make the process extra arduous. Regardless of this, there are some fundamentals that continue to be of importance in the field.
“There are serious benefits to partnering with third-party specialist advisers to help plan and deliver ICT projects on time,” said Jenny Collins, project manager for professional services with PFH Technology Group.
“IT departments are increasingly busy as technology becomes ever more complex but, at the same time, businesses are developing greater dependency on their services. IT managers have to manage the day-to-day operations of the business to keep it functioning, they have to respond to IT issues, they have to keep abreast of developments in their current technology stack to keep it current and they also have to be strategically aware, with a technology plan for the future of the business.”
The challenge then is how to find the extra time and human resources to get potentially complex projects across the line.
“Multi-tasking at that level is a tall order for any individual or in-house IT team. Add to that the implementation and management of a large number of complex ICT projects across a range of different technologies, the task list quickly becomes insurmountable,” said Collins.
“So just as you would turn to a plumber for a broken pipe or an accountant to help with your tax returns, organisations should consult with specialist ICT project managers to help plan and deliver best practice IT infrastructure.”
Every ICT project is different and therein lies the challenge for the project manager.
Just because a manager was able to get the last project successfully executed doesn’t necessarily mean they’ll be able to do the same for the next one.
However, there are certain common factors at work across all projects, such as scope, budget, time and resource management, and, according to Collins, an experienced project manager can leverage the benefit of previous lessons learned to ensure a more positive project outcome.
“Often times with large and complex projects, the devil is in the detail. This is why the project manager has to be detail-oriented, so that the finer points of the implementation are not lost. Creating an accurate specification is key for the success of any project, and it’s the role of the project manager to ensure that the customer’s requirements are translated into a clear and agreed scope, which become the blueprint for the project.”
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