Project management, be it project-oriented or functional, falls inside of a certain discipline – usually business – called project management. While many think of project-oriented activities as accounting, computer services, engineering, or software development, the field of project management involves all of these disciplines as well. In a larger business unit this includes the necessities of the Human Resources area (hiring, training, development, supervision, etc.) along with all the rest of the business units. In a small to medium company the project activities would be within a functional area (e.g. marketing, accounting, information technology, etc.) These changes in functions generally occur when the large corporation downsized, merged, or combined and the company climate changes to include new management (e.g. engaging more and/or different employees). As on a prince 2 Courses London certification.
The project process is one of the most well-designed processes in the discipline of project management. The strategic nature of the process itself identifies the group or team responsible for the process. The link between the project and the functional areas creates new abilities within the group or team ensuring the ideal and timely delivery of the project. An excellent instance of this aspect is the program planning process mentioned above. This has the process through to the resourcing/invourcing stage of the project enabling the entire team to plan and report on the program, including the type or target audience, the effort level assigned, the team or committee that oversees the plan, the funding, resource for the effort, etc. This element can be the most complex in a project because it relates to both the process and the team or committee responsible for it.
There is another important aspect of the project management process mentioned above. This is the dependent link between the project deliverable and the firm’s customer-get invitation. We are all familiar with our firm’s operations being impacted by customer complaints or queries from customers, and for good reason. But from a lot of recent research the customer feedback and the customer’s need can do a lot of damage if not resolved in a timely manner. Other companies have experienced major performance issues after the customer had fully cut them off. The fact that the customer is no longer a customer and therefore is less likely to matter to the firm is a big deal (flexibility). The objective of the project is to manage the response to customer queries hopefully leading to creating better, more timely responses to customer queries.
In the case of a customer call incident – essentially an unhappy customer – the Net Impacts team has the responsibility to analyze whether additional service should be provided in the form of pro-action, training, personalized problem solving, etc to minimize the intended damage, and also to assess whether the customer expectation of quick, immediate attention is being met.
