We will look at the oversight in my organizations process in project management. Although we have certain processes and procedures in which we use I will incorporation project oversight in those areas. One process that stands out for my organization is called “Post Mortem”, this is a process that the executive branch uses on closure of projects or tasks. Post Mortem is where the manager of that department would documents issues with the process, how the ball was dropped, what process needs to be modified. This is oversight for use and is also consistent with oversight and lessons learned.
Project oversight can be defined as a set of principles and processes to guide and improve the management of projects (Larson, 2014). We all look at any oversight in a process rather it is a project or just a personal situation as the lingering boss watching over and checking our work for problems. Like your mom looking over everything you do and scrutinizing your process or behavior with corrective actions. In business this is generally the same concept for oversight, although you want to look at this as not a micro-management process but a process to improve the company’s way of doing its business. Project oversight will give my organization opinions or factual information to streamline your process and improve its overall delivery. It should be welcomed and as our companies has incorporated an Oversight Committee that will align with our PMO department.
We look at Project Oversight as assistance and a means to improve business process or procedure which will result in making our department’s job easier. Project oversight helps our organization due to it enables us to look at the current processes we have in place and how there implement. When the oversight of all projects is completed we have a meeting and assess what can be changed, what department dropped the ball, how can we modify and streamline our process for cost, schedule making it more efficient. We also look at this process by calling it “Post Mortem” which in itself is “lessons learned” and “Oversight” all rolled into one. Once the assessment of the oversight is completed we have changes via process or procedures, or cost along with scheduling. We identify and rectify these areas for future projects to be better. Which will result in better cost, scheduling, vendor interaction and a better process flow chart.
Oversight in our company impacts not only our project managers but also each manager or stakeholder associated with a project or task. The impact is, “what can we do better?” What has failed and how can we fix or modify the process? The PM is always going to be the lead and historical data in projects show that oversight for a PM will result in a better process for future projects when implemented. If the project manager ignores the oversight of a project they will surely run into the same issues as before and potentially doom a project for their oversight. Sometimes Project Managers need to create incentive programs to keep team members on point with the deliverables and the process in the project.
There can be days off, extra pay or bonus money for schedule adherence or for cost savings. These incentives make staff members feel positive about their contributions and spurs additional effort in the future (“Creating Positive Incentives For Project Management Oversight”, 2014). The importance of project oversight in our organization for future project is substantial. We need the oversight of projects and our post mortem process to evaluate what’s not working, what needs to be tweeted or modified. If we do not have oversight then we hamper our ability to modify processes that cost or create schedule or material concerns. Also it leaves or corporation stagnate by not looking at ourselves and willing to improve how we do things.
Oversight is an essential process that should be implemented into the fabric of every corporation’s project management team. It should be welcomed by any Project Manager who is looking to improve his department and team member’s process. It not only looks at failures but also processes that work. Meeting for oversight of your project during its ongoing or closure will help the projects process and create historical data for upcoming projects. .
Larson, E. (2014). Project Management: The Managerial Process, 6e Chapter 16: Project Management: The Managerial Process, 6e. Retrieved from Project Oversight Creating Positive Incentives for Project Management Oversight. (2014). Retrieved from http://www.projectmanagers.net/i/creating-positive-incentives-for-project-management-oversight/
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