Extensive and demanding information system projects are challenging for companies. For example, changing a CRM or invoicing system happens to IT personnel once or twice during their career. No experience is gained from changing the system. In this case, acquiring an external project manager is often profitable and justified.
A professional who constantly manages projects has accumulated and continues to accumulate experience in the implementation of extensive and demanding projects. The project manager is able to bring the new and best project management practices with him and implement them in the company through the ongoing project. In addition, Graniit's project manager can bring new ideas, perspectives and innovations to the project and the company. They can challenge established practices and bring fresh thinking and new perspectives.
The decisions of the external project manager are not influenced by securing one's own position after the end of the project, nor are they linked to political or hierarchical factors within the organization. Vaan is free to choose the best solutions objectively in order to guarantee the success of the project from the point of view of the company. Graniti's project managers are not tied to any tool or project management framework.
The internal resources of the organization may be tied to daily tasks. Using an external project manager frees up internal resources to focus on core competencies and day-to-day tasks, while the external manager focuses on managing the project, and no time is wasted on the organization's internal routines. If the project runs without problems, the project carried out in addition to the demanding line work may be reasonably successful. When there are challenges in the project that require a lot of attention, a project manager immersed in line work is a big risk in terms of the project's success. The project is easily in crisis and the consequences can be catastrophic. A critical system cannot be put into production, in which case an incomplete system is taken into production or the start-up fails.
On the other hand, when the internal project manager manages a demanding project in addition to line work, there is a risk of the project manager being overburdened. A conscientious project manager collapses under the line work and project manager responsibilities and exhausts himself. Both are poor options. Thanks to external help, it is easier to plan people's workload and the company's own people can focus on the work they like best.
The external project manager brings the insight brought by experience to risk management as well. An experienced Graniittilainen can identify potential problems and bottlenecks at an early stage and propose solutions to avoid or minimize them
An external project manager can quickly take action without the organization's internal bureaucracy. This can be especially important in situations where quick decisions and measures are necessary for the success of the project. Consultants specializing in information systems are an effective addition to complex IT projects
1 – Choosing the right project manager. A large part of the project manager's work is working with people. Expertise, certificates and experience are one part of the selection, another part is the project manager's character and way of working. These fit the company's working culture. The project runs better when the project manager gets along with the project team and other stakeholders.
2 – Orientation of the project manager. In order for the project manager to get up to speed, he needs to familiarize himself with the project and the project team. The company's contact person must have time to give an adequate introduction to the project and to introduce the project's people
3 – Tools and badges. The project manager must have the right tools. Often the project manager can use his own computer and connections. In some cases, the company's machine and connections are needed. In addition, credentials and access to the necessary systems are required. You should probably arrange these in advance.
4 – Project team time. The project manager leads the project and the team does the necessary work. When the project starts, the project participants will be allocated enough time to do the project work.
5 - Include the project manager at the right time. The project manager often comes to the project either at the beginning of definition or implementation. It is an advantage for the project manager if he gets involved already in the definition phase. In this way, he gets a picture of why the solutions have been reached and what is essential in the solutions. The project manager has better opportunities to help the company when there are change requests in the project. When you know the background, you can better justify why the features belong to the project and are not changes to the plans. In addition, the project manager has better capabilities to direct testing to the critical points of the system.
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