In today's cross-functional and competitive environment, projects have become a strategic weapon. Unfortunately, few organizations have established the processes that cultivate consistent project success. In most cases, organizations are unable to meet their customer needs. Their focus is still on management hierarchy, bureaucratic procedures and interdepartmental politics. Even today, they are focusing on paper work to fill out new forms to track quality levels and time. But the paperwork and speeches do not change the organizational focus and the required attention to fulfill the customer demands. Developing a stronger system requires a change in organizational culture. The organization's wide approach to project management can drive this change. On the positive side, to meet the customer demands and to achieve the desired results, more and more organizations are moving towards a project-based approach.
Becoming a successful project-based organization (PBO) is not a rocket science, but it is very much within the reach of most companies, provided they follow an incremental approach. To meet customer needs, implementing best practices in any organization should be converted as a project itself. Implementing these practices means asking people to change and move out of their comfort zones. To avoid concerns and restrictions, the process should be considered like most well-run projects. It should be on incremental basis while explaining the opportunities for reflection and assessment before moving on to the next phase. This process will help organizations to make project management practices as an organic part of the company's culture. Companies like Vodafone, Sharp, Mitsubishi Electric, Canon and Sony, etc., have achieved radical innovation through integrative competencies of PBO. |
