February 18, 2009 | Author: PM Hut | Filed under: Integration Management
Integrating Project Management into the Organization
By Dr.Russell Archibald
It is no longer sufficient to treat the project management discipline as an add-on, separate approach to how we handle our projects. It must be fully integrated with all affected business systems. This means effectively linking all project management systems and procedures with those that deal with:
- Financial and accounting.
- Resources: people, facilities, equipment.
- Development of product and services: research, engineering, prototype manufacturing.
- Operations: manufacturing, production, field service and support.
- Procurement: purchasing and contracting.
- Marketing: advertising, sales, distribution.
One of the primary causes of difficulty in planning and scheduling projects has always been how to avoid too much detail in project plans, and how to avoid conflict between project plans and the planning and scheduling systems and methods used in the contributing functional departments. One answer in this area is the establishment of what has been termed a “Project/Operations Planning and Control” function, for want of a better name.
Dr. Russell D. Archibald, PhD (Hon), MSc, Fellow PMI and APM/IPMA, PMP, is one of the six founding members of the Project Management Institute. Now semi-retired, he has many years of management experience in engineering and operations with a variety of major US corporations in Europe and South America as well as the US. He has made major contributions to the understanding of project management, is author of the best selling 2003 book “Managing High-Technology Programs and Projects” (published also in Russian, Chinese, and Italian), has trained more than a thousand program and project managers and project specialists around the world, and has consulted in project management to clients in 14 countries on 4 continents. E-mail: email@example.com. Website: www.russarchibald.com.
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