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THE PR OJECT M ANAGEMENT SCORECARD

STAGE 1: TYPICAL RESULTS

I I I I I Short-Term Feeling That Something Is Being Accomplished Islands of PM Approaches Created Non-IntegratedDisparate Data and Processes Created Some Elitist Project Managers RiseProblems Still Persist No Committed Funding for Project Managers

CASE STUDY EXAMPLE

What I described earlier was definitely the Recognition phase of implementing a project management practice. The clinical drug supply group was unable to meet deadlines and had no way to prioritize projects. They also could not plan their resources for future projects. Because of these problems, their customers were complaining that they were not able to complete clinical studies on time. The vice president in charge of drug development recognized that something needed to be done to improve the delivery of drug supplies, and I was assigned to fix it. With thirteen years of experience across many areas of product development, I thought I was well equipped to tackle the challenge. I recognized that a consistent approach was needed to obtain visibility of all the projects, but did not recognize that this was more of a project management process issue. I had never thought of project management as a defined process or methodology, or, that this same process could be applied to all different types of projects. I thought that by collecting all the projects into one software application, I could solve the management problems. I was able to enter all the projects into the software, but when I discovered I needed twenty-seven Ule Johnannsens (one of the drug supply centers employees) in the month of September to meet all the deadlines requested, I knew right away that the software wasnt going to be the answer to all our problems!

STAGE 2ACCEPTANCE
Acceptance is the stage an organization goes through when it accepts the commitment of investing in expanded project management solutions beyond a hit and run approach. Experiences from Stage 1 gain some visibility and attention from higher levels of management. The organization begins to see that a process for managing projects is needed. Solutions include looking at process and tools together. However, there is still no funding dedicated to full-time internal resources to support project management practice. As a result, some benefits are obtained, but there are still major inconsistencies existing between departments.