With EU HNS another project comes to a close, therefore, it is imperative for me as Project Manager to reflect on our achievements and shortcomings, identify areas of improvement, and chart a course towards future success. This review provided a unique opportunity for the management to analyse the last project’s performances, assess trends, and develop a strategic plan aligning with future projects’ long-term goals.
The first step in conducting the project review was assessing the past years’ performance. This involved analysing financial data, evaluating key performance indicators, and reviewing operational and administrative processes and workflows. By examining these factors, we gained valuable insights into our strengths and weaknesses and could identify bottlenecks and opportunities for the further design and strategic development of our way of managing multinational projects.
“Stronger Together” is my main principle in project management. Projects are only successful if all stakeholders are actively participating! VTCs and remote work came – triggered by Covid-19 – and will stay. But – for instance, some project tasks are more easily carried out when all members of the project team are co-located. Spontaneous ideas, collaboration, team-building, project alignment, and other project management tasks are simply more manageable when all members of the team are in proximity to each other. Therefore, the importance of physical meetings cannot be underestimated, e.g. a physical Kick-Off meeting. These meetings will be less often but then need more planning, a good agenda, and discipline to conduct the goals of the meeting and get a successful outcome.
During the lessons learned process, resource allocation was a crucial consideration. We evaluated the project budgets, human resources, and technology requirements. Regular reviews and performance assessments helped to track progress, identify bottlenecks, and make necessary adjustments. Project and participants management, travel planning, purchases and media support are key-support activities, which cannot be outsourced. Other support tasks like venue management, and transportation, should be outsourced to keep the managers free for the core activities.
The value of using a swimlane diagram in project management is clear. It involves dividing project tasks and responsibilities into horizontal lanes, typically represented by different partners or departments, and mapping the flow of work from start to finish. It adds value to project management by providing a visual representation of tasks, responsibilities, and dependencies. The roles and responsibilities must be clear and the negative delimitation from other tasks and responsibilities must be clarified in advance. From that decisions, a good RACI matrix can be developed and be part of the project manual.
To effectively plan for the future, we have to stay abreast of trends and conduct a thorough project management analysis. This involved studying trends, analysing new strategies, and assessing the impact of technological advancements. Strategic planning is not complete without defining the necessary actions to achieve the set goals. A cross-functional team structure, common language, and clear communication channels need to be strengthened to safeguard good collaboration and accountability as mentioned: Stronger Together!
