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PROJECT START UP - PROJECT MANAGEMENT CHAPTER 19

Project start-up

A good start is half the work. As a project team you have to be able to build on each other. You have to know what you have together and you have to enjoy working together. You go together with an intense and sometimes intense period. You do not always know each other well. And the success of the project also reflects on you. The interests are therefore large. For you, for your colleagues and for your client. If you become a routine team together, you can afford a mistake. You get a second chance and a third and a fourth to organize your work better and better. This is not the case with a project. A good project start-up helps the team

- getting to know each other better
- to learn to work with each other
- to identify each other's motives and motives
- to get clear how the project team members view the why, the goal and the intended result of the project
- together with the results as concretely as possible in mind to get
- to make clear and realistic working arrangements.

A good project start-up generates a lot of enthusiasm . Very often (too often?) People just add a project. Wrong, but it is. Their actual work just remains. A project therefore makes a special appeal to the project team members. You have to show that in the project start-up. So you can get a bit out of it! A project start-up must therefore also be fun. For example, you can organize a work conference with some playful elements.

A project start-up is not necessarily intended to write a project plan or an impulse together. Of course you can. It is the best way to get your goal in mind as a project team and to come up with a smart approach.

Elsewhere we distinguish three types of projects.

- Organisation development
- System development
- Product development

In the start-up you have to take into account the differences between these projects.

In organizational development projects, the goal is often somewhat vague. For example, the service must be more customer-oriented or the R & D must be more innovative. You can pay attention to this in the start-up. Also spend the start-up to make those ER goals tangible. For example, consider a large number of critical situations where employees have the chance to show new behavior. Sketch that new behavior: what happens, what exactly does the employee do and what is the result? It helps the team to avoid abstract, often somewhat empty cries. But also to formulate a joint mission with each other.

Projects that are meant to develop a system are primarily about support. This does not always mean an automation system. For example, it may also involve a new routing and handling of the internal mail. In the start-up, the group therefore pays a lot of attention to making workable agreements.

Product development projects often struggle with too few resources and too high ambitions. There is great haste, there is a relatively low budget, there are too few people and the bar is very high. The interests are great. The emotions can be high. The project manager is often also a supercharger and an inspirator. The start-up is about working under pressure.


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