26 PM NETWORK JUNE 2015 WWW.PMI.ORG
Amr Sadek, PMP, is a delivery manager for Africa
and the Middle East at Gemalto, Dubai, United
Continued from previous page how the project is going to materialize in the customer program.
Normally in this model, the project manager is
more relaxed on cost and scope control than in
other projects, since the main focus is on building
a platform that will bring future revenues. In these
cases, adding to the scope or budget can often be
justified if it would support the business case.
PROCESS AND MORE PROCESS
Heavy amounts of process could be one of the biggest sources of culture shock when joining a large
organization. At first glance, these heavy processes
might seem like a waste of time, but that’s only the
case if they’re not used properly.
While a good project manager will spend time
trying to learn all about the new company processes
and follow them, a great one will start first by asking the right questions to quality and business
efficiency teams. Your aim should be to understand
the reasoning behind every process and what value
it brings to the project. After a couple of successful
deliverables, you might even be able to bring
value by fine-tuning a process, depending on the
project needs. PM
understand the goals of the project. Communicating
to your team how its project aligns to the organization’s strategic goals will drive greater engagement
and motivation for the team.
Startups may be known for chasing big ideas, but big
organizations do business in innovative ways. New
delivery model ideas such as software as a service,
cloud computing, platform as a service, infrastructure as a service, IT management as a service and
others require up-to-date awareness of new standards and knowledge.
In addition, some large organizations employ rev-enue-sharing models with customers, where the two
entities share the profits and losses. In these cases,
you must adjust to a new goal that goes far beyond
successful delivery of an agreed scope. You must
ensure that the project will lead to more revenue for
both your organization and the customer.
This requires a business mentality in addition to
a project management mentality. It’s essential that
you understand the business case that the revenue-sharing model was built on. You also need to work
closely with marketing teams, both in the organization and on the customer side, to better understand