Technological improvements have revolutionized the fashion industry, allowing employees to keep close tabs on every
step of apparel production. This increased transparency
creates a more efficient supply chain and helps to eliminate
bottlenecks. The ability to track information through software systems, such as enterprise resource planning (ERP),
has led to the growing adoption of project management
processes, says Ken Li, senior vice president of the apparel
group at the clothing manufacturer Waitex in New York,
New York, USA.
An industry built on instinct and a keen eye for trends
has been somewhat reluctant to implement processes that
focus on numbers and analytics. By using data to demon-
strate the value of project management, though, even the
most skeptical stakeholders are buying in.
We were always
are we at with
the project? What
did we say we’d
do? Did we do
what we said we
would do? Did
we stay within
—Harriett Johnson, PMP
Financial fiascoes and job-security woes have
hit public safety budgets hard.
“The increase of project management practices in public safety is intertwined with
budget issues and the public’s demand of
accountability for government services,” says
Ben Krauss, PMP, public safety technology
specialist at Search, The National Consortium
for Justice Information and Statistics, a not-for-profit organization in Spokane, Washington, USA.
Increased accountability has pressured public safety departments to ramp up their project
selection and prioritization processes.
At the Charlotte-Mecklenburg Police
Department in North Carolina, USA, “our
supervisors need the same justification and
reasons for approving a project as any other
company,” explains Harriett Johnson, PMP,
business systems manager.
On a recent project to implement an online
crime-reporting system for citizens, the project
team followed standard scorecard metrics.
“We were always asking, ‘Where are we at
with the project? What did we say we’d do?
Did we do what we said we would do? Did we
stay within our budgets?’ We’re always held
accountable and must report accordingly,”
To prove the project’s value to external
stakeholders, the team tracked:
“Civilians report crimes online at their
convenience and get the same service they
would have over the phone or in person,”
Ms. Johnson says. “That builds credibility for
Transparency is a best practice in any gov-
ernmental sector. “We need to show we are
implementing sound and consistent standards,
using reliable methodologies and tools that
support credibility, professionalism and public
trust,” Mr. Krauss says.
Looking ahead, Ms. Johnson would like to
see the sector adopting an agile approach. Her
project team currently uses waterfall development, bringing in members as they are needed.
Instead, she’d prefer her team members to be
“brought together in the beginning to work
as a unit throughout.” This could serve law
enforcement particularly well, as the culture
is very tight-knit and team-oriented, she says.