New Project Manager in the company

Success Problem

New PM is on board. Several companies is going to employ a new PM after they find that their customer project service obligations are weak. In a short time, large PM results are expected after projects are taken over by him/her. It does not matter whether it is one or more different projects at once.


What usually PM can expect: Underestimated company quality policy (competences, processes, responsibilities) Sales department negotiated contracts are without internal communication with eg. PM (business case does not appreciate internal conditions of the company) Poorly estimated project budget (excluding reserves) Lack of qualified resources (resistance of key resources) Time constraints for projects (especially concurrent) Platonic management support for PM


What does he/she do ASAP: Preparing arguments – deploying tools, e.g. SWOT analysis, business cases, risk management, project controlling (revenues vs. costs, forecasts) Updating of project plans (roles, competencies, responsibilities, schedules, quality, method of communication, tracking of project progress, project status check, documentation reporting, method of project completion). Immediately set up increased customer satisfaction during projects (communication, project scope verification, milestones, reporting, acceptance processes). Update of communication with internal project stakeholders (company management, sales department, operation) - bring quick wins to gain their trust ASAP



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