Factors Driving Project Management Within An Enterprise Environment

Henry Bennett

Businesses are continually confronted with the challenge of tying together disparate processes and locations, multiple disciplines, technologies and departments as well as managing non-finite resources and budgets. Businesses no longer manage their projects as static or isolated linear entities but as complex interdependencies. The factors driving project management within an enterprise environment involve the multifaceted collaborations of the business’s ability to successfully execute key project management processes seamlessly and as a natural extension of the business rather than as separate, alien entities. These typically include:

  • Managing the supply of non-finite resources, roles and responsibilities both internal and external to the business
  • Communicating project information such as budgets, milestones and resource capability through layers of management and across multiple physical locations
  • Managing and controlling the flow of project documentation ranging from contractor quotes to risk mitigation, project charters and so on
  • Developing multiple processes that bring project information to those occupying the relevant roles and responsibilities
  • Building business cases, outlining project objectives and specifying project scope
  • Establishing criteria for assessing ROI and measuring the compliance of the completed project with its original objectives
  • Communicating strategic objectives to all stakeholders with an interest in the project
  • Defining the relationships between all internal and external resource groups
  • Managing the flow of information between all internal and external resource groups
  • Managing the flow of information between all project stakeholders
  • Managing project approval and direction at each appropriate level within the business
  • Agreeing specifications, milestones and governance criteria for project deliverables
  • Outlining the assignment of project roles and responsibilities at both the strategic and operational levels
  • Publishing project plans that span all project stages from project initiation and development through to delivery
  • Adopting a process of distilling upstream and downstream project status and progress reporting
  • Implementing a best practice knowledge base centre such as a Programme Management Office (PMO)
  • Addressing risk management and the resolution of issues that arise during a project
  • Defining a standard for quality review of the key governance documents and of the project deliverables