| I'm a Data Governance program manager, but | | | | our project management process, the more |
| the more I work at this the more I realize the | | | | effective our team has become in generating |
| value of proper project management in most | | | | results very quickly. |
| business endeavors at my organization. | | | | Some of the ways in which this has helped us is |
| From initiation through project closing, following | | | | that if a team member changes, switch teams, or |
| the project management domains as established | | | | becomes ill, we don't miss a step. Good, |
| in the PMBOK helps project managers from | | | | standardized documentation ensures that we |
| re-inventing the wheel every time they start a | | | | keep on plugging through most minor disruptions |
| new project. By having the best practices | | | | that could wreck projects who aren't ready for a |
| established as the standard for running a project, | | | | change like this. |
| you will receive consistent results each time you | | | | We also have good documentation for review of |
| take on something new. | | | | projects two years after we start them. |
| I run a program, which is differentiated from a | | | | Sometimes projects get shelved because of |
| project in that it is an ongoing endeavor (ie no | | | | funding, and then come back up years later, and if |
| end date). So, our program really consists of | | | | you closed out the project correctly, you'll have |
| many discrete projects, and we apply project | | | | to do less back tracking to bring the project back |
| management skills to each of these and have | | | | to life. |
| experience great success. The tighter we get in | | | | |