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Project Management – Post Implementation Productivity
Projects introduce new products and services, processes, applications, and standards to the organization. Regardless of the change, individuals within the organization will not possess the same level of familiarity and proficiency with these new item(s) as they had with those already existing. Subsequently, productivity will drop in magnitude and duration correlating to the change preparation of the organization.
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Jason Westland has been in the project management industry for the past 16 years, he has managed many large projects including one which amounted to 2 billion dollars. Recently Jason has been an author for Computer World as well as publishing his first book titled The Project Management Life Cycle. Jason has recently launched a new 
Projects optimally progress toward the achievement of their ultimate goals when team members individually and collectively contribute to the completion of project tasks in a non-redundant fashion. While project schedules should assign individuals or groups of individuals to each task, the schedule itself is not likely to include minute tasks or to clearly assign the very specific nuanced contribution of each individual within a group assigned to a task. Another tool, the roles and responsibilities matrix, provides the needed performance assignment clarity for those minute undocumented tasks and group activities; helping eliminate the risk of redundantly performed work that would unnecessarily slow progress and raise costs.
All projects demand some level of administrative work to support project plan updates; progress report development, printing, and dissemination; issue and risk register maintenance; team member contact list maintenance and update communications; personnel and facilities coordination and scheduling; team and stakeholder communications development and dissemination; etcetera. And the amount of administrative work increases with the scope and complexity of the project. If singularly assigned to project specialists, this work detracts from these individuals’ productivity; unnecessarily inflating time and monetary costs.
Mission critical projects often impact not only large portions of the employee population but the ability of the company to be competitive and to carry out important functions over the long-term. In fact, some projects are so important that board members and company officers literally bet the company’s very existence on the successful outcome of the initiative. With stakes this high, the question becomes: Can company leaders afford to assign anyone other than their most talented personnel to conceive, develop, and implement these initiatives?
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