Chapter 6: Use Technology to Your Advantage


Introduction

In a small and local project, you can get by without any automated tools. You can probably manage the project on the “back of an envelope.” Even though we employ technology in many projects, we are not great fans. From experience, the basic guideline is:

Use as little technology-based methods and tools as possible.

This seems odd. Isn’t technology good? Some is and some is not. The problem is that every time you introduce some new technology into a project, you increase the risks. Let’s take an example. A company that had a number of international projects gave each project leader a palmtop organizer that could set up and link to calendars of managers in the network. The goal was to increase productivity. Well, it was a failure that impacted the productivity of the managers in a negative way along with their projects. Managers were attempting to synchronize meetings with higher-level managers. However, very few of these managers put their schedules on the network. Other managers did not use a computer at all; they relied on their assistants and secretaries to print out e-mails and other items. Many project leaders started to use the devices for games and entertainment—an expensive “GameBoy.” What was the solution? Confiscate all of the devices and ban them until the rules had been worked out.

Behind this simple example, there are a number of fundamental lessons learned:

  • Consider always the method and why and how technology will be used first—before the tool itself.

  • Technology playing around can divert people from the real work.

  • Simulate and determine how the technology will be used, misused, and abused.

  • Make sure that you evaluate the combination of the new technology with the current technology. There can be interface problems as well as one technology negating the benefits of another.

  • Use technologies where they will be used on an almost daily basis.

  • Ensure that the technology is scalable. That is, it can be employed on small as well as large projects.

  • Have an expert in the technology available to provide support. Otherwise, the users of the technology will end up flailing around for a long time—more wasted effort.

Only proven useful technologies will be considered here. However, use the above list as a checklist to evaluate potential technologies.




International Project Management
International Project Management: Leadership in Complex Environments
ISBN: 0470578823
EAN: 2147483647
Year: 2003
Pages: 154

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