Business Development and Change Management

  Go to the Business Development and Change Management Assessment

You have a process to control and review projects
Strong management is the key to successful new product introduction projects and change programmes. This requires a certain rigour in project management and reporting. Methods may differ depending on level of risk and size of project but the aim is to ensure that all stakeholders are aware of the successes and potential problems.
Key Issues
·         Projects must be routinely classified depending on the customer, impact on the business, risk to the company, level of commercial and technical risks, financial implications, and then managed and reported accordingly
·         Projects must have an agreed time based project plan with identified deliverables at key milestones, as a basis for monitoring progress
·         The project manager is responsible for maintaining progress towards achieving the key milestones on time and within budget
·         Important projects should be controlled using a range of meetings
o      Daily reviews – between project manager and team
o      Weekly meeting – between project manager, team and project owner
o      Monthly review – between project manager and appropriate managers
o      Milestone review – between project manager and senior management team to agree deliverables have been achieved and support moving to the next phase
·         Each meeting should generate a set of actions with an assigned owner and expected completion date. These must be compiled into action lists which are circulated immediately after the meeting and used to monitor progress
·         Project progress reports, providing an overview of events must be part of the monthly business management reporting process. The level of detail will be dependent on the classification of the project and the achievement of key milestones. In the case of significant projects this will take the form of a one page management summary including:
o      Project costs – peoples’ time, other charges, capital expenditure
o      Projected product cost (for new product introduction programmes)
o      Projected cost savings and benefits (for change projects)
o      Achievement and progress towards key milestones (chain charts)
o      A statement on achievements, quality of deliverables, problems encountered, actions taken to resolve issues and possible risks
·         A project manager’s primary responsibility is to continually assess risks and instigate actions needed to prevent or mitigate any possible adverse impact
·         A secondary reporting process using Hazard Reports must be instigated to provide everyone working on the project a direct way of highlighting problems to management (people must be thanked for raising a Hazard report)
Factors for Success      
Factors to  Avoid
1.     Progress on projects must be routinely reported to the management team
2.     Changes to plan must be agreed
3.     Accurate information must be available
1.     Managers ‘shooting the messenger’ when presented with problems
2.     Expecting projects to be implemented successfully without adequate resources
Who does this apply to?
Senior management team, project managers and their project teams
Realisable Benefits
Sustainable business that can introduce new products and implement change


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