Search

Individual Productivity : How Do You Measure It In Your Team ?

It doesn’t matter what kind of product or services a business offers, it is essential to measure the employee’s productivity or performance, and it is more important to measure accurately as much as possible. Equally important is to use accurate performance measurements, which can reveal how well your business is progressing towards its goals and targets.Measuring employees’ productivity is a bit of a challenging task. A 2013 Gallup survey report conveys the interesting fact about why there can be a fall in performance of the employees. The reason is most of the employees are overwhelmed by smartphones, social media, personal emails, and the demands of their personal lives. Most employees find it difficult to produce the best work they could give. Lack of interest towards the work leads to the low performance.Measuring employees performance is one clear way to understand how skilled, engaged, and productive your employees really are.More often than not, as an Agile coach you might have been asked about measuring individual performance. Managers are worried about not being able to detect low performers in time and think of different strategies for doing it before it’s too late. And with “too late” I mean that it had a huge impact on the project or team.Individual productivity can be measured through different strategies or metrics. If you read on, you will understand better the importance of employees productivity followed by the outcomes the team gets.What can performance metrics bring for you?Performance metrics help you to create a snapshot of a team, which can be valuable when it comes to performance reviewsPerformance metrics can be used to plan ahead, by understanding what your team is capable of.Performance metrics give you the accurate measurements of how the process is functioning  and provide a platform for you to improve further.For employees, performance metrics provide-The right feedbackHelp them understand where they stand, andLet them know areas where they can improveIt indeed gives you immense pleasure and a great feeling knowing you have strengths in a particular area.The applicability of VelocityOne of the common strategies any manager may think of is to use individual Velocity to solve this problem. And if the team is using Scrum, this idea may be rephrased as follows:“Evaluate those cases in which a team member is completing fewer story points than the rest of the team since that person must be a low performer”.If someone asked me this, my natural answer would be: it’s not a good idea!Will Velocity give you a better result?First of all, Velocity is not an indicator of performance:It just denotes the delivery rate of a specific team.It’s a team metric, not an individual one, and it serves for planning purposes. This means that any team may use it to understand how much work can be done in a specific period of time and, based on that, provide an estimate for a release date.You should also consider that velocity, as a team metric, cannot be established until the team has spent some time together. This means that, in most cases, the velocity of the first sprints of the team will NOT be high. In fact, I highly recommend setting the correct expectations in regards to this. If expectations are not correct, then for the team may seem as if they were not performing, when in fact they were just ramping up.On the other hand, measuring individual productivity by using velocity has more problems than advantages (in fact, the truth is that I haven’t been able to find any advantages so far). People may get confused by the results obtained when using this metric and the outcome may not be a good representation of reality.Why do I say this?Well, let’s say that John and Mark work in the same team and have similar experience and knowledge.John completes 20 story points and Mark only 10. This situation repeats over the following three sprints. Anyone may think that Mark is a low performer and that John is a genius! However, it may also happen that from the 20 story points that John completed each sprint, QA had detected over 100 bugs, but from the 10 that Mark completed, QA had only found 5. Now, which one is performing better than the other?For an individual, it’s not important to deliver a high productivity with a low quality, and less productivity with a high a quality adds an advantage to the employee as well as the team and the process too.This is just an example that demonstrates that velocity per se is not a good metric. Not to mention that if the team is aware that they are being measured by velocity, there is a chance that they increase their estimates to meet their goals. I can bet that you have already experienced things like this as well!We should not lose focus here. Remember that in an Agile world, what’s important is to constantly deliver value to the client: working software is the primary measure of progress.Customer is the KingWe should never ignore the importance of customer satisfaction. There are many factors that contribute to the success or failure of a business, customer satisfaction is one of them, it’s much essential to track this factor and work on improving in order to make customers more loyal and ultimately turn up them up into brand ambassadors.When you fail to care about them, in the same way, don’t have a hope or don’t expect them to care about your services or products.Forest Research declares 2017 as the year that businesses become customer-obsessed. So what is the secret?Providing “Value” to the customer.So, going back to the original problem, as a first step I would ask: what does low performer mean?We’ll all agree it may mean that:The person is not working at his/her fullest capacityThe person has not understood the vision of the projectThe person has not adapted to the team, orThe person has not been empathetic to the business needs,In this scenario, where there may be several causes for the problem, my recommendation would be that the team that is having the issue starts thinking of the big picture and work as a team.It means that the whole team is responsible for delivering value and that the whole team is committed to that. If something is going wrong with one of the team members, (and this probably implies low performance) the whole team needs to address it in the retrospective, or before, in the best scenario.Of course, the team may decide to take some metrics and use them to lead the conversation during the retrospective, metrics like: team velocity, number of bugs raised during the sprint, value added to the business, etc.Based on those metrics, the team may discuss options to improve and accelerate their process. Or, on the contrary, and in an ideal situation, the team may not need metrics since they are fully conscious of their processes and know how to constantly improve it.As you can see, if the organization is Agile, then every problem needs to be taken to the team. The team will know what to do with it. Managers will tend to ask for metrics and more metrics that help them understand the situation and fix it, but as Peter Drucker says-First of all, take the problem to the team. Then, let the team manage the problems and improve based on their own experience.And always remember, you are there to support the team and facilitate their improvements. To help them become a better version of themselves, do not become a roadblock for them.The last linesA well-measuring team productivity as well as a better handling of team results in providing a great customer service that satisfies both you and your targets as well. You get a proper revenue and make everyone happy, earn your brand name and enjoy great success.
Rated 4.0/5 based on 2 customer reviews

Individual Productivity : How Do You Measure It In Your Team ?

596
Individual Productivity : How Do You Measure It In Your Team ?

It doesn’t matter what kind of product or services a business offers, it is essential to measure the employee’s productivity or performance, and it is more important to measure accurately as much as possible. Equally important is to use accurate performance measurements, which can reveal how well your business is progressing towards its goals and targets.

Measuring employees’ productivity is a bit of a challenging task. A 2013 Gallup survey report conveys the interesting fact about why there can be a fall in performance of the employees. The reason is most of the employees are overwhelmed by smartphones, social media, personal emails, and the demands of their personal lives. Most employees find it difficult to produce the best work they could give. Lack of interest towards the work leads to the low performance.
Measuring employees productivityMeasuring employees performance is one clear way to understand how skilled, engaged, and productive your employees really are.

More often than not, as an Agile coach you might have been asked about measuring individual performance. Managers are worried about not being able to detect low performers in time and think of different strategies for doing it before it’s too late. And with “too late” I mean that it had a huge impact on the project or team.

Individual productivity can be measured through different strategies or metrics. If you read on, you will understand better the importance of employees productivity followed by the outcomes the team gets.

What can performance metrics bring for you?

  • Performance metrics help you to create a snapshot of a team, which can be valuable when it comes to performance reviews
  • Performance metrics can be used to plan ahead, by understanding what your team is capable of.
  • Performance metrics give you the accurate measurements of how the process is functioning  and provide a platform for you to improve further.

For employees, performance metrics provide-

  • The right feedback
  • Help them understand where they stand, and
  • Let them know areas where they can improve

It indeed gives you immense pleasure and a great feeling knowing you have strengths in a particular area.

The applicability of Velocity

One of the common strategies any manager may think of is to use individual Velocity to solve this problem. And if the team is using Scrum, this idea may be rephrased as follows:

“Evaluate those cases in which a team member is completing fewer story points than the rest of the team since that person must be a low performer”.

If someone asked me this, my natural answer would be: it’s not a good idea!

Will Velocity give you a better result?
Velocity Formula First of all, Velocity is not an indicator of performance:

  • It just denotes the delivery rate of a specific team.
  • It’s a team metric, not an individual one, and it serves for planning purposes. This means that any team may use it to understand how much work can be done in a specific period of time and, based on that, provide an estimate for a release date.
  • You should also consider that velocity, as a team metric, cannot be established until the team has spent some time together. This means that, in most cases, the velocity of the first sprints of the team will NOT be high. In fact, I highly recommend setting the correct expectations in regards to this. If expectations are not correct, then for the team may seem as if they were not performing, when in fact they were just ramping up.

On the other hand, measuring individual productivity by using velocity has more problems than advantages (in fact, the truth is that I haven’t been able to find any advantages so far). People may get confused by the results obtained when using this metric and the outcome may not be a good representation of reality.

Why do I say this?

Well, let’s say that John and Mark work in the same team and have similar experience and knowledge.
Team performanceJohn completes 20 story points and Mark only 10. This situation repeats over the following three sprints. Anyone may think that Mark is a low performer and that John is a genius! However, it may also happen that from the 20 story points that John completed each sprint, QA had detected over 100 bugs, but from the 10 that Mark completed, QA had only found 5. Now, which one is performing better than the other?

  • For an individual, it’s not important to deliver a high productivity with a low quality, and less productivity with a high a quality adds an advantage to the employee as well as the team and the process too.

This is just an example that demonstrates that velocity per se is not a good metric. Not to mention that if the team is aware that they are being measured by velocity, there is a chance that they increase their estimates to meet their goals. I can bet that you have already experienced things like this as well!

We should not lose focus here. Remember that in an Agile world, what’s important is to constantly deliver value to the client: working software is the primary measure of progress.

Customer is the King

  • We should never ignore the importance of customer satisfaction. There are many factors that contribute to the success or failure of a business, customer satisfaction is one of them, it’s much essential to track this factor and work on improving in order to make customers more loyal and ultimately turn up them up into brand ambassadors.

  • When you fail to care about them, in the same way, don’t have a hope or don’t expect them to care about your services or products.

Forest Research declares 2017 as the year that businesses become customer-obsessed. So what is the secret?

Providing “Value” to the customer.

So, going back to the original problem, as a first step I would ask: what does low performer mean?
low performer meanWe’ll all agree it may mean that:

  • The person is not working at his/her fullest capacity
  • The person has not understood the vision of the project
  • The person has not adapted to the team, or
  • The person has not been empathetic to the business needs,

In this scenario, where there may be several causes for the problem, my recommendation would be that the team that is having the issue starts thinking of the big picture and work as a team.

It means that the whole team is responsible for delivering value and that the whole team is committed to that. If something is going wrong with one of the team members, (and this probably implies low performance) the whole team needs to address it in the retrospective, or before, in the best scenario.

Of course, the team may decide to take some metrics and use them to lead the conversation during the retrospective, metrics like: team velocity, number of bugs raised during the sprint, value added to the business, etc.

Based on those metrics, the team may discuss options to improve and accelerate their process. Or, on the contrary, and in an ideal situation, the team may not need metrics since they are fully conscious of their processes and know how to constantly improve it.
Team metricsAs you can see, if the organization is Agile, then every problem needs to be taken to the team. The team will know what to do with it. Managers will tend to ask for metrics and more metrics that help them understand the situation and fix it, but as Peter Drucker says-
Manager metricsFirst of all, take the problem to the team. Then, let the team manage the problems and improve based on their own experience.
Team manage problemsAnd always remember, you are there to support the team and facilitate their improvements. To help them become a better version of themselves, do not become a roadblock for them.


The last lines

A well-measuring team productivity as well as a better handling of team results in providing a great customer service that satisfies both you and your targets as well. You get a proper revenue and make everyone happy, earn your brand name and enjoy great success.

Gisela

Gisela Provenzano

Blog Author

Gisela is an IT consultant with over 10 years of experience as a Processes and Methodologies SME, Project Manager, Scrum Master and Agile Coach. Her forte includes Agile methodologies like Scrum, Kanban, Scrumban, Pair Programming, and TDD for Data Science and Operations Research projects. Since 2013, she has been working for different accounts like Deloitte, Carnival, Teletech, BBVA, LAN, GAP, Pernod Ricard, K12, iSeatz and Westcon, wherein she was involved in project improvements, processes framework implementation, project management, consultancy and coaching.

Join the Discussion

Your email address will not be published. Required fields are marked *

2 comments

Anty 28 Jul 2018

Thanks for the article, Gisela

Manish 31 Oct 2018

thanks

Suggested Blogs

Everything you need to know about PSM certification

1. Introduction to Professional Scrum MasterWho is Professional Scrum Master (PSM)?We partially give some elements in a previous article on our blog: “ How To Choose A Scrum Master? “. On top of that, it is important to   highlight that the Professional Scrum Master wear different hats according to the context: s/he is a coach, facilitator, enabler, problem- solver, proxy. His/Her main characteristic is to embody Servant Leadership. And basically, as the first promoter of Agile in the   organization, s/he truly has the Agile mindset and is more than willing to share it.Role and Responsibilities of PSM in the teamBecause the position of Scrum Master depends so much on the context, you will find multiple potential roles and responsibilities description by searching on the Internet. However, here are the basics:Coaching the organization, especially the Scrum Team, to get an Agile mindsetIncreasing the quality of deliverables and reducing time to deliverHelping the Dev Team to become self-organized and self-empoweredBuilding culture of trust, transparency, feedback and “fast failure to learn fast”\Advocating in favor of the more appropriated framework to make the Dev Team performant – it can be something else than Scrum!Ensuring that this framework is properly implemented to fit with the Scrum Team needsRemoving any impediment and blocker that prevent the Scrum Team to perform Requirements to become a PSMOfficially, there is no specific requirement: everyone is a potential candidate to become a Professional Scrum Master (PSM).Why become a PSM and what do I need to become a PSMDo you live and breathe Agile? Ok, that sounds too much.Nevertheless, have in mind that learning theory and training to open assessments is one sufficient thing to get certified but acting as a good Scrum Master requires a true behavior and belief in Agile philosophy coupled with large experience, ideally in organizations that have succeeded in their transformation.Like other jobs at “vocation”, you feel a true desire to become Scrum Master when working or at least meeting with one of them. When you meet a great Scrum Master, at some point you could become aware that you do want to do the same job: because you help people working better, feeling better at work, you participate to a radical transformation in the workplace for a better organization.2. What’s the importance of a PSM certificate?Getting a PSM certificate demonstrates the capacity to know, understand and apply Scrum in real-world situations.3. PSM Certification TrainingHow to become a PSM?Although it is highly recommended, taking a training is optional. However, taking the official exam is mandatory to get certified. Scrum.org is the official provider:Syllabus of Professional Scrum MasterA core of knowledge about Scrum remains the Scrum Guide from Ken Schwaber and Jeff Sutherland.Spend time and train seriously on the Scrum Open Assessment: this is the most realistic assessment you can train on!Next very useful resources are available with the Scrum Master Learning Path: this is a set of Professional Scrum Competencies which each contain a number of focus areas.Further reading:Scrum tutorial: An in-depth learning of Scrum, about its origin, evolution, and the progressive development of the framework.Scrum.org recommends strongly these books:Scrum: A Pocket Guide by Gunther VerheyenSoftware in 30 days by Ken SchwaberScrum.org offers also:A very complete glossaryforums populated by threads of quality, written by contributors with solid experience in ScrumA popular blog regularly updated with highly valuable posts, again made by writers shortlisted by Scrum.orgOther Open Assessments might be relevant to gain additional perspective on the other roles of a Scrum Team: check the Scrum Developer Open Assessment and the Product Owner Open Assessment.What is the eligibility to become a PSM trainer?Eligibility to become a PSM trainer requires three conditions. First, candidates must have at least four years of intense experience as Scrum Master in software development. Second, candidates must have conducted real-world training and have delivered coaching using Scrum. On top of that, candidates passed their PSM 1 assessment with at least a 95% score.After PSM training within how many days do I need to take the certification? After PSM training, there is no minimum duration to take the certification. As soon as candidates feel they are ready, they can schedule an online assessment.4. Exam and Certification Information Who provides the certification?Scrum.Org coursesA list of Scrum.org official sessions is available online. As stated on their website:Professional Scrum Master™ (PSM) is a 2-day course that covers the principles and (empirical) process theory underpinning the Scrum framework and the role of the Scrum Master in it. This course is a combination of instruction and team-based exercises and teaches what is at the heart of the Scrum and Agile movement. The course also includes a free attempt at the globally recognized Professional Scrum Master I certification exam (PSM I).It is also important to know that taking a Scrum.org official training offers candidates a free attempt at the assessment.What is the process for applying for the certification?As passing the certification does not require to attend to the official course, candidates can directly apply on the Scrum.org website. They will receive a personal password (with no expiration date) and then they can connect to a specific page and take the exam.Cost of the Professional Scrum Master certificationThe cost is $150 per attempt. If you attend a Scrum.org training class, fees include a free attempt.The structure of the examThe exam is exclusively online. It consists of 80 Multiple Choice, Multiple Answer and True/False questions. 60 minutes maximum are allowed to perform the full exam, and only English language is available.Topics covered in the PSM examScrum Framework: this is foundational knowledge for every Scrum Team member. It covers Scrum theory as described in the Scrum Guide.Scrum Theory and Principles: this topic is more about understanding Scrum theory: empirical process, principles, and values of Scrum.Cross-Functional, Self-Organizing Teams. Questions here cover how Scrum Teams are different from traditional development teams:cross-functional, self-empowered and self-organizing people promote flexibility, creativity, and productivity.Coaching and Facilitation. Questions here are about how mindset and behavior of Scrum Master are different from traditional Project Manager: by acting as a Servant Leader, the Scrum Master facilitates and coaches full organizations in understanding and using Scrum.Sample questions of PSM exam Here are three potential questions at the PSM exam:Question 1: When many Development Teams are working on a single product, what best describes the definition of “done”?Each Development Team defines and uses its own. The differences are discussed and reconciled during a hardening Sprint.Each Development Team uses its own but must make their definition clear to all other Teams so the differences are known.All development Teams must have a definition of “done” that makes their combined work potentially releasable.It dependsCorrect answer : 3Question 2:The three pillars of empirical process control are:    1. Inspection, Transparency, Adaptation    2. Transparency, Eliminating Waste, Kaizen    3. Planning, Inspection, Adaptation    4. Respect For People, Kaizen, Eliminating Waste    5. Planning, Demonstration, RetrospectiveCorrect answer: 1Question 3:The maximum length of the Sprint Review (its time-box) is:4 hours for a monthly Sprint. For shorter Sprints, it is usually shorter.As long as needed.2 hours1 day.4 hours and long as needed.Correct answer: 1Tips to pass PSM The best way to be well prepared for the PSM official exam is to work on the Scrum Open Assessment.You can consider that you are ready once you get 100% at every attempt.Salary of the Professional Scrum MasterSalaries of the PSM can vary a lot according to level of experience, industry, company size and location. Here is a table with most common figures:USFranceUnited KingdomSingaporeJunior70,000-115,00030,000-40,00040,000-70,00080,000-100,000Mid-Senior(more than 3 years with SM experience)90,000-135,00035,000-55,00060,000-110,00095,000-125,0005. Is the PSM I certification worth investing?CSM vs PSM exam:"Differences to note" CSM PSM Passing ScoreMinimum 69%(24 out of 35 questions)Minimum 85%Exam patternMultiple choiceMultiple choice,Multiple Answers and True/False questions.Exam durationNo time limit,35 questions60 minutes to complete 80 questionsCertification Validation2 yearsLife timeCertification cost                      1200$2nd attempt is free in within 60 days        25$ for  additional  attempt.             150$(one  attempt)Exam  Level2 Days training + Exam           Much  harder than CSM       Require experience,and deep         Theoretical knowledge.The first goal at Scrum.org is to make candidates understanding how to get valuable software thanks to a high level of maturity in Agile using Scrum. In order to achieve that, Scrum.org deliver assessments to examine, improve and certify candidates’ knowledge of Scrum. On top of that, the Scrum Guide and the Nexus Guide serve as the main background for all Scrum.org assessments. Individuals that are successful at the PSM 1 certification demonstrate a fundamental level of Scrum mastery: they understand Scrum as described in the Scrum Guide and the concepts of applying Scrum. The PSM 1 certification is considered significantly more valuable than other options for Scrum.6. What next after PSM?People who follow Scrum.org courses can claim Project Management Institute (PMI) Professional Development Units credit: 14 PDUs after attending a two-day Professional Scrum Master (PSM). Keep in mind that PMI PDUs are earned for course attendance and not for passing a Scrum.org assessment.7. How much should I pay to renew PSM certification?There is no need to renew PSM certification: Scrum.org certificates are lifelong and do not require any additional payments or renewals.Career benefits of PSM certifiedConsequently, becoming now a certified and experienced professional in Agile expertise seems to be an interesting option to stay at least “employable” and marketable. Still being realistic, professionals in Agile will be directly requested either to perform the Agile transformation in many big (old) organizations or to build the Agile culture from scratch in new companies and startups. Attractive and valuable challenges are in perspective.
Rated 4.0/5 based on 29 customer reviews
3651
Everything you need to know about PSM certificatio...

1. Introduction to Professional Scrum MasterWho is... Read More

5 Steps to Better Project Tracking

You can plan your projects exceptionally well, but things may not always happen as planned and that can cause your projects to derail. This is where project tracking and monitoring proves invaluable in overall project management. Time tracking in Project Management provides the project team and stakeholders an understanding about the project health and highlights the areas of concern on the project. If you follow these steps on how to track your project, then you'll be able to think proactively and deal with any issue before it becomes a problem.                                                       Fig: Process Flow Of Better Project Tracking 1. Prioritize It is very important to plan and prioritize the work effectively in order to make the most of your time and effort. According to Pareto Principle, 80% of the effect of your work will come from 20% of the work you do. As a Project Manager, you need to be smart with your time and focus on important things. You can’t track everything; there simply aren’t enough hours in a day; so decide what element of your project is most important and critical. Project scope, milestones, budget and resources are the most important components that a PM should focus on while tracking the project. These demand a close scrutiny, since they help you determine the performance of the project. It’s very crucial to keep tabs on your upcoming milestones and monitor them since these are the deliverables which your project stakeholders will keep asking you about. Then there’s budget, of course for you to ensure that you aren’t spending more than what’s initially allocated. And scope to avoid any scope creep and manage changes effectively. 2. Set measurable targets Now that you have prioritized, what do you expect your project performance should be? Performance measurement starts with setting targets or goals and assigning KPIs (Key Performance Indicators) which are measurable. While setting KPIs for each target, it is also essential to anticipate how the achievement of the target will be tracked. The foundation of project tracking is comparing what you planned to how you executed that plan. A baseline turns out to be useful to check the actual versus estimated progress throughout the project. Create a performance measurement baseline (combination of scope, time, and cost baseline) with realistic targets, which will represent a standard to measure project performance. Changes in any project are inevitable and can drastically impact a project; hence controlling the baseline is very crucial for project success. 3. Report to stakeholders: Your success as a PM can be determined a lot on the way you deliver your reports. They need to clearly and concisely answer the questions that stakeholders have about the project.The project stakeholders need to know what is working and what is taking the project off-track.The PM should ensure to conduct team meetings on a regular basis. Regular tracking and monitoring enables to identify potential problems as early as possible so that timely adjustments to project plans can be made before moving forward. For instance, if it looks like the upcoming milestone may be missed;the stakeholders must be immediately alerted.   4. Use dashboards: The key to any successful project is efficient communication. But communicating with sponsors, stakeholders, team members and other project related parties can take up quite a lot of a Project Manager’s time. A dashboard always comes handy when it comes to expressing a project’s status in a crisp yet effective manner.A Project Management Dashboard often provides at-a-glance view of project performance KPIs in a format that conveys project’s overall progress and highlight particular problems that require further attention. They can be customized to give you the information you need, when you need it, hence saving your time and effort. 5. Recommend actions for improvement and follow-up: This is most important activity in project tracking. As a Project Manager, you should think of and recommend actions that will offer the greatest dividend in terms of keeping the project running smoothly, efficiently, and on-time, after taking feedback from the management. Recommendations could be corrective actions, preventive actions, or changes in the plan or the project execution. Ensure that you provide specific guidance, assign a responsible team member and direct him to perform a specific action by a specific date, and make sure they are slated to report back on the results of their action. Also confirm that the recommendations are being followed, expected outputs are being created and the project as a whole is on track.  
Rated 4.0/5 based on 20 customer reviews
5 Steps to Better Project Tracking

You can plan your projects exceptionally well, but... Read More

Prince 2: The Road Map To Project Success

PRINCE2 is an acronym for PRojects IN Controlled Environments. It is an effective process-based method for authoritative project management. It is mostly used by the UK Government and also in private sectors, internationally. The PRINCE2 method offers the best practice guidance on project management. PRINCE was established in 1989 by CCTA (the Central Computer and Telecommunications Agency). Since then, it is widely used for Project Management. PRINCE2 principles helps to manage the projects particularly in the business world. Before proceeding further, you should have knowledge about, “What is a Project and what makes a successful project?” A project can be defined as “a management environment that is created for the purpose of delivering one or more business products according to a specified business case”. You can connote the term “Project” in a broader perspective by considering the downside, that is by taking into account the conditions that culminate in the failure of a project.   Given below are some of the factors responsible for the failure of a project- Lack of management support: Results into insufficient finance and resources. Resource problems: Can mean there is a lack of employees in the project Lack of clarity: If the clarity about the roles and responsibilities is missing, a sag in the performance curve is inevitable. Poor communication: The necessary project information, if not routed in the proper direction, may cause confusion among the team members. Lack of leadership – A project can be unsuccessful if team members are not guided properly. This may happen if the project manager himself does not have the required experience or management skills. The Project can be successful if the following are present- Preplanning– For a project to be successful, planning plays a crucial role. The project manager should have a vision of the project outcome. The first step to achieve this is to create and explain the roles and responsibilities to the team members. Strong leadership – The team lead should be skilled enough to spearhead in the best way possible. If the team members get proper guidance, any project can be implemented successfully. Project completion time – The key to the success and reputation of a project hinges on how well the timeline has been managed. Completing the project within or before the stipulated time not only impresses the Client, but also proves to be a measure of the potential of the project members. For successful and smoothly operated projects, PROMPT II, PRINCE, and subsequently PRINCE2 were all introduced to operate with the common reasons for project failure. PRINCE2 (PRojects IN Controlled Environments) is considered as a calibrated International product. It is the standard method for managing the projects and providing a flexible and accommodating approach to suit all the projects. There are some keys to project success while using Prince2, which enhances the quality of the project. Reducing Waste: Reducing waste saves both money and time. However, it is difficult to predict and pinpoint the sources of waste. Prince2 helps eliminate waste through the following two techniques- Project Assurance : Project Assurance is essential for a PRINCE2 project. It is a kind of survey which gives accurate information to the project board. Organizations are getting smarter due to “assurance audit”. This does not need a separate role, since the ‘financial merger’ does the ‘financial audit’ for you. Tailoring –:With PRINCE2, you can tailor the projects to make them small, yet effective.     1. Improving Strategy for Business Arrangement: To make the project run and sync towards the business goal, make sure your project is equipped with: Continued business justification – ‘A project should be run only if it is aligned with the organizational goal’, is the fundamental principle of Prince2. If you plan a strategy and resources for the project, your project will be effective. Business Case – The Business Case keeps record of the costs and expected outcome of a project. The non-perishable business cases can create inconsistent project objectives.      2. Sponsor engagement: Communication – It is useful to keep all the stakeholders in loop, including the sponsors.  PRINCE2 calls it stakeholder engagement rather than sponsor engagement. If anyone is interested in the project, they are expected to be updated with the project. Communication Management Strategy – A document that describes communication strategy with the stakeholders, may vary depending on the project size and organisation. You can make groups for communication. For instance, the group for project team meeting can also have communication strategy for individuals which depends on their communication preference. By and large, Prince 2 has proved to be a highly effective method for the success of any project. The team leads should be knowledgeable enough to master the method and upscale their teams accordingly.  
Rated 4.0/5 based on 20 customer reviews
Prince 2: The Road Map To Project Success

PRINCE2 is an acronym for PRojects IN Controlled E... Read More

Useful links