There comes a time in all companies where a group of people look at each other and wonder, what the heck is going on here? Small organizations have a tipping point where the projects that they are attempting to manage are no longer able to be easily controlled – they are too big and involved. There are too many other things that need attention. There are too many people to coordinate. This event is a turning point. How small business navigates this hurdle will lead to success of failure. Simply put, how a company starts to manage complex situations will determine the future of the organization.
Small businesses strive to be large. As a result, they go after big business; in some rights, these small companies cannot manage these projects if they win them. But management wants the big fish. What is the best way to start the process of managing these projects? Budgets usually prevent small shops from going out and procuring a high dollar PMP for such work. Likewise, the ideas that experienced people might want to implement are not always small budget friendly. How can internal resources or existing employees be tapped to begin the process of bringing a structured project management process to the fold? Beginning an internal Project Management department within a small business is as much selling the idea to management as selling projects themselves. How have others been able to navigate these waters to better sell the ideas to department heads or top level brass?
In the end, it is about selling. Selling the idea that by spending now, we will save in the future. A company needs to be able to put dollar amounts on how much time it is costing to do the items that do not directly result in paydays. Management needs to adhere to the old adage that a stitch in time saves nine. Let that project manager be a stitch in time. Long term, the entire organization will benefit.