![]() Get everyone thinking the same way about governance Are you charging them out directly or indirectly? Are there overheads? Who sees what in P6? What are the GDPR implications? Again, it’s more than a technology project. That’s because you’ll need to load activities with roles and resources – who does what, how many days a week and for what hourly rate. You’ll need joined-up thinking across project, finance, HR and security departments. Stakeholders from around the business will need to agree these structures. So to set them up, you need to know how the organisation runs projects and how its different parts work together. For users, OBS and EPS are rigidly set in P6, and they’ll affect key things like access permissions and reporting lines. The same goes for the enterprise project structure (EPS) that project teams operate within to set up their own work breakdown structure (WBS). So you need to set up P6 to reflect the organisation breakdown structure (OBS). How big those benefits are, and how long they take to appear, will depend on the early decisions you take about system set-up, conventions and processes.Įverything from how finance handles accruals to how Human Resources (HR) calculates pay and benefits has a bearing on what P6 tells you about earned value. It could be years before all the benefits kick in. We’ve found it typically adds about 10% to teams’ workload as it beds in. P6 needs a lot of rigorous project control. But it’s also a wider development challenge. Your network has to have enough capacity, your desktops have to have enough memory, and so on. Implementing P6 is partly an IT challenge. Along the way to building your own capability, you might need outside help. The right skills to get the most out of P6 can be hard to find in the UK.
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