The small L company CEO, which had fruit management experience in large scale tech company, wanted to improve its process efficiency and to collect realistic working hours spent in the process so that development cost could then be calculated. Two product lines were created and the integration team leaders were named as PLM who were supposed to manage the project and report to management team regularly. IT were called in to add functions like entry and reporting of working hour in existing system for each project. Before this change, so called PM role was mostly done by sales people.
The results: PLM just could not perform the role. Eventually, everything came back to its original states.Why....
- W/O proper training for mind set and skills
- Ownership
- Cross-function integration, communication
- Comfort zone, responsibility(hot spot)
- Weak PLM in personal authority
- People used to be ordered by his manager
- People won't argue even not the right thing
- No need to do it in such scale ??
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