{"id":3029,"date":"2017-01-23T09:38:56","date_gmt":"2017-01-23T09:38:56","guid":{"rendered":"https:\/\/www.binfire.com\/blog\/?p=3029"},"modified":"2017-01-23T09:38:56","modified_gmt":"2017-01-23T09:38:56","slug":"definitive-guide-collaborative-project-management","status":"publish","type":"post","link":"https:\/\/www.binfire.com\/blog\/definitive-guide-collaborative-project-management\/","title":{"rendered":"Definitive Guide to Collaborative Project Management"},"content":{"rendered":"

Collaborative Project Management or CPM is the application of tools and processes to help\u00a0employees working on projects to collaborate more effectively.\u00a0 It is not a separate or standalone Project Management methodology. It applies equally well to all project management methodologies like\u00a0Agile, Lean, Waterfall, and Hybrid. \u00a0 Collaborative project management\u00a0is based on best practices for using tools and processes to tap into the collective\u00a0knowledge of all employees. This process helps to achieve project objectives faster and hence increases productivity.<\/span><\/span><\/p>\n

The adoption of Collaborative Project Management practices requires enterprise-wide acceptance and buy-in by people at all levels of the company. From the CEO down, all stakeholders have to commit to this process. The implementation\u00a0impacts the organization from a People, Process, and Technology perspective.<\/span><\/p>\n

Collaborative Project Management has become both a buzzword and at the same time increasingly illusive aim to achieve for most corporations.\u00a0 In 10 years since Harvard Business Review<\/a> published about\u00a0this subject, little has changed. \u00a0Companies spend Billions of Dollars on improving collaboration and productivity. \u00a0But unfortunately, have little to show for it. The HBR research shows that there are four factors that affect\u00a0collaborative team building in organizations:<\/span><\/p>\n

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  1. Size:<\/strong> Today Project Managers can tap into a vast\u00a0network of employees in the local market and abroad. It is not uncommon for teams to\u00a0have 20 or more members.\u00a0 The unintended consequence of large teams is that effective communication becomes\u00a0less frequent and focused. In these teams, members are less likely to collaborate and communicate.<\/span><\/li>\n<\/ol>\n
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    1. Virtual Environment:<\/strong> We no longer expect team members to be in the same office, country, or even time zone.\u00a0 A lack of physical contact can reduce the level of collaboration between members. In extreme cases, some members\u00a0may never have met their colleagues in person.<\/span><\/li>\n<\/ol>\n
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      1. Cultural Diversity<\/a>:<\/strong> Research suggests that team members are more likely to collaborate if they see themselves as alike. \u00a0 Cultural differences\u00a0and language barriers have been shown to reduce collaboration.<\/span><\/li>\n<\/ol>\n
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        1. Education Level:<\/strong> Although not necessarily an intuitive finding, HBR research indicated that more skilled workers tend to value collaboration less. These workers\u00a0value independent work or collective work.<\/span><\/li>\n<\/ol>\n

          Despite the concerns above, Collaborative Project Management can thrive. This is done when the management is committed to the concept and helps to change the culture, process, and technology. \u00a0The organization should encourage collaboration across all departments in the company.<\/span><\/p>\n

          3 Elements of collaborative project management<\/span><\/h2>\n

          1-People<\/strong><\/span><\/p>\n