The idea is that you make the company look bigger than it actually is, and go after projects that are at the upper reaches of your capabilities or beyond. This is a good idea when you want to grow your company, as it can allow you access to larger projects and more profitable markets.

Unfortunately, “Punching above your weight” can easily become “Getting knocked out” when you can’t actually deliver what you have promised. To move to the next step, a company needs razor sharp internal processes, committed, expert staff and a clear direction. It’s a big gamble, and it’s double or quits.

There appear to be two ways of doing business: Firstly, do everything right, keep within your focused area of expertise and grow steadily. Secondly, expand quickly, promise the earth and worry about whether you can deliver it afterwards. This appears to lead to poor, rushed projects that take too long and do not deliver, and a lack of confidence from the client.

Way 1 gains long term customers that trust you to tell the truth and deliver what you promise. Way 2 gets you the business in the short term, but means you don’t learn how to manage the project properly and the client will probably jump ship as soon as they can and hire someone that can do what they promise.

I have been managing projects full time for six months now, and it’s time to reflect on what I have learned.

• I got the official books, but reading them did not help much.
• The method is complex, and over the top for smaller projects.
• I did the Prince2 Foundation course, which helped immensely as I could ask questions.
• I am the only project manager at the company, so I am cutting a new path. This was, and still is, hard work
• I concentrated on the technical aspects of the method and neglected the human aspects - this alienated and upset a fair few people
• Bringing tight structure to one part of the company has had knock on effects, for better and worse. Prince2 only works if the surrounding structures are strong enough
• Being a PM is like being a manager, but without the authority and resources to make things happen. Especially when being new to a company, this led to clashes with line managers over handling a person’s workload and setting timescales
• Customers have commented on how organised and professional we seem to be now
• It has been very satisfying and has had many positive effects on me, my colleagues and the company

In summary, it has been difficult to integrate with existing people and processes, but when people see the benefits to them and their role, they have welcomed it after initial resistance. Being a new PM and bringing the method to a company is difficult, and I would push for some kind of consultancy or mentoring if I had to do the same again!

Work put me through a Prince2 Foundation training course during December, booked through Focus Training and delivered by Datrix Training. Prince2 is pretty much the standard for Project Management in the UK, coming from the government’s experiences in areas such as the NHS. Having done the course, it all seems like blatant common sense, but it’s surprising how powerful it can be.
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