Document Management Tips - Old School

Did you realise that you don't actually need a fancy, expensive piece of software to ensure that your documentation is managed effectively and efficiently... as with all things, a little organisation and a drop of common sense goes a long, long way.

Here are my top tips for managing your documentation...

Library Location....
An electronic document library should be housed in a central location, where all relevant staff are able to access it. A shared access drive or local intranet site are ideal. There is very little need for extensive physical document libraries in the modern office; however, when required, consideration should be given to the volume of data to be stored, frequency of access, and the duration for which it will need to be retained.

Security....
Documents contain valuable information about your organisation, projects, customers, suppliers etc... Ensure that your document management systems comply with all relevant information security policies and standards (this may include ISO27001 and/or PCI-DSS).

Library Management....
Ensure that responsible staff have clearly defined roles and responsibilities in the creation, management and on-going maintenance of the library. Responsibilities should be integrated into job descriptions and performance management objectives for relevant support staff.

Folder Structures and Naming Conventions....
Ensure that documentation and information is stored in a logical way, and that users are able to find what they are looking for. Keep filing structures simple... keeping phases or stages of a project together in line with the project management methodology, for example.

Version Controls and Change Control ....
All documents need to be version controlled. Use of minor/major numbering for version controls ensure tracking of approved changes and updates to documentation. Inclusion of next review dates in document controls will assist in ensuring that information in documents remains pertinent and relevant to the organisation.

Document Templates....
To ensure consistency of documentation design and compliance with corporate/organisational branding provide all staff with access to a centrally managed and located set of template documents.
Regularly used document templates may also include example content to ensure quality of information retained by the organisation.

These are just a few tips. If you want to know more, feel free to drop me a line.

So what's your problem?

Every PSO I've ever come across has a recurring problem, "That" process that gives you a real headache. So what is yours?

It's an easy mistake to decide your PSO is failing or isn't doing its job properly and to disband it or embark on a complicated process of business re-engineering. In some cases this may be true and necessary. However, the fact is, some of the biggest issues you face in a PSO aren't anything to do with the make up of the PSO, it's role within the organisation, the projects you support or even your organisation's chosen project methodology, you can actually resolve most issues with a few tweaks to your administration and support processes.

Your most frequent problems can be grouped into four main areas:

• Document Management
  
• Resource Scheduling
  
• Reporting Cycles
  
• Time Recording Systems

These are all areas of responsibility that virtually every PSO undertakes at some point, but it's amazing how little understood the processes are, and they can easily be overlooked or taken for granted.

Over the coming weeks, we'll take a look at each of these subjects in more detail and I'll give you a few hints and tips to make the administration of your PSO a little easier.

Next post:
Document Management – 7 Top Tips

Myth Busting

I thought I'd start off by dispelling a few PSO myths...

There is no such thing as a perfect PSO!
Every PSO is unique, having been established by and for a specific business need...whether that is by a single project for a few months or an entire change programme with long-term goals and a benefits case that stretches out for years. Advocates of the recognised project management methodologies all have their own ideals and none of them are any better or worse than any other…they are just different.

It doesn’t matter what you call it….it’s still administration!
Programme Support Office, Project Office Support, Programme Administration - no matter what fancy name you give it the processes and tools you need to use will generally be the same. There is absolutely NO shame in calling it admin. Look up administration in the dictionary: management, direction, running, government, supervision, organisation.
....and if no-one administered the processes and policies that govern project and programme management there would be no consistency and control.

Anyone can work in a PSO….False!
Project and programme support is a professional role and requires a specific set of skills and aptitudes which are NOT found in just any job. Communication and document writing, problem solving, ability to deal with pressure and deliver to tight deadlines, attention to detail, leadership, governance and policing, risk and change management, financial aptitude, planning and schedule management, business analysis, competency with IT solutions…and the list goes on. This is not your everyday skill set.

There is no substitute for common sense!
Now the funny thing about common sense is that it isn’t very common at all. Yet it is still the PSO’s best ally in the mire of methods, approaches and tools that we could use. If something doesn’t make sense…use something that does!

Next post:
What's your problem? - Common issues faced by the PSO

Putting Theory Into Practice

Every bookshop in the land has a section on management skills, management theories and a regurgitation of the same old themes and templates. Each one has an idea on how things should be done, but most focus on the application of project management methodologies. There are very few publications that give practical advice to project and programme office professionals who support these processes day in and day out.

My aim is to share some of my 12+ years experience in setting up and running project and programme support offices to provide practical advice and a sensible approach to professional project administration.