Archive for the ‘Initiating Process’ Category
Teams needs to be clear about the desired program outcome and expected results
Wednesday, February 9th, 2011
I will contend that many programs and projects struggle because program and/or project teams do not have a clear picture of the intended program outcome and their role in delivering the desired outcome. This is especially true with IT projects utilizing new and emerging technologies.
This phenomenon has many early warning symptoms. For example,
1. Early on in the program, each member of the project team cannot articulate the intended program outcome, why it is important to the organization or the value they will contribute to the program’s and/or project’s success.
2. Team members cannot articulate what needs to be done. Team view is, “We will figure it out as we go along.”
3. New technology has never been implemented in a large complex environment and, therefore, technology vendor assists with defining WBS/WBS Dictionary definition or risk event identification – often this definition is what the vendor can (or wants to) do and not what is needed by the program
You may have observed other symptoms, but I think you get the picture.
So the question becomes, why is this important? It is important because when program/project teams are not clear on the outcomes and their roles, projects stall. When programs/projects stall, the budget is over-run and key milestones are missed. Very often the program/project scope is narrowed to deliver the project with some benefit earlier than the newly projected delayed end date. In all cases, the program/project does not meet the approved business case.
As the program and/or project leader, you need to be clear and you MUST make sure the program/project team is clear on all aspects of the work effort. Specifically, you need to be clear on the outcome(s) and expected results, the purpose of the outcome, the skills required to achieve the outcome, and how the outcome/results are going to be achieved.
With respect to your team(s), you need to make sure your team is clear on the outcome and why the outcome is important. Each team member also needs to be clear on the deliverables expected from them and their due dates. You also need to ask each team member what dependencies they have on other team members’ deliverables and/or intermediate work products.
Short of your program/project team(s) having this clear picture, you are putting your program/project at risk (e.g., cost, schedule, quality, etc.) of not achieving the approved business case. This communication should be communicated to the team during the initial kick-off meeting and reinforced at least monthly during regularly scheduled team meetings.
Two recommendations:
First, to address existing stalled projects, take the time to make sure your team has a clear vision of the intended outcome and its role in achieving that outcome. Your team should be refocused on the intended outcome and will offer up ideas on how to get “unstuck.”
Second, to help prevent stalls on new programs/projects, communicate the desired outcomes, program/project purpose, and expectations during the kick-off meeting. In addition, as you bring aboard new team members, make sure each team member is clear on the program/project intended outcome(s) and their role in the achievement of those outcomes. You will be glad you did.
Posted in Initiating Process, Leadership, Planning Process, Portfolio Leadership, Program Leadership, Project Leadership, Risk Management, Troubled Projects | No Comments »
Initiating Process – Do you have a Project Charter? Or, something else?
Monday, December 14th, 2009
Background
Project Management Institute’s (PMI) A Guide to The Project Management Body of Knowledge (PMBOK), Third Addition states the Initiating Process Group “consist of the processes that facilitate the formal authorization to start a new project or a project phase” (p.43).
Challenge
A common issue on many Programs and Projects is either the lack of a Project Charter or, confusing a Project Charter with a Project Management Plan.
In addition, many organizations do not require a Project Charter if an approved Statement of Work (SOW) or an approved Purchase Order (PO) is received. This practice does not represent Project Management Best Practices.
Helpful Hints
A Project Charter is usually a one (1) or two (2) page document that describes the fundamentals of the project (or project phase) and provides authorization for the project. The Project Charter is prepared during the Initiating Phase and approved by the Stakeholder(s). A Project Charter will help the Program/Project Leader understand, with clarity, their level of authority and the level of influence for each of the stakeholders.
A Project Charter should include scope description, schedule and cost goals/objectives, assumptions, project justification, stakeholder list and their level of influence, constraints (as defined by the stakeholders), relevant organizational information, summary budget, and of course, stakeholder approval signature (can be digital signature). A complete discussion of the inputs, tools/techniques and outputs for the Project Charter is contained in Section 4.1 in the PMBOK (pp.81-86).
The Project Charter does not contain management plans (e.g. how you will manage risk, communications, etc.). The Project Management Plan and will be discussed in our next blog (Planning Process).
As a Program or, Project Leader, if you take the time to make sure you have a Project Charter, you will improve your program/project effectiveness and you will be consistent with the project management industry profession’s Best Practices.
Ira M. Hendon, PMP®
President and CEO
Hendon Group, Inc.
References
Project Management Institute (2004). A Guide to the Project Management Body of Knowledge (3rd ed). Newtown Square: Project Management Institute.
– © Copyright 2006 – 2009 Hendon Group, Inc. All Rights Reserved.
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Weight Loss – Treating the resolution of personal challenges as projects
Monday, December 14th, 2009
PERSONAL CHALLENGE
Weight management appears to be a challenge for many American’s. I am no different. When I stepped on the scale this morning, I was 444.6 pounds. My doctor has diagnosed me as morbidly obese. What does this have to do with project leadership you ask? EVERYTHING. Just like the old story about the Cobbler’s Children not having shoes (I am not talking Peach Cobbler). Project Leaders have a tendency to help others solve their problems and ignore their own individual challenges (often until it is too late). This project is about stepping up to the plate and solving personal challenges as personal projects.
The purpose of this Weight Loss blog is for me to provide updates to my readers on my own personal project…Getting Healthy and loosing approximately 240 pounds in the process. This project is my toughest project to date and expected to be a “troubled project” throughout the effort.
MY PERSONAL PROJECT
My strategy will be to treat my personal weight loss effort as a project. That is, plan it like a project, execute it like a project, monitor and control it like a project. The first step is to create a Project Charter. As you can see from the Project Charter link, the project is approved and now official. The next step is the Planning Process and will be discussed in my next blog. My weight loss blog will be updated weekly.
Ira M. Hendon, PMP® President and CEO Hendon Group, Inc.
– © Copyright 2006 – 2009 Hendon Group, Inc. All Rights Reserved.
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