INFOMAXIUM
Follow the rules that professional managers use to deliver projects on time and on budget
Whether you are constructing a loading dock, developing a payroll application or building the ultimate widget, the rules followed by experienced project managers can help you.
Project management, which used to be the domain of information technology and manufacturing experts, has moved into the mainstream.
"It's now one of the most important business drivers that we see," says Chris Peacock, senior practice leader with the Canadian Management Centre in Toronto. "It's a new way of doing business that is widely applicable."
Mr. Peacock says that many industry sectors and government departments are turning to project management ideas, which include people skills as well as technical training.
The management centre recently developed a certificate program designed to meet the growing demand for professionals with these skills.
Other schools and universities across the country also offer programs. For example, the University of British Columbia also offers a certificate program, while Athabaska University developed an MBA in project management after its research showed that many people in charge of company projects have little or no training.
Mr. Peacock says that many people are involved in several projects at the same time and need special skills to cope.
Mr. Lohia suggests using the executive sponsor's authority to ensure that everyone in the initiative sticks to the objectives that were established.
It is too easy for a simple plan to produce a basic blue suit to be turned into a complicated project for a three-piece, double-breasted, pinstripe suit that ends up costing several times more than the original budget and takes twice the time to build.
Build a dedicated and qualified team.
Nancy Stonelake, system architect at Sprint Canada, says the team or organizational structure is a key element to the project's success.
She offers the following advice:
"Screen prospective team members, whether they're coming from inside the organization or being hired into the organization, and test them for such characteristics as team fit, ability to learn, problem solving and adaptability."
Be prepared to offer training and incentives to the team members, and continually instill with a sense of team spirit for the duration of the project.
Establish clear project governance, accountability and communication channels.
To George Hart, engagement management director with Deloitte Consulting, project governance, accountability and communication are vitally important.
He suggests that executives must take accountability for a project and be active participants throughout its lifecycle.
There can never be enough communication between the different members and levels of the project team and the governance bodies. This communication must be honest and forthright to support proper decision making. Optimistic or pessimistic reporting is not helpful to anyone.
Conduct a thorough risk assessment and develop risk-reduction strategies.
According to Mr. Hart, a list of risks and strategies to reduce risk should be maintained throughout the project. This must include a rigorous examination of all the things that can go wrong during the project and what to do when they do -- or how to avoid them entirely.
Implement a streamlined set of management processes and financial controls.
Management processes are often described as unproductive overhead, but
"this is not the case," Mr. Hart says. "Use financial controls, project plans, milestone dates, status reports, and weekly status meetings to stay on top of every project. Ensure that there is enough budget allocated and available to pay for quality deliverables at all times."
Prove your solution through a limited pilot project.
Try a test run, or a small version of your project, and if you run into trouble that's a sure warning of problems looming down the line.
Ms. Stonelake says this risk can be reduced by developing a "proof of concept" before committing to building the full solution.
"The proof of concept allows you to test all your assumptions and ideas while giving you an opportunity to change your mind at a relatively low cost."
Discourage office politics.
Mixed-individual agendas are another problem on many projects. This results in office politics as people try to advance individual interests at the expense of the organization's interests. Office politics are destructive because they take focus away from the project's objectives and consume energy better spent elsewhere.
Learn from past mistakes -- either your own or someone else's.
Mistakes will happen even in the best of circumstances, or despite the most careful planning. Being prepared to minimize their impact, while learning from personal or third-party mistakes, improves your chances for successfully delivering the project as a whole. Look for examples of success in related projects anywhere you can find them even before you begin.