Projects have been around for a long time of course and in the modern era we have accumulated a vast amount of best practice on how to manage them. It isn’t usually that we don’t know what to do, it is that we don’t actually do it. We get into trouble when we just leap in and dig straight into the logistical entrails, without giving enough thought to a macro 360 degree view of what is involved. We see this tendency all the time. Any group of people given a project task go straight into the gruesome detail. In project planning, a pinch of planning goes an extremely long way. Having a common and clear set of rules helps to ensure we are all approaching the project in the same vein.
Here are ten rules for ensuring that what needs to get done is completed on time and to expectations.
Mind our business. Keep our eye on the ball, especially defining what is inside and outside the project scope. This often changes mid-steam so we need to be nimble and adjust accordingly. Know the customer’s requirements. Double check you have properly understood the detail, document it and keep checking against that documented record, especially if there are changes needed. Plan well. The plan will cover the scope, schedule, cost, approach etc. Involve task owners to gain buy-in and apply a strong reality check to what you have created. Strangely, the planning value comes from the creation process and not just the project outcome. It forces some hard thinking, tough prioritisations, player commitments, clear controls, smooth coordination and cooperation. Basically, the things at which most companies are usually rubbish. Build a great team with strong ownership. Motivation of the team is critical, so we need total clarity around the WHY, trust, communication, sufficient resources and mutually agreed deadlines. Track progress. Frequent reviews, wide visibility, broad communication and clear goals are needed. There are hard and soft aspects to most projects, so ensure we don’t overlook the soft skills needed to succeed. Use baseline controls. These are the fundamental building blocks against which we steer the project forward and against which we alter course when needed. Write it, share it, save it. Here is the Holy Grail of project management – write it down - if it isn’t written down it doesn’t exist. Document procedures, plans, evolving designs. Baseline controls are compared against the preserved records. Repeatable projects especially need this record, to which are added the fresh set of insights and learnings of the current project. Test it. Jumping into new territories with both feet can be high risk. Better to develop test cases early to help with understanding and verification of what is required to succeed. Resources and time are the most often underestimated elements, so an early testing helps to flush out the gaps. Ensure customer satisfaction. Make the customer’s real needs the prism through which everything is viewed. Undetected changes in customer requirements or not focusing on the customer’s business needs can in fact blow up in our face. Be pro-active. Be proactive in applying these principles and in identifying and solving problems as they arise. Review and search for problems, knowing there are people dedicated to hiding issues. Vigilance is a virtue we all need to practice when working on projects, especially anticipating trouble before it arises or becomes too explosive. Stop the same old, same old and take a fresh look at your methodology for approaching projects. It seems so simple, but it can simply go wrong so easily. You might be surprised at how loose and inefficient your current methodology is. We can always do better and these ten rules will help us on that journey.
