Four Critical Components in Successful Project Implementations

As most project managers know, having solely a project plan does not guarantee project success. We can fill entire buildings with project plans that are associated with failed projects.

I have found in my experience that there are generally Four Critical Components that a project manager must consider when implementing programs or projects to assess the probability of success for his project.

1. Senior Management Support - this is a key ingredient to success. The project must have full senior management support and this does not mean just financially, but that helps of course, but senior management must believe in the output and must advocate for it to the general business community. This is where excellent stakeholder management skills come into play. A project manager must understand what BUSINESS KPIs are important to senior management, how the project supports those and what is the ONE PROJECT KPI that senior management will protect in times of crisis - cost, schedule, quality, scope?

2. A Solid Strategy - Thee project must tie up to an overall business strategy that can span multiple years and it must be an important part of that strategy. The strategy must be concrete (not just a vague vision), comprehensive, sustainable and drives significant incremental value to the company or client. If the project feels more like an off activity then it probably is a rogue project and we all know that at crunch time - nice to have projects are no match to critical to do projects.

3. An Enabled Talent Pool - we all know this - even the best project plans out there will not bring any benefit to the company and the project if the people leading and executing the plans are not properly enabled and/or not the caliber required by the project. Don't be deceived by some people saying that project managers are generalists - the best project managers I have seen are actually specialists. Not to say that they can't run general projects but they excel in their chosen fields. The project team members must also complement one another, know their roles and must be properly resourced to execute their jobs. The most mature team are those that understand that individual superheroes do more damage than good to a team and at the end of the day - it is the entire project team - working as one - that can deliver successful projects.

4. A Consistent and Appropriate Set of Tools and Processes - from process definition, handovers and even documentation requirements - all of these must be consistent and appropriate for the project being undertaken. A good PM will know the different process and tools (like those from the PMBOK) - a great PM will know which processes and tools will be most effective in the project. Discuss early on in the project what processes will the team follow, who will do what at every task (RACI), what documents will be required at what phase and what tools will be used to create and share project assets across team members. Regularly assess as well how the tools and processes are helping the project and be open to changing them if need be.

The Project Management Circus: The Final Act - The Escape Artist

The show has reserved its best act for the last and entering the stage right now is the escape artist - who also goes by the name project manager on his non-circus performing days.

The escape artist thrills everyone and brings out that gasp in the audience as he always puts himself in situations that will kill a regular human being..but he is no ordinary person - he is the escape artist.

So what does the escape artist have in common with the project managers of the world? It is his ability to know his environment, use his knowledge and training to get out of tangled up situations and still come out victorious, alive ..and the to roaring applause of his audiences.

A project manager must always know his tools, his equipment to be able to manage his projects. A project manager must also train himself constantly on not only knowing the tools but also on how to use them and when. He must practice. Constantly.

If a project manager does not know his tools well enough and does not have experience in managing complex projects - he might just be one of the casualties waiting to happen in this great art of being an - escape artist.

The Lion, The Witch and the Project Manager (How to Manage Scope Creep)

The Lion - the stakeholders who roar the most and try to add scope without willing to add resources or bend to new schedules. They hope that since they are the supposed Kings of the Jungle - the only thing they need to do is roar loud enough and whatever wish they have will come true. They sometimes also go by the names of sponsors or key stakeholders.

The Witch - the stakeholders who brew several potions or stories to get you to support the scope addition and with her magical spellcasting, she tries to have you understand that what she wants is truly as natural as breathing and that to not support it is foolishness. She also uses her craft to convince you that the natural addition should not result in any schedule or cost changes. They sometimes go by the names end-users or business partners.

The Project Manager - the lone knight who has to protect the project and the team from the Lion and the Witch and what is the secret weapon you say? The Sword of Truth.

As a project manager, we all know that adding scope cannot have a zero effect on the other constraints, you can minimize them but zero impact is rare, most notably impact to schedule and costs. By stating the truth, the Lions can be silenced and the Witches can be bound.

Question the benefit vs costs of adding the request to scope. Ensure all stakeholders are aware of the impact of the addition and ensure that if the addition is agreed upon - that the decision was not made because the Lion roared nor because the Witch spellcasted but with full clarity powered by the Project Manager's truth.