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Why You May Not Be Getting it Right with Your Project

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IG is currently a Business Developer. He has good exposure in project management with over 5 years experience on different projects.

why-you-may-not-be-getting-it-right-with-your-project

The art of managing a project is a combination of very critical activities that require a lot of planning and documentation. You cannot recoup completely, used resources when you channel them wrongly; justifying the series of lengthy meetings performed during project initiation.

As a result, companies always improve on their strategies to achieve the least possible waste during project implementation.

Project sponsors are sometimes inexperienced. It is necessary to involve experts in the definition of the desired project objective. The essence is to create measurable goals within budget, scope and schedule constraints. SMART (Specific, Measurable, Achievable, Relevant, Timing) parameters must be in place to guide stakeholders with the specifics of the project.

Exhaustive requirements gathering from stakeholders before project commencement is as critical as the success of the project. Since the result of a project is determined by the quality of the requirements gathering process. It is during this process that you develop the relevant documents to guide project planning. Requirements elicitation is a continuous process that depends on situations and changes that may arise over time as the project progresses.

Use different methods to collect data from relevant quarters before project commencement. The essence is to find out if there are consistency and truth in the requirements gathered before assigning scarce resources. Also, evaluate the requirements for their ability to satisfy the main objective of the project before the acquisition.

why-you-may-not-be-getting-it-right-with-your-project

The project stakeholders-project team, consultant, sponsor, customer, end-user and any other relevant stakeholder should consider, resolve and document the strategy for the implementation of the project. Develop the plan documents for the different aspects of the project (cost, schedule, risk, scope, quality, resources) that should collectively make up the project management plan. This plan must be understood by all active participants in terms of technicality and objectivity to minimize rework.

Determine the critical success factors and trace them to the different project goals to secure the project objectives. The monitoring and evaluation team oversee that, to ensure successful project delivery. Also, decide, validate and make available your measurement techniques and tools. So, that they could be tested and certified fit for use. Do this before the commencement of the project to avoid bottlenecks that could impact on the baselines.

Clearly define the activities that fulfil the goals, that make up the objective of the project and identify the resources (skillset, expertise, material) that you need to execute the project management plan. Furthermore, verify, validate and document the availability and assignments of the identified resources. Assign resources appropriately and make them available according to your schedule.

The project team implements only, what is in the project management plan unless the plan is revised and updated before or during implementation. Every project should allow for some degree of flexibility by creating room for variations which reflects in the assumptions log/document. The essence is to provide a safety net for the project manager to leverage on, in the face of unforeseen circumstances that may not be in the initial plan.

Project implementation and monitoring go hand-in-hand. Otherwise, the cost of quality will be unimaginable because errors will widen, and the bigger the mistake, the more the cost of correcting it. Monitoring is necessary to keep project implementation focused on the baseline. Since you continuously fashion the baselines to approved versions of updated project plans, you will only have to reference during monitoring.

Focus your project evaluation on the business case. It assesses the degree to which the rationale for the project-business need and value-are fulfilled. The sponsor, project manager and key stakeholders appraise the benefit delivered by the project with predefined indicators. The result of this evaluation, which also uncovers any variance that may exist in line with the set indicators, is what determines the level of satisfaction attained. Make adequate corrections where the key stakeholders are not satisfied.

You need to update your stakeholders regularly on the status of the project. It will keep them informed on how well you are utilizing their resources, and how soon the project can start yielding benefits. All reports should include the current baselines and variances, as well as the necessary recommendations. The benefits management plan should also be included in the report to compare the actual with the documented benefits to ascertain the degree of realization.

why-you-may-not-be-getting-it-right-with-your-project

Project sign-off and handover is as essential as its mobilization. Closing a project calls for the validation of project deliverables by the sponsor before final acceptance of the deliverables. At closure, archive the project documents - lessons learned and historical information. The final handover of the project could take a while based on the nature of the project. Make sure you collect the competition certificate to substantiate your experience for more opportunities.

Finally, improper documentation could kill a project. Successful project delivery depends on the level of discipline shown by the participating stakeholders.

This content is accurate and true to the best of the author’s knowledge and is not meant to substitute for formal and individualized advice from a qualified professional.