Project Management: Utilizing a Reactive Methodology
My professional goal is to improve the overall success rate of projects. Proactive Project Management (Pro-PM) results in successful projects by gaining stakeholder buy-in through strategic vision, effective communication, deliberate planning methodology and building effective teams. With over 30 years of experience in the system integrations consulting industry, I have recovered failing projects for a multitude of clients ranging from manufacturing all the way to travel and hospitality. Currently, I am aligned with Blackstone and Cullen (a local consultancy) that has a culture of “do it right, get it done.” My professional background includes working as a program manager for a big five consulting firm and as a major global system integrator.
As indicated in last week’s article “Project Management: Utilizing a Proactive Methodology,” the most efficient way to prevent project failure is by starting right from day one. With the implementation of a proactive project management (Pro-PM) methodology, teams are effectively built. Ultimately, the Pro-PM methodology is impactful because it mitigates risk, adequately allocates resources and efficiently uses time.
But what if a project is failing?
Apply a reactive methodology in order to recover the project before it is cancelled and labeled as a total loss. Start by confirming that a solid business case was conducted as well as validating that the executive sponsor is actively involved.
Utilizing a reactive methodology
For the purpose of this article let’s work through the worst-case scenario for a failing project. In this scenario the business case exists and therefore the project has received funding. However, there is no active executive sponsor. The IT key stakeholders do not understand the value of the project and instead are focused on driving the completion of the initiative based on process instead of results. The business stakeholders have not been allocated full-time to the team and are absent within the case development. This is causing a lack of ownership since the rest of the team isn’t present to fully collaborate with those who know how the company works internally and how the specific industry is evolving. So, what now?
Task one, work with senior leadership for the allocation of an executive sponsor.
Task two, work with the executive sponsor to update the business case ensuring there are defined business benefits to include specific criteria tied to requirements. There should be no gaps in business value.
Task three, create a charter plan (this must be signed off by all key stakeholders) which includes a detailed schedule for conducting a rapid assessment.
Task four, conduct a rapid assessment (see below).
Task five, review the outcome of the assessment and identify the gaps in each project variable: work breakdown structure; risks; deliverable defects; resources; schedule; processes; and business value.
Task six, conduct a series of collaborative workshop sessions with all key stakeholders focusing on the purpose of the project, building relationships based on active engagement, openly sharing, mutual trust, respect and acceptance. Gather and develop feedback on what the effective, efficient delivery of the project needs to look like including exact activities to enable adjusting, aligning behaviors and actions to the targeted desired business value outcomes.
Task seven, determine what solutions will create the best outcomes such as a complete save from a potential loss or restore the project back to usefulness.
Task eight, based off of the results, determine changes needed such as a change of people on the team or a product pivot or overall process of attack. Ensure that there are the correct, best skilled business and technical resources aligned to deliver optimal benefits.
Task nine, recreate the project based on the determined outcomes including the tracking and timing of the ROI benefit realization.
Task 10, update the SOW with the identified findings, capture shareholders’ commitment and their signatures.
Task 11, restart the project with a kickoff meeting and drive to success.
How to complete a rapid assessment
A rapid assessment should be conducted within two weeks. This will provide an ideally timed response to get answers to stakeholders and determine the points for recovery.
Define and build a questionnaire that includes an interview plan and overall schedule based on the review of critical project documents.
Create a project war room where the team will be collocated along with the display of all results.
Plan, schedule and conduct a kickoff meeting. All team members must attend this event. During the presentation, focus on the project history and total progress as well as the purpose of the assessment, and an introduction of all stakeholders.
Interview stakeholders by utilizing the questionnaire. Share the results with all team members to maintain transparency and create trust.
Examine the performance, metrics, issues and forecasting performance throughout the assessment results. Share findings with all team members.
Analyze the gathered data to better prepare the findings that will eventually be presented. Share results with all team members.
Report findings to stakeholders.
