Project Management: Utilizing a Proactive 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 pointed out in last week’s article “Project Management: Why Projects Fail,” 70% of projects crumble and are not successful due to a lack of stakeholder buy-in. Project managers build stakeholder buy-in through developing a strategic vision, encouraging effective communication, employing a proactive project management (Pro-PM) methodology, and building effective teams. Pro-PM methodology is effective because it mitigates risk, allocates resources effectively, and uses time efficiently.
Why is Pro-PM methodology effective: risk mitigation, resourcing, and time management
Pro-PM methodology identifies risks to the success of the project and mitigates those risks. This means taking control of any situation that could arise throughout the project, well before it actually happens. Think through what issues or scenarios could happen and plan for how to either avoid getting in that situation or how to deal with it if it happens. Doing this exercise with a complete project plan provides a great opportunity for all team members, regardless of their knowledge and experience, to continue to grow a project through analysis, planning, and execution.
Pro-PM methodology uses a systematic process that allocates resources where they are most needed and where they are most useful. Remember, no two projects or clients are alike. A process to resource allocation implements strategies that adapt to the unique conditions of each project.
Pro-PM methodology develops and employs synchronization and tracking tools in order to keep the project on schedule and manage time competently. The two longest lead-time items for all projects are the resourcing of people and application of system environments. A Pro-PM methodology keeps a team on their toes as well as keeps their work timely when developing and implementing solutions.
How to build stakeholder buy-in through Pro-PM methodology
Develop strategic vision
Name the executive business sponsor for the project. This role owns the business case.
Define the overall solution based on the completion of an options analysis, create a ROM estimate, and identify the top risks.
Encourage effective communication
Structure and plan the project for scope, cost, quality, and schedule. Base this on the best practices of either the Project Management Body of Knowledge (PMBOK®), PRINCE2® or Association for Project Managers Body of Knowledge (APMBOK®). This includes the full articulation, maintenance, and completion of each integration management process.
Use program management information systems as a way to remain accountable and active when evaluating the process of the project.
Perform frequent and consistent check-ins with team to best monitor and manage the progress of tasks. From these results, create weekly and monthly status reports to inform the executive business sponsor and other leadership of updates.
Maintain stakeholder engagement with daily communication on project progress. It is best to over communicate to keep stakeholders actively involved.
Build effective team
Identify the characteristics and skills of the most successful project manager needed for the initiative. Recruit and hire.
Implement a project management culture based on solid planning, financial skills and resource leadership.
Identify the skills needed in other roles and recruit to fill these positions. Complete onboarding for all team members and begin in-depth mentoring to help build a foundation for retention.
Educate and train team members on stakeholder engagement and the change management process.
Identify which team members need to work toward competency certifications to further support solutions for the project.
