This article first appeared in the August, 2003 edition of the Jacksonville Business Journal
Every organization has projects. Some are internally focused and others provide service to customers. Yet, almost every organization struggles with its projects. They are often completed late and/or over budget and do not accomplish their original goals.
There are lots of reasons for project difficulties.the excuses are endless. Complex projects are especially difficult. They usually have an extended schedule of several months to several years. Their scope is large, and lots of people are involved. Usually, multiple internal and external organizations have to work together to create success. Often the customer is involved throughout the process.
If you are leading a complex project, your work is cut out for you. However, there are some things you can do to increase the odds in your favor. Here is my personal list of guidelines developed over twenty-five years of work with some of the largest projects in the world - oil refineries in Southeast Asia, offshore drilling stations a mile deep off the coast of Africa, and the development of some of the most complex hi tech products in the marketplace today.
Successful projects include commercial success
This statement ought to be self-evident. Yet, many project managers focus almost exclusively on the technical aspects of their projects while re-work, cost overruns, schedule delays, and other factors create commercial disaster. At the end of the project, success will be determined by three factors. First, did the project deliver what it promised? Second, is the customer satisfied? Third, did you achieve your financial goals?
Strategy before execution
By the time the project is authorized you may already behind the initial scheduled completion date. Of course, the customer does not want the end date to slip. This creates an immediate sense of urgency to "catch up quickly" and begin work immediately.
Although it feels good to get underway, this is about the worst way to begin a project. These first few days or weeks are the time when you should review the entire project and develop the strategy that will be used to drive the project. Set your direction and strategy before you start significant implementation
An integrated project plan is key to success
The more complex the project, the greater the interdependencies of the major project elements. Yet, each major segment of a project tends to work independently of the rest of the project. Your job is to develop an integrated plan with your project team.
Project planning is too important to ignore. The sequence and overlap of key activities rely on sound experience and judgment. Compression and overlap increase uncertainty and risk. If successful, compression also reduces schedule and cost. But lack of integration is almost guaranteed to create re-work. Take the time to plan it right - or you will have to spend the time and money to do it over.
Measurement drives behavior
The engineer's maxim is: "You don't understand anything until you can measure it." The manager's equivalent is: "People respect what you inspect." Both statements describe the power of measurement. Without a focused measurement system your project will be task-driven and reactive. Events will overtake you and problems that were controllable at an early stage only become raging forest fires.
The key question is: What should be measured? There are only a limited number of measures that can be used. Work with your team, review the strategic drivers for your project and select the measures that will provide the best view into the future.
Build your project team
Successful project managers recognize that all their key players must be committed to the goals of the whole project, their own responsibilities, and each other's success.
Define the members of your team whose roles are central to the project. Work with the core team to guide the project, provide input for key decisions, ensure project integration, and monitor and control progress.
Define the customer relationship
Your customer may be external to your company or an internal group. Your relationship with your customer should be based on the nature of the project, the contract, and the customer's needs and style. There is no standard approach for a successful client relationship. Whatever the approach, this relationship needs to be carefully developed, clarified and agreed with the customer, and followed to ensure a positive mutual experience.
Complex projects are tough. So are smaller ones. But they can also be very satisfying for everyone concerned. As the project manager or team member, use these guidelines to create a successful project for everyone!
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