With over 100 projects under my belt, I have a good sense of what makes a project succeed (or not).  

While technology has been a component of every project, I believe the focus on business value or benefits has been critical to making each project a success. 

Proven system methodologies are available and well defined for the technical side of a project.  It is often the ‘less defined’ methodologies supporting other project components that create the most risk. I will share my favourites over time; this blog covers…. pay now or pay later!

Pay now or pay later!

Anyone who has worked closely with me has heard me say this over and over throughout a project. Organizations always have time to rise to a customer or operational crisis resulting from:

• poorly defined requirements
• insufficient communications
• lack of project management rigour

I cannot impress enough the value of putting in the time to properly plan a project, which means:

• review it with the stakeholders and project team so that everyone understands why the project is happening
• define what key benefits must be delivered to call the project a success
• define what risks are likely
• define how to identify and respond if one of those risks emerges even slightly

 The costs (and casualties) are exponentially greater than the extra planning effort that could have avoided the crisis.

What’s all this fuss about a Project Plan?

A detailed review of the project plan by key stakeholders is critical to ensuring aligned objectives and resource commitment. The size of a project plan can vary depending on: project size, risk profile and the experience of the project team.

I have seen amazing four-page plans and hopeless 200 page plans. Clear definition of these three most important components is critical:

• the benefits to be delivered
• a real risk profile
• a well-defined communication strategy

Embrace the template

I like to start with a template to ensure a comprehensive plan.  Build up the content for the riskiest portions of the project to ensure all reviewers understand: scope, assumptions, areas of risk, and communications required to keep things on track. 

Make sure everyone agrees on thebenefits and what success looks like.  For areas with little risk anticipated, reduce the content and provide less detail.It is important to focus stakeholders on real issues and risks; they will appreciate the focus and consideration of their time.

Let the Project Manager do their thing

A seasoned Project Manager will review the draft plan with key stakeholders and ask:

• what risks they anticipate for the project
• what results they expect from a successful project
• what competing agendas may exist

A comprehensive interview process takes extra effort but can uncover some of the real threats to a project. 

Resolving inconsistencies across stakeholders early is easier than trying to resolve them later when the investment in decisions, solutions and communications has already been made.

The nature of project management is working with unknowns. Create a culture of extra planning up front to prevent fires and to keep yourself in your chosen career.