Project Management proponents can make, or break, a project through an amalgamation of theory, practice, and experience. As with any amalgam, and even if the right ingredients are selected, if those ingredients aren’t mixed properly and in the correct proportions or at the right time, the end result can be disastrous. Project management isn’t just adding water and mixing!
For example, a lack of or late communication, a less than systematic approach to risk, focusing on minutia and avoiding the big picture (or vice versa), or ignoring requirements can easily turn the sweet smell of success into the foul-smelling feculence of failure.
Preparation
The PMI and other project management organizations have manuals that provide good ingredients for project success. However, it is up to the project manager, project team and sponsor to make the mix, and then make the mix work. We know that too many cooks can spoil the broth and a complete selection of ingredients may herald the prospect of a good meal. But too many ingredients don’t necessarily make for good food. Quantity may not necessarily equate to quality, and we end up with a buffet rather than à la carte or a well-balanced meal.
Ingredients
The basic ingredients for a project are Scope, Requirements, Charter, Constraints, Organizational Assets, People and Stakeholders, Then comes a WBS. We then ascertain who must carry out each element of scope along with time and cost per element and the required quality. Blending the ingredients and evaluating risks produce the procurement strategy, schedule, and monitoring and control needs for an initial PEP.
This initial PEP, when coupled with a more refined evaluation of risk and a communications matrix allows the initial phases of the Project to be defined in detail. When the execution starts the PEP must be reviewed and adjusted for subsequent phases until it becomes the Completion Report.
Recipe
The recipe for success requires the right combination and incorporation of the fundamental components of general management, (planning, controlling, coordinating and communication, and organising), the knowledge areas of project management, into a Project Execution Plan. This Plan addresses the what and why, the when and how and where and, ultimately who, rather than just how to ‘project manage’. Amalgamating and mixing people is the real secret to success.
The Execution Plan Is a quintessential component for successful delivery. A Project Management Plan may lead to good project management but what is really needed is good management of the project. A project may have good project management, but the wrong forest may well be raised to the ground on time and in budget and to the right quality… but it’s still the wrong forest!
The Pudding
A systematic approach to planning can convert the proven ingredients of management and knowledge areas into a recipe for project success through a PEP rather than just a plan to project manage. The proof of a pudding is in the eating, whereas the proof of a project is in its completion.
A successful project, no matter what the plan, needs capable people with the right attitude. It’s a fact that any plan may need to be changed. This requires the Project Manager, as head chef, to know when to add situational leadership, how to communicate effectively, provide a sense of urgency and, on occasion, know when to add a sprinkling of humour or rigorous candor.
And if it all goes wrong then we need to admit the error, learn from our mistakes, and add this learning to our next endeavour or those that are ongoing.
A Recipe for a Successful Project
Ingredients:
Project Scope, Requirements, Charter, Constraints, Organizational Assets, Stakeholders, People
Stage 1 – Preparation:
- Take the project scope and divide into a Work Breakdown Structure (WBS) (What & Where).
- For each WBS element assign a person or department within the organizational assets and produce an Organizational Breakdown Structure (OBS) (Who).
- Allocate a time frame for each WBS element and a logical sequence for their execution (Time Breakdown Structure (TBS)) considering the beginning, middle & end. (When)
- Allocate a cost / budget associated with each WBS or OBS element (Cost Breakdown Structure (CBS)). (How Much)
- Assign the quality needs against each WBS item to produce the (Quality Breakdown Structure (QIBS)) (How to do)
- Finally consider the risks against each WBS item in terms of the TBS, CBS and QBS in the context of the organization and stakeholders (What can go wrong).
Preparation may take time and considerable effort by more people than just the lone Project Manager. Try to use fresh ingredients rather than those from the last job that haven’t been sanitized for the current project. Remember prior preparation prevents piss poor performance, and at this stage, it’s planning the plan not cutting from the last one – managing projects is not cutting cookies…
Stage 2- Planning:
Once the ingredients have been prepared combine as follows to configure the following:
- WBS / QBS / CBS & OBS to configure the Procurement Plan / Strategy.
- WBS / TBS / CBS & OBS to configure the Schedule and address Monitoring and Control needs.
- WBS / QBS / TBS & OBS, to make the quality plan and schedule to configure the initial PEP.
Then, take the Risks and apply them to the initial PEP in accordance with the logical sequence of the TBS being careful not to take one’s eye off the bigger picture and purpose of the Project. At this stage a communication matrix should be established on the basis of Information Logistics & Stakeholders.
Stage 3 – Performance – Initial
Review the PEP and elaborate on the initial phase (the beginning) and execute it adding leadership, coaching and allowing for a touch of humour (or radical candor) as required.
Prior to the end of the initial stage review and elaborate on the PEP extracting any lessons learnt from the initial PEP and, most importantly, revisit your risks with eyes wide open rather than the rose-tinted spectacles of ‘nothing can go wrong’.
Stage 4 – Performance – Ongoing
At regular intervals (project milestones or even monthly or quarterly) review the PEP against the actual performance and adjust the plan to suit. Add more control if required and always continue monitoring.
Develop the details of subsequent stages as more information is made available and change PEP as required. Repeat Stage 4 until completion and if things go terribly wrong then back to Stage 2 (or even 1) to handle any obviously unplanned for circumstances.
Stage 5 – Completion
On completion convert the PEP (with any revisions) into the Project Completion Report augmented with as-built programme, resources used, actual costs etc.
Disseminate in the form of lessons learnt and add to organizational assets as an ingredient for the next project or consider adding them to ongoing projects for a better and more tasteful outcome.
Bio:
Malcolm Peart is an UK Chartered Engineer & Chartered Geologist with over thirty-five years’ international experience in multicultural environments on large multidisciplinary infrastructure projects including rail, metro, hydro, airports, tunnels, roads and bridges. Skills include project management, contract administration & procurement, and design & construction management skills as Client, Consultant, and Contractor.