What would be a logical composition for a Project Board. I will not go into stuff like Belbin and group process (for now). But if one takes charge, what does that mean. It means that the Project Board should consider three things. What is needed to be able to use the result, what is needed to make the result and what will it cost and provide? Any other requirement to a project result will come down to one of those.
The use of the result is by users, whoever and wherever they are. To be able to make the result, one needs providers, manufacturers, builders and so on. And of course there is money involved. Will the result help to achieve the business case? Discussions on these three matters should always be held in or at least be finalized and decided upon by the Project Board. Or put it in another way, the Project Baord must be able to discuss and decide within its own boudaries on these matters.
So the Project Board should be able to take the responsibilities on those three attention areas. This means that users, suppliers and company interest should be represented in the Project Board. Thats why Senior User(s), Senior Supplier(s) and Executive are the elected members of a Project Board. They will be able to succesfully finalize any project. Ofcourse, one needs a team to achieve the reults and for daily management one might need a manager. But whatever happens, the Project Board remains responsible for the result. Is next time the right time to discuss other team memebers?
Tuesday, 24 January 2012
Tuesday, 17 January 2012
Notes for Project Boards > Take charge!
Last time I already warned you that this time I might not yet consider the composition of the Project Board. This in indeed the case. Before I consider the composition I would like to say something about the responsibility of the Project Baord. There are misunderstandings about responsibilities as well as the meaning of the word itself.
Once upon a time a manager told me that only the day that I would walk into his office and state that I made a mistake ((instead of blaming others), I would be responsible. Responsibility is something you receive and pick up. One will not do without the other. If questions are asked one will respond because one is being and is feeling adressed. Although sometimes you are not the only one that can or will respond but you will be the only one obliged or expected to respond.
In projects, Project Boards are responsible for the results. I repeat: 'for the results'. Does the result do what it should do? Does the result deliver the profit it was expected to? Are the stakeholders satisfied with the result? I would like to stress that the Project Board and nobody else is responsible for this. You will have noticed that I did not mention the Project Manager sofar. And that is intentional.
Next time I will consider the composition of the Project Board.
Once upon a time a manager told me that only the day that I would walk into his office and state that I made a mistake ((instead of blaming others), I would be responsible. Responsibility is something you receive and pick up. One will not do without the other. If questions are asked one will respond because one is being and is feeling adressed. Although sometimes you are not the only one that can or will respond but you will be the only one obliged or expected to respond.
In projects, Project Boards are responsible for the results. I repeat: 'for the results'. Does the result do what it should do? Does the result deliver the profit it was expected to? Are the stakeholders satisfied with the result? I would like to stress that the Project Board and nobody else is responsible for this. You will have noticed that I did not mention the Project Manager sofar. And that is intentional.
Next time I will consider the composition of the Project Board.
Tuesday, 10 January 2012
Notes for Project Boards > There's a need!
Someone in the organization wants something. There can be several reasons for this need eg. efficiency, effectivity or innovation. It is important to keep an eye on these reasons. Sometimes that reason is forgotten. In that case you will have hard work on a solution that in the end does not satisfy the need. It is important not in the end to 'have' something but to have 'achieved' something. The fun is not in the having but in the using. To have a Maserati is nice but to (keep) driving it is fun. I think it is clear what I mean: 'Think well before you start'.
In the world of projects the overview of pro's and con's is called business case. What's the cost to get and to keep, what is the profit on the longer run and how do those two compare. In the world we live in many things change in a rapid speed, also during the lifetime of projects. The cost as well as the benefit can change. Therefor a Project Board should continiously check if the business case will be met. If cost becomes higher then profit it could be a good time to reconsider continuation of the project. So, it is fine to have needs but not at all cost. Remember that benefits are not always (only) economic terms.
Next time I would like to consider the composition of the Project Board. But as with all projects, you never know if something pops up that might push us in another direction. We'll see.
In the world of projects the overview of pro's and con's is called business case. What's the cost to get and to keep, what is the profit on the longer run and how do those two compare. In the world we live in many things change in a rapid speed, also during the lifetime of projects. The cost as well as the benefit can change. Therefor a Project Board should continiously check if the business case will be met. If cost becomes higher then profit it could be a good time to reconsider continuation of the project. So, it is fine to have needs but not at all cost. Remember that benefits are not always (only) economic terms.
Next time I would like to consider the composition of the Project Board. But as with all projects, you never know if something pops up that might push us in another direction. We'll see.
Tuesday, 3 January 2012
Notes for Project Boards > What’s a project?
The need for something is an important cause for having projects. It could be a manager, an employee, a (improvement) program having a need. This need will lead to some actions we will from now on call an initiative. An initiative can be a request for a change where there is an organization with processes and procedures available to execute that change. There could even be a Service Catalog where this change is described and priced. Is it completely clear what needs to be done and who should do it.
But sometimes an initiative ends up in a dark hole. There is no organization, no process, no clear view on what needs to be done. This is clearly something we never did before or is very exceptional. In this case we will need a temporary organization with all that comes along with it. A board of directors, middle management and a team. A project is born. Sounds a bit like Christmas .
So not the size, the complexity or any criteria determines if something becomes a project. Just when everything else fails an initiative becomes a project. So, stop asking yourselves what criteria can be used to decide if something is worth to become a project. Projects are initiatives that the existing organization is not equipped for. Or do you have another opinion?
But sometimes an initiative ends up in a dark hole. There is no organization, no process, no clear view on what needs to be done. This is clearly something we never did before or is very exceptional. In this case we will need a temporary organization with all that comes along with it. A board of directors, middle management and a team. A project is born. Sounds a bit like Christmas .
So not the size, the complexity or any criteria determines if something becomes a project. Just when everything else fails an initiative becomes a project. So, stop asking yourselves what criteria can be used to decide if something is worth to become a project. Projects are initiatives that the existing organization is not equipped for. Or do you have another opinion?
Notes for Project Boards > Cause and effect
‘Is there a reason for blogging about Project Boards? Yes, there is!’ It so happens that many projects start without or with a weak Project Board. And we know that many projects are not successful. Could there be a relationship? I am sure there is. Let me make clear right away that having a poor Project Board is not the only reason for project failure. Most of the failures probably have other causes. However Project Boards can have great influence on the cause and effect of project failures. But what influence do they have?
Another point of view on cause and effect is the question weather a Project Board is a cause or an effect of a project. Which comes first and what follows from the other? Can there be a project without a Project Board? Can it be the other way around? And if at all we agree on this idea of having a Project Board, what would be its role? Should it act or react? What responsibilities does it have? What is its relation to the project? What is at all a project?
So, for now we have a lot of questions I intend to find answers for. But please feel free to give some answers yourselves. We’ll see where this brings us.
Another point of view on cause and effect is the question weather a Project Board is a cause or an effect of a project. Which comes first and what follows from the other? Can there be a project without a Project Board? Can it be the other way around? And if at all we agree on this idea of having a Project Board, what would be its role? Should it act or react? What responsibilities does it have? What is its relation to the project? What is at all a project?
So, for now we have a lot of questions I intend to find answers for. But please feel free to give some answers yourselves. We’ll see where this brings us.
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