Yes it is. Someone needs to do it, so why not you! Protect the project scope!
Well, there are some major assumptions that need testing in the above words:
- someone needs to do it; I am still coming across projects where the scope of the project is identified, agreed but not managed. So, whether you are a project sponsor, project board member, project manager or team member. Take responsibility and protect what has been agreed.
- protect the project scope; why bother? I have assumed of course that the scope of work has been agreed. If this is the case then the scope needs protecting. I see too many projects where scope creep seems endemic. (Scope creep, amending the scope of work to be done without an agreed process to check that the ‘new work’ is worth doing)
A lack of protection around the scope is a clear risk. It is also a governance one - who can make the decisions to change the project and how.
So, here is a simple process to help you manage scope creep or requests for change. It is by no means perfect and you will need to put your head above the parapet by suggesting completing of a change request form. Download a brief PowerPoint presentation here and some hard copy documents.
“Scope creep is a sick illness treatable only by saying no.” This quote came from a project manager who decided to challenge the ‘request’ from a senior manager to include something in the project. I suggested he should avoid saying NO but use the process. He did and focused on the process in the presentation and it worked!
Get the presentation here and some free templates!
I was very encouraged when I attended a meeting of a locally registered charity. They want to embark on a very ambitious building programme costing a round £2m - a massive sum of money for this small organisation.
The objective of meeting was to update the audience of progress on the scheme. It is very early days and the big issue is funding as well as building design - a rather emotive topic. The interesting aspect that drew a lot of questions surrounded project governance. He was very clear:
• that there should only be a handful of people who could make decisions on the project. He went on to say that change control will be tightly managed - there are a lot of hard working well thought of volunteers in this charity who will have input into the scheme. He suggested that as the build was going on they would possibly want to change various aspects of the scheme. These are well trusted people and have supported the charity for many years. But he said; “we need a process to ensure that any changes are properly considered.”
• there will be a need to change the constitution (via an emergency general meeting of all members) of the charity to ensure that any project management governance structure is built into it. The current decision making structure is not strong enough to ensure there is sufficient controls over this project. Without the EGM there can be no governance structure and in his word; no project - that raised a few sharp intakes of breath. He was very clear there would be internal discussions, consultations involving all stakeholders but that the scheme was new physical structure that needed an internal structure to match
Here’s a charity that is setting out its stall for success and wants to avoid some of the many risks involved in this large capital project. They understand the need for proper controls and are even prepared to amend their constitution to ensure it happens.
What do you do to ensure your project have an effective governance process?
“Lord Coe warns over faltering World Cup Bid.” This was the headline in the Times newspaper on November 11. One day later the Board heading up the bid to host the 2018 Football World Cup was slimmed down.
What has this to do with project management? Rather a lot!
- According to The Times Lord Triesman, the bid Chairman was told that “…the bid would be lost unless he is capable of demonstrating stronger leadership”. Comments by people on our project management training courses suggest there is often a lack of leadership from senior managers. It is sometimes unclear who owns the project. This has led to problems of decision making with project managers unclear what decision they can and cannot make. What sort of leadership is there in your projects?
- Size of Project Board. This board has been slimmed down. I commented in a previous article that we have seen project boards of up to 25 people. Yes, this is extreme however we still see Boards well above the recommended 5 or 6 people. How many people sit on your project boards?
- Roles of Board Members. Lord Triesman said on the radio that each person now has a specific role to help win the bid. What specific role does each of your project board members play?
- Structure - the removed board members will form an advisory group to the board. I do not know how this will work in practice however I can tell you this issue is a problem. I have frequently had people on project management training courses who when invited to draw the project structure produce a diagram that is counter to the key objective of having a board -making decisions. Sometimes the diagrams are so complex that they produce a stream of questions and one overarching observation; this project will not deliver. The governance structure is too complex. How streamlined is decision making in your projects?
I am clearly aware of the political nature of the 2018 bid to host the football world cup. I am also aware it is a significant project for this country to win. It highlights the critical role Boards play in the overall delivery of projects.
But, are project board members in your company aware of their critical role?
I recently met a person who worked in a company that operated its project management via the “Golden Thread” = strong and clear links back to the strategic agenda.
I was told about the rules:
- Does the idea/project link back to the strategic objectives? If yes, then develop a business case and apply the companies project management approach to the project.
- No fit? Stop any activity (if there has been any) immediately. Formally reject the project
- If it links into the overall objectives and the business case is approved then project management governance rules apply
It works for them!
So, does your project fit the golden thread?
Kristina Podnar (you can see her web site at http://www.nativetrust.com/) recently sent out a tweet which said: “Just because you say governance to me 5 times in a sentence, won’t make me believe you have it!”
Kristina made me reflect on this quote:
- what does project management governance mean to people I come across?
- is there an overall governance approach that companies are taking?
- do companies that have governance processes actually stick to them?
- project risks - are these clearly documented and how many relate to poor governance issues?
- why do projects still go over time and budget if there is good governance?
- are there examples around that we can point to as good governance?
- who sets the governance standards and who monitors them?
As the song title suggests; there are more questions than answers.
Well done Kristina for such a thought provoking quote!
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