Success. Attaining a desired outcome, getting what you want,
or reaching a destination can all be considered success. Success is what ever
we define it to be so why do projects fail? The answer seems obvious when you
consider the definition of success. Projects fail because we don’t start with a
well-defined outcome, a clear destination, or the clarity of what is wanted. Why
is project success so elusive? We’ve built methodologies around our inability
to define success, they are called iterative and agile. We have shortened the
project cycle so that we can adjust to change rapidly, and the change isn’t
always the circumstances of the project. The change can come from within such
as indecisive clients and resource turnover. The world of managing projects is
really a world of managing change, issues, and risks. If you really want to
master project management, master change, risks, and the inherent issues that
arise.
I know, it seems obvious when I stop and consider those
things that create the most fluctuation in a project schedule. Yes, loss of
resources causes fluctuation and loss of resources is generally a risk on most
projects. Yes, changes in policy, laws, or other external influences causes
fluctuation and are also risks to every project. Contracts with vendors
expiring, software licensing, or the weather can cause project delays, and are
also risks to most projects. Planning for project risks supports a project
manager in building contingency into the project schedule. What I’ve also
experienced is that most contingencies are used in the first 20% of the project
timeline which indicates we either use our contingency (time or money) too soon
or we don’t plan for enough contingency.
I’ve also experienced loose change management at the
beginning of a project with tighter change management controls towards the end
of the project. In other words, change is easy to absorb at the beginning and
much more challenging later in the project. I realize that agile is a way of
avoiding this and, in my experience, falls short as frequently as waterfall or
iterative methodologies. I’ve watched similar occurrences on TV shows such as
Fixer Upper. At some point, only so much change can occur. The important thing
is to ensure the client is making conscientious choices ever step of the way
and clearly understands the impacts of the choices being made. Conceding early and
giving in to demands to maintain an easier relationship is not always the
answer that works best for a successful project. There are times when laying out
the facts clearly and showing change clearly is paramount. Otherwise, the
entire budget will be used, and the project will begin to lose money. It is
paramount that concessions be made sparingly, and the financial impact be clearly
articulated to the client every step of the way.
The how to of managing change, risks, and issues has some
mechanics associated with each of these areas. Most of it has to do with
managing the relationship with the client and most of that relationship is
rooted in intention. The intention of most project managers that are successful
is about building a relationship that is rooted in finding the win/win of every
obstacle, every issue that arises, and every decision that must be made. It is
the intention of finding a path where both parties succeed in achieving what
will create a lasting partnership where project success is found. I’ve
experienced projects where distrust has eroded the relationship and the project
flounders. I’ve experienced healthy relationships and watched challenging
projects thrive. The relationships that have been the most successful are those
rooted in mutual benefit to all parties involved.
