Your mission, should you choose to accept it: Project Management Excellence
C. Project Planning Summary
The fundamental premise of achieving excellence in project management states that the project
manager’s greatest challenge is effectively balancing (or juggling) the components of time, cost,
scope, quality, and the expectations for each. Figure 1 shows the project diamond, which signifies
this balance.
Figure 1. Project Diamond
The components of the project diamond have a symbiotic relationship. For example, when a user
requests an additional report that wasn’t agreed on in the requirement specifications, the project’s
scope and quality change. This will change the other project components as well. As a result, the
diamond’s shape will be skewed, graphically depicting a project out of control. The challenge is
managing change while keeping the diamond’s shape intact. Project planning defines the diamond,
while effective and efficient change and expectation management lets you manage it throughout the
project’s life cycle.
Effective project planning is not conducted in a vacuum. It must be carried out in coordination and
cooperation with all appropriate stakeholders. The project manager must manage their expectations
throughout the process. The project manager must constantly look for opportunities to create win-win
relationships by negotiating work that must be accomplished. A project manager who declares,
“this can’t be done in the time frame allotted” will meet with stiff resistance from client
management. On the other hand, a project manager who can defend this statement with a solid understanding of the project’s scope, backed by a logical work breakdown structure; thoughtful
estimate and project schedule; and concise risk analysis will be met with a response like, “Maybe
you’re right. Help me to understand what you understand.” This is effective expectation
management and proper development of win-win relationships. Once your project plan is in place,
it’s much easier to manage your project diamond.
2. Lack of corporate management support
Does your project have the full cooperation and support of corporate management? If not, then
you’re project is likely doomed to cancellation or cutbacks. Your project is not the only game in
town. Make sure you have a dedicated sponsor who will support your project from its inception to
completion, such as a project manager who communicates resource needs early and often to his or
her senior management.
A project succeeds only when senior leadership makes it a top priority and broadly communicates
their sponsorship across the organization. Organizations respond when leadership emphatically
communicates their commitment to the project. All levels, from the bottom through the middle to
the top, must remain sensitive to the needs and priorities of the project.
Without the commitment of our upper management, then our projects may suffer in any one or more
of the following areas:
- Inadequate Staffing – Your team cannot set and maintain direction if key positions are left
unfilled or inadequately filled for a long period. This is where the inner-company politics
come into play. The project manager must aggressively seek out talent. They must identify
the critical skills and characteristics needed for success in an open position. They must
organize a selection process that leaves little question about what team members can do and
how they would fit within the project team.
A project manager is only as good as his or her team; don’t let your ego distract you from
your project’s goal. Work with your senior management to assemble a talented team,
provide resources and ground rules, and let the players take ownership of the target solution.
You’ve probably heard the statement, “80% of management is picking the right people, and
the other 20% is getting out of their way.” A good project manager must create an
environment where the “right people” can perform optimally. You have to work hard to fail
if you have the best people.
- Unfulfilled Commitments – The project manager should always engage in good-faith
commitments with customers and managers about what is realistically achievable. In spite of
this, if the project manager loses, or never fully obtains support from his or her senior
management, then even such commitments as funding, staffing availability, and hardware
and software needs may be unachievable.
- Inadequate Funding - It almost goes without saying that a project is “dead” if funding is
insufficient or if funding is cut. Corporate management will put their money where they
believe they will receive the most benefits. If you, as the project manager, truly believe in
your project and can communicate both its short- and long-term benefits, then you must be
that “champion for the cause” to keep your project funded.
