"This project is a must-do."
Interpretation. This is the sincere belief of a client who has decided (often unilaterally) that his project must take precedence over other projects. The client has gotten away with this before and often is willing to threaten "taking his project elsewhere" if he doesn't get what he wants (all for the better good of the business, of course). In some cases, the client may be too close to the concept, believing that not to do the project would severely disrupt the organization. The client may be right in this assumption.
Solution. Says who? All projects are assessed for their ability to meet strategic goals, which can then be articulated versus arguing, "Because I say so." Whether due to a raw exercise of power, lack of perspective, or a justified assumption that is difficult to articulate, the answer is the same: do the right thing for the right reasons. This can be accomplished through the establishment of an empowered governance body with the ability to push back on or validate (as appropriate) project requests. The governance body must apply scientific methods when evaluating projects while also allowing intuitive expressions, so that the results are defensible and intuitive to system owners.
Benefit. The results are better communication and higher motivation to do the work (or not do the work). Discussion at the governing body level about these projects helps to parse out unnecessary elements, so that only true must-do's are undertaken. System owners who have succeeded in advocating for their projects through the proper channels will appreciate knowing that their ideas have been validated by the larger organization. This will encourage future buy-in.
• Obtain high-level sponsorship in key areas for PPM efforts to signal that rogue initiatives—even those championed by influential managers—will not be tolerated.
• Integrate agreed evaluation criteria into PPM activities so that clients own the results.
• As a further means of encouraging acceptance, apply the "commonsense test" through subjective discussion of issues even after objective conclusions have been reached.
• Ensure that all discussion is transparent and well communicated in order to prevent charges of operating behind closed doors and to raise the awareness of clients concerning organizational needs.
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Learning About Present Power Can Have Amazing Benefits For Your Life And Success. Harnessing The Moment For Maximum Results. Consider our youngsters; they do not have a care in creation as they live for the moment. I question why we don't learn from youngsters instead of going between past tense and future tense.