Project Planning
Some of my clients wish to develop formal projects. This might be required because:
- Of the size and complexity of a project
- As they wish to run a number of interlinked projects simultaneously
- As a need exists to run a series of projects over lengthy period e.g. up to five or 10 years
Small projects on a Balanced Scorecard
Years ago I adapted the columns of the Balanced Scorecard (BSC) to include project plan features. My BSCs contain the following columns:
Objectives, measures, start date, end date, person responsible and, lastly, actions/initiatives/tasks.
My clients use these columns for all normal objectives/small projects where one to three tasks per month need to be completed and where outcomes are reached within a month or two.
Where clients run large projects which stretch over six or more months, I advise using the same columns, but to place each project on a separate Excel worksheet. Usually this combined approach covers the needs of small or medium enterprises (SMEs). Such companies would use standard Microsoft Excel workbooks. Most SMEs simply do not need MS Project.
Microsoft Project software
MS Project is a great programme and it accommodates projects of various levels of complexity, from small to large projects. However, many managers new to project planning start using MS Project too early.
Knowing how to use MS Project is not project planning.
Objectives plus measures, verifications and assumptions
Start by obtaining detailed clarity of what it is you wish to achieve. Put a day aside for a workshop which is aimed at developing a matrix that shows three levels of objectives namely the mission of the project, its vision and its lower level of objectives. An in-depth understanding of four questions is essential before using MS Project:
- What are we trying to accomplish and Why? (To be asked of each of the objectives at three levels: Mission, Vision and Outcomes/Objectives. See # 1 on the diagramme below)
- How will we measure success? (Asked to establish measures and verification. See #2 )
- What other conditions must exist? (Asked to clarify assumptions and risks. See # 3)
- How do we get there? (Asked to determine the inputs of operational objectives. See #4)
For every question ask:
"If my inputs have been made, if my measures have been achieved, if they are verified and if my assumptions are correct then all of this furthers the outcomes which I seek at the next level".
The next level becomes the foundation for the same series of what-ifs which will take you to the next higher level.
The completion of the matrix increases understanding and clarifies in detail what has to be achieved. Time spent on developing this matrix is time well spent.
- It improves communication and inclusive planning within a team
- It reduces the number of course corrections which invariably become necessary at a later stage of the project
- It will cut out going on tangents and making errors that could have been avoided
Project measures
Do you have measures at mission and vision level? What is often absent in formal project plans are well-defined clear outcomes and measures at the mission and vision levels. Formal projects on MS Project are often too operational in nature.
Companies usually define the objectives on their Balanced Scorecard or in the informal or formal projects well. Can they say the same about measures? Without specifics about what exactly has to be measured how will the team members know exactly what has to be achieved?
How will an owner or MD easily establish what the rate of progress is?
Simplify Projects
After the matrix has been developed use an appropriate project approach. Although your project might be large it could still be relatively simple. For a large but simple project do not select a formal project approach that engineers would use for building a bridge. If you do not intend building a bridge, you might not need the knowledge and project skills needed to become a certified project manager.
Select an approach which is appropriate to your situation and specifically which does not overtax the available human and other resources. SMEs, if they need something more extensive than a BSC with project features, should opt for a project approach which is simple yet sophisticated and could be learned over three workshops. These workshops would cover coaching, developing the matrix and developing the project plan.
Heed the knowledge and competencies of your project team members. An appropriate approach will ensure that everyone who is involved in the project understands what is needed and what they have to do and achieve. They will be able to cope. Get everyone on board as fast as possible and let them acquire further project managing competencies as the project grows.
Grow with your project.
Last modified: 08-08-2009