The process of delivering projects is as important as the project goals or outcomes.
Regardless of how noble the goals are, a faulty process can and will bring the entire project to a halt.
Processes define how things should be done within an organization: projects as with any other aspect of the organization is not immune from its effects. When starting a project or preferably before the commencement of the project, it is important to outline all the business processes that will be of direct impact on the project delivery. Regardless of how minute a particular process may be or insignificant it may be, it should be included on the list. A walkthrough in theory should be done and all units within the business required to deliver on the project should be identified.
One of the most significant process impacting on project delivery is ‘Change Management’.
Project managers would usually check on this and try to identify all requirements from the start before commencement of the project. This includes identifying all stakeholders responsible for giving approvals. If there are fixed days within the week for Change Management meetings, what are those days and how can requests be proactively scheduled to get required changes approved ahead of time so that the projects move according to outlined schedules. This is an obvious process.
There are also processes that are not obvious because they are hard to spot from the onset and most often than not, they come up within the project. These are the ones that cause avoidable delays and could cost the business money. Processes like these, require input from a third party which is not directly connected with the business’s ‘day-to-day operational’ activities. Therefore, they should be well considered in advance.
How can processes like these be identified?
Ask questions, keep asking and keep asking until all loose ends are closed. Walk through the entire project circle, go through all project items, milestones, ask questions as you go along. If working in a highly regulated vertical like the financial services, identify all regulatory requirements that may be needed that impact on project delivery. If approvals are required from these regulators, factor that into the project delivery framework and adjust timelines accordingly. It is important to engage way in advance to get the necessary approvals.
As the project advances, keep probing, and leave nothing to chance until a successful signoff. If policies change affecting processes, check in on these as well to determine the possible impact on the project. If any, immediately get to work to have these resolved to align with the project timelines.
Information Technology (IT) projects are particularly time sensitive and even more so as technology is constantly evolving. As a business owner, leader, or project sponsor, you demand only the best value and optimal value can only be derived from IT projects delivered within the estimated timelines. As the world of technology continues to evolve, so must project implementations and its solution delivery approach. The new relevant must be dynamic, efficient and highly responsive.
Modern technology has become a total phenomenon for civilization, the defining force of a new social order in which efficiency is no longer an option but a necessity imposed on all human activity. Jacques Ellul
Successful projects leverage on well-defined organizational processes to deliver on expected results.
