Reverse engineering project initiation
One of the continuous major challenges for project managers is getting sufficient resources with needed competences. This is particular apparent in the project initiation or when taking over an existing project. This article discusses a “reverse engineering”-approach to solving this challenge, which will make you gain momentum, deliver results fast and build a happy project team.
The problem of classic project initiation
The classic process of project initiation looks like this:
- Define project deliveries and goals
- Clarify competence and resource need
- Find and allocate adequate resources with desired competences
The classic project initiation sounds straight forward, and in strategic projects, where it is a real possibility to get the required resources, the process is of great value.
The problems with this process become apparent when realising that the needed resources and competences are not necessarily available and furthermore, the most attractive resources are often allocated to too many projects and tasks. The result is a constant fight for resources as well as spending the scarce resources inefficiently in the attempt to make up for lost progress or lack of competences.
This situation drains time and energy from the project manager in his attempt to manage the resource allocation, where he should be focusing on leading the project through a successful startup. And many times the final result is to change the projects deliveries and goals so that it matches the resources at hand.
The problems with this process become apparent when realising that the needed resources and competences are not necessarily available and furthermore, the most attractive resources are often allocated to too many projects and tasks. The result is a constant fight for resources as well as spending the scarce resources inefficiently in the attempt to make up for lost progress or lack of competences.
This situation drains time and energy from the project manager in his attempt to manage the resource allocation, where he should be focusing on leading the project through a successful startup. And many times the final result is to change the projects deliveries and goals so that it matches the resources at hand.
“Inclusion is key. Building a project based on strengths and with realistic goals is tremendously stronger than starting out by listing weaknesses.
Solution: Reverse engineer project initiation
Acknowledging that it is difficult and time consuming to get the perfect match of resources and competences allows you to short-circuit the process just by reversing it. The reversed process:
- Who is on the team?
- What are we able to do?
- Define project deliveries and goals
By doing this you are able to gain momentum instantly and delivery results much faster. Lets have a closer look.
1. Who is on the team?
Who is associated to the project right now, and who is available within a foreseeable future? The answer to the question will most likely be the same result as the project team have available after a lot of trouble in the classic approach. Starting here will both get you started faster and, more importantly acknowledge the existence of the people in your team.
2. What are we able to do?
The amount of man power, the mix of competences, knowledge, experience etc. – it all counts. What can you accomplish together?
If some competences are needed are we able to obtain those within a foreseeable future? If not, then it does not count for now. People associated less than twenty percent (a complete day of work pr. week without being interrupted) also does not count – in most cases.
3. Define the project deliveries and goals
With the knowledge of 1 and 2 above you can now define the mission of the project including realistic deliveries and goals. If that turns out to be inadequate in a larger perspective, then the mission is to define how the project is to be organised so that the team utilises the strengths it has at hand in an optimum way until additional resources be allocated.
The problems with this process become apparent when realising that the needed resources and competences are not necessarily available and furthermore, the most attractive resources are often allocated to too many projects and tasks. The result is a constant fight for resources as well as spending the scarce resources inefficiently in the attempt to make up for lost progress or lack of competences.
