Isolated to connected
Theyve been using the slogans for years. There are no IT projects just projects.There are no HR projects just projects, there are no Ops projects just projects and yet. And yet youve spent the last two weeks trying to get sign off and the stakeholders are doing everything they can think of to keep their thumbprints off the documents.
And on that last project it was almost impossible to get into the diaries of the key stakeholders, the ones whod asked for the project in the first place, the ones whod have to live with what you were doing and yet all you wanted to do was to spend time with them talking about the implications of the project and looking back at some of the key decision youd made to check that they were the right ones.Its strange for all the talk, projects often end up as isolated islands in a sea of BAU (business as usual).
You pause you dont get it.
Perhaps thats how it will always be. You know that in general people are afraid to be openly seen to be working hard on, or backing something that might fail. Perhaps thats why its so difficult to get the rest of the organisation to take a real active interest in the project. Maybe theyre just too busy with todays priorities to dedicate time to tomorrows. But what it means in practice is that however hard you try you end up throwing stuff over the wall. And then they throw it back!
Its not sponsorship youre after just more connectedness to the rest of the organisation, perhaps someone who speaks the local language of the function and has a deep understanding of how the project will alter the way things are. Perhaps someone who can also help to look backwards at progress so far to understand what is being delivered.?
Somehow you have to find a way to ensure that participating in projects, even for people not part of the project team is as much of the day job as the day job. Convincing them that BAU is now CAU change as usual.
In a world where every project succeeds, our organisations need to be persuaded to work with the people leading the change. Program managers and sponsors are key in providing this bridge.
If learning more about this is of interest to you join us forConference: ZERO on the 17th of October and look out for the sessions on Mentoring
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Data sensitivity. All data is probably somewhat sensitive. We wouldn't be sharing it, administrating it, loading legacy versions of it into new business elements, etc. if it weren't important, right?
It is difficult to envisage how a modern project would be managed without at some point creating a chart of tasks to be done in delivering the project’s declared benefits. One of the most enduring types of chart is the Gantt chart.