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Build Project Support first
Guus, Nederland
An often overlooked fastpath to failure of any major project is to not (properly) assess the support for the project beforehand (using Force Field Analysis or similar), or to neglect to act upon it before kicking off the project (if the restraining forces for the project are bigger then the driving forces). Don't let your sense of urgency fool you, and do not assume you can always build the support later on.
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Rushing brings no resultsPaolo, Italy I agree with you Guus, having experienced this the hard way. In the past, I allowed the urgency of a particularly important project in the organization to influence me too much. I managed the project in a hurrying style. But overrushing turns agains you, because after some initial succeses you will find yourself the only one pushing forward, while the rest of the organization is actually pulling you and your project back. |
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Communications and Stakeholder buy-inSharon Zeilstra, USA I think the most important gauges of project success are communications and stakeholder buy-in. Regardless of the software tools and tables, charts and schedules we maintain, nothing else will result in true success for the team. The stakeholders and staff directly affected must willingly embrace and implement the necessary changes in their process and flow. |
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Creating Sufficient Supporting AreaKlaver, Project Manager, Netherlands Guus, I also agree with you. It is paramount to communicate with all parties involved and try to analyse where they stand (support the project, neutral, opposed).
By communicating with all members involved (BUS = Business, Users, Suppliers) from the start you will get a clearer picture on how much resistance you may encounter. |
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