Project Management Guide

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          OverviewScoping a ProjectOn Project ManagementGuidance Helpnotes

Guidance Helpnotes
bullet Scoping a Project
bullet Drawing Planning Charts
bullet Estimating Guidelines
bullet Implementation Planning
bullet Managing Contractors
bullet Project Communications
bullet Communications Strategy
bullet Communicating Change
bullet Success Checklist
bullet Project Leadership Tips
bullet Project Leadership Article

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Lindsay Sherwin

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Success in Project Management

There is no "magic formula" to success in project management. In practice it is simply a matter of introducing definition, focus and clarity into the project and then managing people and tasks actively to ensure progress. Experience of projects has shown that the successful ones have the following in common.

The project is clearly relevant
 
 When the project is seen to be sensible, valuable and useful, and linked to the key tasks and objectives of the organisation.
There is a single project focus
 
 When there is a clear, named single Project Manager for the project.
The sponsorship is sound
 
 When the project is well sponsored in the sense that there is a person or group who are clearly named as responsible for sponsoring the project on behalf of the organisation, and who fulfil their duties well.
In particular, this involves agreeing and approving the project and project plans with the Project Manager, linking and positioning the project in relation to others, and providing support to the Project Manager when required (enabling resources and support).
There is a skilled & capable Project Manager
 
 When the Project Manager is competent and has the appropriate skills and knowledge for the work, and also has experience and expertise in project management approaches.
There is a clear project management framework
 
 When the project is managed within a clear project management framework that is well understood and accepted within the organisation.
The project is well scoped & planned
 
 When the Project Manager invests sufficient time and energy in the early days of the project in scoping it and planning it in detail.
Empowerment & delegation are sufficient
 
 When the Project Manager is sufficiently empowered – in the sense that they can gain access to the resources needed to carry out the project and has the necessary delegated authorities to take decisions and act on their own authority when needed.
The organisational climate is conducive
 
 When the project is carried out within an organisational climate where there is a high degree of co-operation, openness, and responsibility in terms of people doing what they have agreed to do.

In essence, it is through these eight factors that one reduces project risk. None of the above guarantee success on their own, but all contribute to reducing the risk of failure. Having them in place on your project does not guarantee success, but it will increase your chances considerably.