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Ten Tips for Running Successful Projects

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Leslie Allan - Expert Author

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Why do so many projects fail? Researchers regularly conduct studies to find out the leading causes of project failure. Some of the studies are in the public domain. You can look up studies by such groups as Gartner, Carnegie Mellon University and the Project Management Institute. The studies reveal a recurring theme. Here are some of the common causes they identify:

  • poorly defined organizational objectives
  • loose project sponsorship and executive leadership
  • project manager untrained
  • loose scope containment and project change control
  • poorly defined requirements
  • lack of consultation with key project stakeholders
  • no risk management plan
  • unrealistic project estimates

Do any of these look familiar to you? Do you recognize one or more as handicaps in your organization? I have summarized below the top ten things you can do to improve the chances of success of your projects.

  1. Before you start your project, find a committed project sponsor who has sufficient clout in your organization. Your project sponsor will prove invaluable in helping you overcome organizational roadblocks as they arise.
  2. Analyze who are your projectís key stakeholders and communicate with them throughout the project. Your stakeholders can make or break your project. Compile a stakeholder communication plan with the help of your project team and sponsor.
  3. Get your sponsor and key stakeholders together to thrash out the measures of success of your project. How will you know if your project has succeeded? What are the key indicators of success? Get everyone on the same page from the outset.
  4. Decide upfront the methodology you will use on your project. What project phases will the project proceed through? What will be the key go/no go decision points? What are the expected project outputs for each phase?
  5. Draw up a project schedule that clearly allocates project tasks to team members. Identify which tasks depend on others for their successful completion. Communicate schedule progress regularly to all team members and to the projectís sponsor.
  6. Make sure that project changes donít get out of hand by reviewing and authorizing all proposed changes. Evaluate each proposed change for the impact on project cost, quality and schedule.
  7. Do not let an unforeseen event sink your project. Find out what risks can threaten your project and build a risk mitigation strategy into your project plan. Issues will also arise from time to time, so you will need to keep track of these and communicate their impact to all concerned.
  8. Decide at the start which documents your project will generate and when. For medium- and small-sized projects, keep documentation requirements to a manageable level without significantly increasing the risk to the project.
  9. Once your project finishes, use the measures of success that you agreed at the start to evaluate project performance. Was it within budget? Was it on schedule? Did it produce what it was meant to produce, and at the required quality? What can you learn from this? Now report your projectís performance to your sponsor and the key stakeholders.
  10. 1Follow up with the key stakeholders and your project team members and find out how they felt about the project. Was the project a success from their perspective? How did the project impact them personally? From this you will discover what went well and what did not go so well. Apply these lessons to your next project.

 

Successful projects do not just happen. They require structured planning, the right tools, insightful management and good interpersonal skills. Use the ten tips above to help make your next project a winner.

© Copyright 2008 Leslie Allan


About the Author

Leslie Allan is Managing Director of Business Performance Pty Ltd; a management consulting firm specializing in people and process capability. He has been assisting organizations for over 20 years, contributing in various roles as project manager, consultant and trainer for organizations large and small.

He is also the author of five books on training and change management and is the editor of a practical guide on managing projects. Leslie is a member of the Australian Institute of Management and the Quality Society of Australasia. He also serves as a member of the Divisional Council of the Australian Institute of Training and Development. Leslie may be contacted from his website at www.businessperform.com

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Article Published/Sorted/Amended on Scopulus 2008-11-25 00:40:52 in Business Articles

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