Lessons in project management
By Amanda Reid-Young
Unfulfilled contracts are sadly not uncommon, particularly in the IT world. If there is one overriding lesson that we have learnt managing projects it is that the client as well as the consultancy needs to be concerned and actively involved in the management and completion of projects. When both parties work together, they are far more likely to achieve the desired outcomes not only in terms of deliverables, but also in terms of total positive impact on their business.
How the client manages the consultants and the project timetable makes a significant difference to the confidence and ability of all parties to complete the contract. Some stories from our recent experience illustrate some different but equally effective project management styles.
Style 1: Distributed responsibility
A client came to us with a documentation requirement for a new web-based application. We provided suggestions for a set of documentation and learning aids to support the launch of the application, and developed an implementation plan. At this point, the client project manager, who had the IT development responsibility for the product, involved two other stakeholder departments, Business Development and Training. These stakeholders provided input to the plan, and agreed to the project deliverables before we undertook the work.
As it was a tight timetable to complete the documentation before the pilot launch, the HCi project manager reported weekly to the departments involved, keeping a steady flow of drafts to the relevant teams for review, and maintaining a log of unresolved issues as the deadline approached. The progress of the project was steadily maintained because responsibility for different types of sign-off and decision-making (functional scope, presentation, training) was clearly delegated within the client organisation. The client reviewers reviewed material promptly and provided constructive feedback. Regular monitoring of the progress of each item of documentation meant that the client was made rapidly aware of any variations from the estimated size or style of the support materials and could voice any concerns that these raised for them before work progressed any further. It also meant that when the writer needed to take some unplanned days off from the project, this was easily accommodated within the schedule because all parties were confident that it was running according to plan. As a result, the project delivered a full set of materials to the client before the target date.
Style 2: Single point responsibility and decision making
HCi developed a detailed
implementation plan for a set of Financial Policies and Procedures for
this client. While the project was initially proposed to meet auditing
requirements, it coincided with other projects and initiatives to improve
purchasing and financial reporting within the organisation. A single
contact point within the client organisation, able to make decisions or
escalate questions of policy, facilitated our team’s ability to integrate
the changes. The writers identified the resulting changes in scope and the
HCi project manager negotiated a variation with the client. The client
contact’s close involvement with all the current projects allowed him to
understand the need to adapt the original plan and also to expedite
agreement on core policy matters that impacted the development of
effective procedures.
Style 3: Escalation to internal sponsors
HCi was retained by a government client to develop a strategy document and identify user requirements for applications to implement the strategy. The consultant encountered problems with negative staff failing to cooperate and provide the information needed to develop the required documents. HCi’s project manager immediately alerted the client project manager, who requested the project’s internal sponsor to intervene. Involvement of key decision-makers at this stage allowed them to escalate the issue and use other advocates within the organisation to establish cooperative working relationships between the business units and the project team.
Overall lessons
So what can you do as a client to keep everyone happy and reach a successful conclusion? Different styles are required for different organisation, but each example gives some pointers for dealing with project and contract management. The project will be more likely to meet your organisation’s needs if:
-
The client project manager takes pains to involve other internal stakeholders with approving each phase of the project from planning to completion
-
The client organisation has a co-operative attitude to ensure that concurrent projects communicate with each other and their impact is monitored and integrated into project plans
-
The project is flexible enough to accommodate change when it is warranted, rather than to stick to a plan when a variation may deliver a better result.
-
Client reviewers are chosen early and enough of their time committed to ensure that they can turn reviews around within project deadlines
-
The client project manager is alert to any blocks, whether practical or political, that may prevent the writer or consultant from completing the job, and acts quickly to circumvent them
None of the above can be achieved unless the client has a clear understanding of the project deliverables and milestones, and is “in the loop” on whether these are being achieved. Regular and responsive project management and reporting are a service we provide. You can tell us what information you require – what will give you comfort in assuring that the work we do fullfils your organisational needs.
First published August 2003
This article may be reproduced only with the permission of HCi (email HCi ). Copyright HCi, 2003.
