IT Project Spotlight: Windward Partners Shares 5 tips for Successful Project Scoping
Charlotte, NC-based staffing company Windward Partners shares 5 tips for project scoping. Founded in 2004, Windward Partners is a national firm serving Fortune 500 clients like TIAA-CREF.
(PRWEB) May 10, 2005 -- Project scopes detail the roles and budgets for all parties involved in a project. A poorly executed scope can result in an unnecessarily high project budget, broken schedule or a project that accomplishes little of significance. Programs based on poorly scoped projects will eventually fragment, whether by expanding the scope to meet the need during design or through field adjustment to correct errors during development.
Here are some of our tips for making your project scoping experience a success.
Communicate, Communicate, Communicate
In defining a project, you are setting parameters - building the box to hold the project plan. The plan is the detail of how the project will be accomplished. The project definition tells you what is inside and what is outside the box. It sets limits on the project. A good project definition is defense against "scope creep", that gradual (or not-so-gradual) expansion of the project as it unfolds.
Scope and content for each planned project iteration should be documented and communicated to all interested parties. This is a key factor to successful expectation management when practicing the nontraditional, iterative delivery of business information systems. Managing expectations of senior executives, business end users and deployment technologists will greatly influence the project's perceived success or failure.
A picture is worth a thousand words, and the use of simple charts is always an effective and understandable way to communicate complex concepts or ideas. We've found that the charting approach presented here is easy and understandable for audiences of all levels within the organization.
Develop a Clear Project Scope
Scope content varies, but every project should start with a clear definition of the project deliverables and the delivery date. Then a schedule and documentation of the effort and budget required. Quality measures, a dedicated project manager and reporting structure will ensure roles stay defined. Lastly, a strong communication plan that reinforces the principal assumptions on which the project is based is key.
Involve Project Stakeholders in the Process
Project sponsors and stakeholders must be active participants, not passive customers. Most project sponsors and stakeholders rightfully demand the authority to approve project deliverables, either wholly or in part. Along with this authority comes the responsibility to be an active participant in the early stages of the project (helping to define deliverables), to complete reviews of interim deliverables in a timely fashion (keeping the project moving), and to help expedite the project manager's access to SMEs, members of the target audience, and essential documentation.
Projects typically must be sold, and resold. There are times when the project manager must function as salesperson to maintain the commitment of stakeholders and sponsors. With project plans in hand, project managers may need to periodically remind people about the business need that is being met and that their contributions are essential to help meet this need.
Find the Right Project Manager
Of all the IT positions, that of project manager is the one in which people are called upon the most to use both sides of their brains. Strong project managers have the ability to influence without necessarily having authority, the ability to pay attention to details without losing sight of the big picture, and the ability to establish an open, communicative environment while remaining down-to-business. They must also have a propensity to hope for the best but plan for the worst.
Windward Partners' Project Managers are often PMI (Project Managers Institute) certified. This certification involves a rigorous, examination-based process that represents the highest caliber in professional standards. Candidates must meet specific education and experience requirements and agree to adhere to a code of professional conduct.
Build an Efficient, Effective Team
Have you had team members that you really clicked with? You could almost read each other's minds. You had easy communications. On the other side of the coin are those team members with whom you had difficulty communicating and who always seemed to be going at problems in a way vastly difference from your preferences, even though they got the job done. So how do you build the perfect team?
First, look out for the impossible job. This is a task that can't be done. Don't set people up for failure. Make sure they have the tools, skills and training to do the job. Make each job big and demanding. Nobody likes to do non-important work. Make sure they know the importance of their tasks. If the task isn't important, don't do it.
Ask people to stretch their skills. Demand the most from everyone but don't forget to thank them when they are done. Appraise job candidates before filling the job. This isn't only about hiring. The more you know your people and their work preferences, the better suited you are to match people to the job.
To learn more about Windward Partners, visit our new company website at: www.windward-partners.com.
Windward Partners' approach builds one cohesive team that works across multiple projects, creating a smooth process for the client and strong knowledge transfer for their projects. This unique approach ensures consistent practices, reduced onboard times, and accelerated quality and effectiveness for in-house teams.
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