This week’s question from the 3 Ps Network: What’s more important to delivering a successful improvement project – methodology or skills?
I’ve touched on this one previously – check out my blog “Don’t Get Caught Up Chasing Business Improvement Methodology Utopia” – which concludes that all methodologies have their advantages & short comings. The best approach is to use a variety of situation appropriate tools, which complement each other, and remove the short comings from using one methodology in isolation.
Let’s explore this a little further by looking at the importance of using a methodology vs. other factors that deliver a high performing project.
A 2012 study of 213 companies analyzed the impact of using a dedicated methodology on project performance.
(Source)
Using a dedicated methodology only delivers ~8% average increase in these key project performance measures.
…think about all those IT and/or six sigma projects you’ve worked on that have 17 stage gates, require 50-page project definition documents, have 4 project sub committees that report to a project committee, that report to a project executive committee!
Despite using the most structured and governance intensive methodologies 70% + of these projects still fail!
Whilst important, project methodologies are not the silver bullet to achieving outstanding project performance!
What is? In my opinion getting the right balance of skills in the project team has a far greater impact on delivering a successful project.
My tried and tested project team contains 4 roles, with very different skill sets, that support the Project Manager –
- The Executive Sponsor
Delivering a project results in a change in the way the business operates. Senior leaders must truly and actively support the change that will be delivered. Ensuring senior leadership are aligned & supportive is the fundamental role of the executive sponsor.
- The Data Cruncher & Performance Reporter
Too many projects are founded based on incorrect assumptions of the problem & its root cause. This is a recipe for project failure.
The data cruncher sources, cleans, & models data to define the current level of performance, and the performance drivers that need to be focused on. This role ensures the solution that is delivered by the project address the key root causes of the problem & that the impact can be measured & reported. This role is critical to defining & proving “project success”.
- The Respected Operator
Project teams are typically completely unknown to the people that are impacted by the changes. There is no existing relationship, mutual understanding, respect, or trust which results in resistance to change.
The respected operator bridges this gap. They are a well-respected, passionate employee of the section of the business that is impacted by the project. They help provide operational context & guidance to ensure the project solution is fit for purpose & play a key role in communicating & promoting the project with their fellow team members.
- The Communications & Change Management Advisor
This is one of the most critical, but overlooked roles within a project team. Two things hold true on every project I’ve worked on…1) As Project Managers we tend to think we’re far better communicators than we actually are &…2) project communications are thought of too late & are usually executed on the fly…often resulting in negative consequences.
The comms and change management advisor creates a structured approach to what needs to be communicated, when, to who, and through what communication tool. They are the glue that makes the changes you deliver in the project stick in the business.
Build a project team with the right balance of skills, and use a variety of situation appropriate tools and you’ll be well set up to deliver a successful project.
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