Experienced Project managers in Nigeria know that we manage
projects in high risk uncontrolled environments that don't exactly follow the
norms of project lifecycle or methodology. You can be called to manage a
project that was parked 3 years ago and all of a sudden resuscitated. With no
proper handover, you don't even know what the deliverables of the project are.
Then you're expected to perform miracles and deliver results of a non
defined project within an unrealistic timeline and schedule. Oh the joys!
Regardless of how chaotic the project looks, you're expected to bring order and normalcy to the whole charade. You guide and facilitate the team through the process of clearly defining and understanding the requirements for the project, success criteria and objectives. Finally, you get a handle of what the project needs to accomplish and begin work in earnest. While in the middle of execution, the client reminds you of a certain expectation the project is meant to fulfill that was not properly documented or agreed upon offline...if you know what I mean. While arguing with the client on the authenticity of the requirement, your boss asks you to oblige and give the client what they requested without committing any resources to make the change. Does this sound familiar? Oh let's not forget the other thousand and one changes that are coming up internally from the project team due to resource, time and budget constraints.
You then go to your office and mutter a few expletives and throw your hands in surrender wondering how in the world you can ever get this project completed on time and budget while meeting all these expectations. The truth is...you can't!
But the good thing to know is every crisis can be managed and each crisis presents an opportunity to demonstrate those wonderful PM skills hidden inside your being and practice tidbits taught us by PMI, books or seminars.
First things first. While changes are inevitable with projects, have you created and followed an established change management system for your projects? If so, are your internal and external stakeholders aware of this system and how to use it? If not, you have started the project poorly.
Regardless of how chaotic the project looks, you're expected to bring order and normalcy to the whole charade. You guide and facilitate the team through the process of clearly defining and understanding the requirements for the project, success criteria and objectives. Finally, you get a handle of what the project needs to accomplish and begin work in earnest. While in the middle of execution, the client reminds you of a certain expectation the project is meant to fulfill that was not properly documented or agreed upon offline...if you know what I mean. While arguing with the client on the authenticity of the requirement, your boss asks you to oblige and give the client what they requested without committing any resources to make the change. Does this sound familiar? Oh let's not forget the other thousand and one changes that are coming up internally from the project team due to resource, time and budget constraints.
You then go to your office and mutter a few expletives and throw your hands in surrender wondering how in the world you can ever get this project completed on time and budget while meeting all these expectations. The truth is...you can't!
But the good thing to know is every crisis can be managed and each crisis presents an opportunity to demonstrate those wonderful PM skills hidden inside your being and practice tidbits taught us by PMI, books or seminars.
First things first. While changes are inevitable with projects, have you created and followed an established change management system for your projects? If so, are your internal and external stakeholders aware of this system and how to use it? If not, you have started the project poorly.
PUT A CHANGE MANAGEMENT SYSTEM IN PLACE THAT IS CLEARLY UNDERSTOOD AND IMPLEMENTED BY TEAM MEMBERS
Creating a change management system involves putting together a process to handle how changes will be defined, documented, analyzed and handled by team members. Most organizations have an established change control process and all the PM has to do is resuscitate and modify it where necessary.
In the scenario listed above, the PM might have to call a timeout on future change requests until a system can be set up and communicated to all stakeholders. It may lead to project delays and uncomfortable conversations with angry clients who do not understand why you can no longer attend to their every whim but that's ok. Better to correct the course of ship heading towards an iceberg than to stir full throttle into it!
Communicate, communicate, communicate!
When a drastic change like implementing a new change control system is introduced mid way into the project, it is important the goals of the change is properly disseminated to all parties. Calling meetings and utilizing other useful information dissemination mediums are useful techniques to start with. Always aim at having key stakeholders on board with the process first before communicating to the rest of the team. Get the buy in of the project sponsors, key external stakeholders and internal champions to support the initiative and commit resources where needed.
Be the Change Agent!
A good way to kick off will be to list out all the changes requested to date and analyze some of them as a demonstration. Having final decisions on them like “Go” or “Not Go” will help drive the importance of the change management process. For example, if there are out of scope changes requested, discussing the impact of the change and the justification for the out of scope and No Go decision will make the message clearer.
Be the Enforcer!
I'm sure you're aware that immediately following your illustrative presentation and high impact meeting, there will always be a team member or client who will wait for you right outside the door to discuss another request that has just come up. Well this time around instead of screaming expletives under your breadth, you can smilingly point them to direction of your new change management process. Kindly inform them to document the change and present to you for follow up. Do not cave in to any impromptu or seemingly urgent do or die request! Gently remind them of the new system in place and how it will be helpful to the team in meeting project objectives.
Phew! Sounds like a plan right? Now you can breathe easy and implement your changes with ease.
