The main risk associated with this complexity is that the project objective will not be achieved. Fortunately, various levers of action can be used to significantly increase the chances of success. In the form of an equation, a memo-technical way to remember them:

[(scope/number of lots+ steering)x σ] ^{communication+resources}, with σ= sponsor constant

 

1/ Governance and the project sponsor: two levers for decision-making

The establishment of a governance structure is the organisational response for setting up the rules of operation for the project. The bodies that make up the governance structure must take stock of the project's progress and make decisions, sometimes difficult ones, such as adjusting the trajectory in relation to what was initially planned. The regularity of the meetings of these bodies encourages the expression and involvement of all the actors.

The sponsor is also an essential part of the decision-making process. His or her position of influence and commitment to the success of the project keeps the project on course. Without a sponsor, there is no transmission belt to the highest levels of the hierarchy. Without visibility, there is little guarantee of the project's survival.

 

2/ A clearly defined scope and regular monitoring optimise the operational security of the project

The exercise of defining the perimeter is a delicate one insofar as it must meet two opposing objectives:

• • be sufficiently comprehensive to meet the needs of the project's stakeholders and thereby encourage their involvement
  • and remain realistic and therefore achievable.

 

The first part of the exercise must open up the fields of possibility: the objective is to give free rein to the production of ideas in order to glimpse the range of possible actions. The second part consists of reducing the perimeter to an addressable reality and the subdivision is then the preferred solution, as it allows for better control of the cost/quality/deadline triangle. The reality of a perimeter is often the result of compromises made during negotiations between the various actors.

 

This scope should be published officially in the context of a "project contract", to which reference may be made, particularly for the management of a fixed price contract with an external service provider, where the scope may become an adjustment variable in relation to costs.

Of course, regular monitoring of the costs actually incurred, the achievement of milestones and the quality of deliverables is essential to ensure that the commitments made in the "project contract" are being met. As the success of a project is built up over time, these indicators show the colour: from green if the trend is favourable to red if there are hard points.

For more information on the Change Management team's approaches within KESTIO and how to implement them in your environment, please send an email to: info@kestio.com, subject: Project Management

 

3/ Resource management and communication are the keys to the performance of a complex project

Of course, the skills of the resources to solve the problems identified in the scope are necessary but not sufficient. It is the dynamics of the project team members among themselves that is the key to the day-to-day performance of the project and has a direct impact on the cost/quality/delivery triangle. A project can be delayed by technical issues that are more difficult to resolve than expected. But it can also come to a standstill if the players do not manage to share the same objectives and coordinate their efforts to achieve them. Team motivation is maintained all the better if the victories are quick and celebrated.

 

Communication also needs to be carefully considered, combining a truthful discourse based on the facts with the promotion of the project's identified benefits: the challengeis not to hide the difficulties encountered while maintaining support, and this is the challenge to be met with constancy and determination.

At KESTIO, we are convinced that the successful management of a complex project depends on the most objective possible consideration of its context, on the project manager's clear vision of the available assets but also of the potential breaking points that can destabilise the whole. And from this starting point, to be able to build a common trajectory and a collective adventure. At KESTIO, we accompany many company projects on the path, never straight, to success.

 

 

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