Technical aspect: This is the easiest to grasp, as we have the resources, processes, and qualified methods to explain it.
Relational: This arises when different professions, hierarchical levels, and decision-making bodies are involved. How will each of these actors react to the change inherent in any project?
The main risk associated with this complexity is failing to achieve the project's assigned objective. Fortunately, various levers can be activated to significantly increase the chances of success. As an equation, a mnemonic device to remember them:
[(scope/number of lots+ management)x σ] communication+resources, with σ= sponsor constant
1/ Project governance and sponsorship: two levers for decision-making.
Implementing governance is the organizational solution to establish the operating rules specific to the project. The bodies that compose it must review its progress and make decisions, sometimes difficult ones, such as adjusting the trajectory in relation to what was initially planned. The regularity of meetings of these bodies promotes the expression and involvement of all stakeholders.
The sponsor is also an essential component in the decision-making process. Their position of influence and commitment to the success of the project helps to stay on course. Without a sponsor, there is no channel to the highest levels of the hierarchy. Without visibility, there is little guarantee of survival for the project.
2/ A clearly defined scope and regular monitoring optimize the operational security of the project.
The exercise of defining the scope is a delicate exercise insofar as it must meet two conflicting objectives:
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- to be exhaustive enough to meet the needs of the project stakeholders and thereby encourage their involvement
- and stay realistic, therefore achievable.
The first part of the exercise should open up the field of possibilities: the objective is to give free rein to the production of ideas in order to glimpse the extent of the possibilities for action. The second part consists of reducing the scope to an addressable reality, and lotting is then the solution to be favored, because it makes it possible in particular to better control the cost/quality/time triangle. The reality of a scope is often the result of compromises within negotiations between the different players.
This scope should be officially published within a 'project contract', which can be referenced, particularly for managing a fixed price with an external provider, where the scope can be adjusted in relation to costs.
Of course, regular monitoring of actual costs incurred, milestone achievements, and the quality of deliverables is essential to ensure progress on the commitments made in the "project contract." As the success of a project is built gradually, these indicators set the tone: green if the trend is favorable, red if there are sticking points.
For more information on the approaches of the Change Management team within KESTIO and how to implement them in your environment, send an email to the following address: info@kestio.com, subject: Project Management
3/ Resource management and communication are key to the performance of a complex project
Of course, the skills of the resources to solve the problems identified within the scope are necessary but not sufficient. It is the dynamics of the project team members among themselves that is key to the project's performance on a daily basis and directly impacts the cost/quality/time triangle. A project may be delayed due to technical points that are more difficult to resolve than anticipated. But it can come to a standstill if the stakeholders fail to share the same objectives and coordinate their efforts to achieve them. The motivation of the teams is best maintained when victories are quick (quick wins) and celebrated.
Communication is also crucial, involving both a truthful discourse based on facts and the promotion of the project's identified benefits: acknowledging the difficulties encountered while maintaining buy-in is the challenge to be met with consistency and determination.
At KESTIO, we are convinced that the success of managing a complex project depends on taking into account its context as objectively as possible, on the project manager's clear understanding of the available strengths but also the potential breaking points that can destabilize the whole. And from this starting point, being able to build a common trajectory and a collective adventure. At KESTIO, we support many company projects on the path, never straight, to success.
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