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Chapter 9
Raising Your Project
Management IQ
Bennetta R. Raby
Introduction
Everyone at one point or another in their career, community, or personal life performs the act of
managing a project. A project can be as apparent as implementing a new system, a new process, or
setting a plan in place for remodeling your home. For most situations, the nature and dynamics of
a project are much more complicated. e for-prot and not-for-prot landscapes alike are mired
with an arsenal of initiatives geared at quickly xing the next new problem, budgetary constraint,
or providing the appearance that we are making progress. e problem is that most of these initia-
tives end up never seeing the light of day because a key component is missing. e basic under-
standing of what a project is and how it ows from start to end is not clearly understood at all levels.
What Is a Project?
First, do you really have a project? Let’s dive into how a project is dened. e word project origi-
nates from the Latin word projectum, which translates to “cast something forward.” e word itself
Contents
Introduction .............................................................................................................................. 71
What Is a Project? ...................................................................................................................... 71
Roles and Responsibilities within a Project ........................................................................... 72
Project Management Critical Success Factors ............................................................................. 73
Attributes of a Successful Project ............................................................................................... 73
Project Killers .............................................................................................................................74
What Is a Program? ................................................................................................................... 75
All Good Programs Must Come to an End ........................................................................... 75
72 ◾ Bennetta R. Raby
originally meant “one thing that comes before another happens.” When the word was accepted
into the English vocabulary, it referred to the arrangement of something, not the physical act of
carrying out the plan. By denition, a project is a special endeavor that has a specic goal, utilizes
resources, and has a distinct start and end. at said, you might think that just about anything
can t into that mold. However, it is important to recognize that this “special” endeavor is being
executed to solve a particular problem or address an issue that would not ordinarily be addressed
if it weren’t for the creation of the project. In the many years that project management has been
practiced, the very best way to digest it is at its most basic, commonsense level.
A project only happens one time. Performing monthly security risk assessments on network
computers is not a project. It’s not a project because it is the performance of an ongoing set of rou-
tine tasks, routine being the operative word. Conversely, detecting that the network has signicant
risks, and there is a need to determine a plan for reviewing, arranging, and carrying out the assess-
ment for the rst time is a project.
A project contains three distinct restrictions, which are also known as project constraints. Time,
cost, and quality are dened as constraints because the engagement is naturally limited by these
three related factors that must be considered. We cannot change one constraint without aecting
at least one of the other two. For example, if the specications require more work to complete the
project, then the costs will most likely increase. Good project management is getting the job done
on time, within budget, and according to specications. Furthermore, a predetermined budget
for your project, a rigid deadline, and limited availability of a process owner or a resource with a
specic skill are common constraints. In other words, constraints are any factors that can limit
your options in how you complete the project and achieve the project goals. ese constraints
must be documented, their risks examined, and then the project manager must plan how to meet
the project objectives within the identied constraints.
Roles and Responsibilities within a Project
As leaders or the visionaries of a project, the engagement will need the very special attention of
several people—a sponsor, a project manager, and a team. How the resources are solicited and
secured is just as important as the identication of the initiative. Within the project setting, a
clear denition of the roles and responsibilities that individuals play will be critical to the suc-
cess of the project. In addition, a person may play more than one role simultaneously. Individuals
must clearly understand the documented roles they play to know what responsibilities they have
in making assessments, carrying out tasks, reporting progress, and reviewing the work that has
been performed. Clearly dening the roles raises the probability of the project being judged a suc-
cess by: (a) bringing clarity to the project environment, (b) predetermining how each task will be
completed, (c) identifying who has decision-making responsibilities and authority, and (d) reduc-
ing confusion.
A simple document outlining the role denitions and showing who does what should be cre-
ated once resources have been identied and cleared by their designated manager. Each one of the
roles listed in this chapter is necessary for a successful project. e project sponsor, also called the
internal customer, ties the project to organizational business goals or strategic plans. e sponsor
typically should know the what, why, and who of the project. He or she has the nal authority on
the project, helps the team to secure resources, and resolves project issues. e project manager is
responsible for managing the project using the strategies covered in the remainder of this chapter.
Project managers are required to organize and direct their assigned projects. is may include
organization and direction of tasks from the start to the end of the project by coordinating the
Raising Your Project Management IQ ◾ 73
project team and managing the budgetary resources to ensure the project runs smoothly and is
done on time. e project team represents the combined group of individuals who are responsible
for performing or managing the performance for each of the functional areas of work. Examples
of functional areas may include information technology, nursing, nance, management engineer-
ing, or process improvement. Team members must be clear on the fact that if they don’t agree
with something, don’t understand an assignment or task, or have a concern, it is critical that they
speak up as soon as possible so that early issues don’t become bigger problems toward the end of
the project.
Project Management Critical Success Factors
As introduced in the rst part of this chapter, there are a few critical success factors that can make
all the dierence in ensuring that a project will achieve its nal goals at the project’s conclusion.
Being aware of these factors and bringing them to bear can save the leadership of the project a lot
of headaches down the road and can keep them out of “re-ghting mode.” Strong sponsorship
is arguably the most important success factor for a project because not only does the sponsor hold
the key to the vision of what needs to be accomplished, but due to their commitment to seeing
the engagement through, they will validate for those that have a vested interest why the project is
critical to the future success of the organization.
Following the full life-cycle phases of a project ensures the timely and eective completion of
the project and is the foundation of the initiative. Based on international standards, the specic
phases of the project life cycle are: initiation, planning, execution, control, and close. An easy to
remember acronym is IPECC. e phases are dened and described as follows:
(a) Initiation: e initial idea for a project is carefully examined to determine whether or not
it benets the organization and supports or enables the organization’s strategic plan.
(b) Planning: A project plan and project charter containing the scope (body of work) outlines
the work to be performed and desired outcomes. During this phase, the team should be devel-
oped and recruited, the budget and schedule created, and a kicko meeting coordinated.
(c) Execution: e project resources work eorts are carried out, and deliverables and mile-
stones are met.
(d) Control: e project managers will compare what was planned and the actual progress
to plan, as resources perform the scheduled work. During this phase, the project manager
makes the necessary approved adjustments to keep the project healthy and on track.
(e) Close: Upon the completion of all projects, nal client acceptance/approval and evaluation
of the outcomes are performed to highlight the project success and learn from the project
experience and history.
Starting a phase before the prior one is complete is acceptable, but it does carry some risk that must
be managed by the project manager.
Attributes of a Successful Project
Project management must be accepted as a norm within the culture of an organization. If the dis-
cipline is treated as a one time tool that has been infused to provide a quick x to long-standing
74 ◾ Bennetta R. Raby
problems, it will always fail. Instead, the discipline of project management is just that. It is a disci-
pline, and it provides a structured approach to identifying and addressing organizational goals and
issues. Of course, no organization wants to get lost in the abyss of processes, details, and schedules,
but envisioning and executing projects is serious business.
e Project Management Institute (PMI) is the most credible and internationally recognized
professional organization for PM professionals, and the road to certication can take several years.
Most practitioners of project management start out in a very organic role as a team lead, super-
visor, or as an executive who has been asked to manage an important initiative. Not everyone
demonstrates the desire to become a career project manager or project management oce (PMO)
director. However, those who aspire to function in that role usually seek to further their studies
via a formal certication as a Project Management Professional (PMP), graduate studies, or pro-
fessional training. Many organizations still seek individuals who possess either a PMP and/or a
master’s in project management.
A common mistake that organizations make with these highly sought-after, highly compen-
sated individuals, is that the organization puts out an all points bulletin to nd them and recruit
them. Upon arrival in the organization, the new project managers are then strapped down with
10–15 projects that have no link to what’s vital or strategic. While there, they work on less impor-
tant projects, and the organization’s executives begin to ask why the organization employs these
high-priced individuals. If key stakeholders in the organization initially buy into the fact that
project management is a mainstay and basic foundation to the accomplishment of every strategic
initiative, then the project managers’ help and guidance can be ensured. Furthermore, it enables
leaders to nd the courage to motivate others to remain focused on ever-present problems such as
resource utilization and budget management.
Every project requires a vision that is identied, dened, and linked to the existence of the
business. If a project is not tied to a business driver, it will perish. It is during the initiation phase
that the overall objective is identied, and this is where the real essence and value of the project
becomes clear and manifest, not the execution. Keep in mind that successful implementations
are 80% people, processes, and culture, and 20% software, hardware, and technology. Early on
in the initiation phase, the sponsor and the project manager should sit down and obtain a clear
understanding of the what, how, and when of the project. It doesn’t have to be a perfect 15-page
document of details; it just needs to be concise enough to tell the story. is will keep the charter
and the scope at a commonsense level where everyone from the grassroots up to senior manage-
ment can understand the purpose of the project and why the organization is investing resources
to complete the project.
Project Killers
ough it is an unpleasant topic, it is good to be aware of what can kill a project. Every leader or
project sponsor believes that his or her idea is the winning key to success for taking the company to
the next level. However, a common fault is to think that a half-baked idea is a truly viable project.
is is where the damage starts because a project must be vetted through the initiation and plan-
ning phases discussed earlier in order to validate that it is a reasonable endeavor. Other potential
“gotchas” include:
a) Not taking the time to identify and get the project sponsor fully onboard and behind the
project.
Raising Your Project Management IQ ◾ 75
b) Mismatching novice- and expert-level project management resources to low or highly com-
plex projects.
c) Setting impractical goals and timelines that push the limits beyond what is reasonable.
d) Allowing a project to span a longer timeframe without including smaller, manageable phases.
e) Not establishing project performance metrics that will provide a pulse check throughout the
project life cycle to track whether the project is still on course.
f) Projects involve some uncertainty, but the timeline and deliverables should not be changed
every time a challenge is presented.
If we fail to dene the key project parameters, the chance of project failure increases. Whether it’s
a meeting, brief chat in the hallway, phone call, or via email, it is critical for the project manager
to work with project participants to uncover this information.
What Is a Program?
e main characteristics of a program are: (a) the outcomes of the program are driven by strategic
targets or signicant changes to the organization, (b) there are signicant risks but also great gains
at stake, and (c) the overall payback is achieved over a lengthier duration. Program management is
the compilation of initiatives and projects that together are designed to accomplish a key strategic
business objective. As mentioned earlier, it is imperative to know what the major business drivers
are for the work being done. Projects can carry a hefty price tag in terms of both money and physi-
cal and human resources, but there is a much higher cost incurred due to the length and scope
being quite complex. Programs in the governmental realm cost taxpayers millions of dollars and
generally span several years, which heightens the stakes and increases the risk of failure.
Within all organizations there is a need to focus on handling very complex initiatives. ese
initiatives may combine system releases, product and service delivery, business process reengi-
neering, a new partnership, and so on, and can result in wholesale, systematic changes to the
organization. Program management is intended to go beyond the system in scope. It includes the
project’s business purpose, the operational processes that will be aected, many departments, and
a multitude of participants. A program is a collection of many individual projects.
All Good Programs Must Come to an End
Although the systems and processes within a program must be operable by quality and reliabil-
ity standards, a program may never be deemed as complete. is means that programs include
continuous process improvement and ideally improve from year to year. However, as with proj-
ect management principles, the ultimate question is, “Have the overall results of the program
accomplished the main objectives?” Overall program eorts and their large resource pools typi-
cally develop greater momentum than standalone projects. is drive and forward motion helps
programs accomplish serious outcomes and deliverables, but this very momentum can make pro-
grams resistant to change or closure. Lack of vision, changes in vision, and poor direction can
lead a program to consume enormous amounts of money in relatively short time periods without
providing real additional value or useful results.
Fortunately, applying sound techniques and practices specic to program management can
enhance an eort’s chances of success and reduce risk. For enterprise-scale work eorts, these prac-
tices can enable an organization to pursue its business strategy and remain competitive. One of the
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