Areas of Practice

Often an after thought for many projects or at best run somehow in parallel, I am a firm advocate for the integration of project/programme and change management. I consider this to be right apprach to maximise the achievement of the desired outcomes and will allow it to be done in a manner that does not tax the business or staff. Each methodology informs and is informed by the other. Finally, it greatly increases the likelihood of the change becoming the new normal.

There are a number of recognised methodologies available. I typically use ADKAR.

I have extensive experience running projects and programmes using PMI, PRINCE2 or a customised methodology that suits the business. Similarly, waterfall or agile or a hybrid of the two. My preferred preferred approach is to customise a method that works best for the business both in terms of the framework and the tools used.

Whatever the project methodology applied key considerations are: getting a clear understanding of the business outcomes (and how they will be measured), resource capability and capacity planning, effective governance and integrated change management.

Whether the Project Management Office (PMO) is arm’s length from delivery or responsible for it, a PMO needs simple, defined processes to address outcome definition and measurement, resource planning, and the tracking and forecasting of both delivery and outcomes.
 

It is important to have the correct level of process for the business. Often existing processes can form a basis for a methodology and they can be refreshed to enhance the performance of the project teams.

A thorough review of the project’s current state is undertaken to identify pain points and gap(s) to what it should be.

Common areas of concern are usually resource availability, lack of agreed outcome definition or scope creep and role ambiguity.

Once the gaps are understood and agreed, a corrective plan is devised to steer the project back in line .