Essence Of Project Management In Ten BulletsSuresh Gopalakrishnan

SGK_00@yahoo.com

Change ManagementArticulate a clear goal/end result and

communicateMany thinks “Build it and they will come” – but they won’tEmphasis the benefit so that everyone is clear on WIIFM

(What’s In It For Me)

Survey various stakeholder groups, on a regular basis, by asking 4 ARE (see backup slide# 1)Are we doing the right thing?Are we doing it right?Are we getting it done well?Are we getting the intended benefit?

Expectation ManagementDefine what success means – not just for

overall project but for each intermediate milestones It should be measurable, simple and realistic

Manage expectations - Ensure no one in the business is having “Silver bullet” thinking

Explain to key stakeholders how you arrived at the scheduleHighlight the variability and key risk factorsHighlight design assumptions made

Scope/Schedule ManagementEnsure a good amount of time is spent on

below to reduce scope creepAs-is/To-be business processBusiness scenario listing and test scripts

Identify inter-dependency – Don’t rely on scheduling softwares to identify critical path, think through all major tasks from start to finishMake it an ongoing exerciseBottlenecks and dependencies change over timeAdditional monitoring of critical path activities

Value ManagementMake sure all critical success factors are

continuously monitored through out the life cycle Incorporate a check in each test cycles

Use Result Chain (Benefit Map) to stay on course (see backup slide# 2)Helps control scopeHelps alignment of project’s goal with

organizational strategy

Influencing Without AuthorityOne of the key concept in “Science of

Persuasion” Knowledge + Trust = AuthorityEnsure the team spends additional time in the beginning

to under stand the business process thoroughly

Backup Slides

4 ARE Survey SLIDE#1

Result Chain (Value Map)

Complete Project or part

of a project

Desired Result of

the program

Outcome

SLIDE#2