The project gets approved—now
what?
Now that you’ve caught the tiger by
the tail, how are you going to survive
the experience? Books have been
written about project management;
we won’t plow all that ground again.
But there are a few key points to keep
in mind:
; PM tools may vary with project
complexity, but documentation is
essential, no matter the project’s
size.
; Formality of the PM process will
also vary with size and complexity,
but all the bases need to be covered,
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; Level of detail likewise varies by these
factors, and with corporate culture.
; Irrespective of tools, formality, and
level of detail, make the measurement of
status and progress simple and visible to
all stakeholders.
; Fix the problems, fix the people, fix
the plan! Simply reporting what’s wrong
is no substitute for active project management. Only action counts.
; A communication plan is essential,
with specific sequences for a project’s various constituencies and target objectives
for each. It is almost not possible to over-communicate.
; Project initiatives and planned outcomes must undergo a thorough risk
assessment and mitigation process before
things get under way and it’s too late to
stop the runaway train.
; Develop contingency plans and exit
strategies; don’t ever leave home without
a Plan B.
; Design and test the issues management and resolution process ahead of
time; don’t even think about waiting for
the first fist fight to figure out how to handle problems.
Why is this important?
If all you’re doing is doing your job, that’s
not enough. Not today, and certainly not
tomorrow. Everything you know, everything you are learning, needs to be put to
use—incorporated into projects—that
will make a difference.
What’s at stake? The future—both your
company’s and your own. A few years
down the road, will your supply chain be
a collection of cost centers or a customer-centric differentiator? A functional utility
or a strategic asset? A necessary evil or a
value chain contributor?
How well you can construct, sell, and
execute initiatives that move the needle of
corporate supply chain performance will
likely determine the answers. ;
Art Van Bodegraven, partner at The Progress Group, may be
reached at (614) 336-0346 or avan@theprogressgroup.com.
Kenneth B. Ackerman, president of The Ackerman
Company, can be reached at (614) 488-3165 or
ken@warehousing-forum.com.
