Delivering a successful project - is it a dark art?

Does a project or programme of work ever really reach closure against the original requirements or scope?

In my experience this is a resounding no.

Not because the scope was lost or requirements were not gathered in sufficient detail at the beginning; it's more often the case that as a project evolves the vendor learns more about the real requirements and/or business processes of the client and in parallel the client understands more about the features and benefits of the product/services on offer and/or being implemented.

This is down to strong project governance from the get go and open, honest and frequent communications throughout the delivery process.

A project lives or dies through effective communications and an understanding that it is a joint venture or partnership.

Of course, every project will have its challenges, every project will face decisions or requirements that were not foreseen during the procurement process.

The route to success is how the project team (and I mean the wider team here, comprising both vendor and client project managers, subject matter experts and decision makers) interpret, record, report and manage these pinch points.

An example of this was an “in flight” multi-year, large scale software implementation programme that I was parachuted into by the vendor for a government department in Northern Ireland a number of years ago. The project at that time was deemed to be failing.

The client was understandably and justifiably frustrated with us, the vendor; and the client was deemed to be difficult... by us.

The root cause?

A total breakdown in communications and loss of trust.

From both sides.

The solution was simple in theory and effective in execution. Tricky at first obviously, whilst we all put our cards on the table and shared our frustrations without judgement. The immediate outcome was a “clearing of the air” and a clean sheet and agreed and shared approach from which to build.

Thirty minute weekly KIT (Keep In Touch) calls between the project managers and relevant SMEs when required was a starting point.These were bolstered by scheduled project director/sponsor calls outside of the formal and fully documented monthly project board meetings and quarterly steering committee meetings with the project stakeholders and purse string holders.

This seemingly obvious tweak to the governance and approach was straightforward to implement with buy-in from everyone. It had an extremely positive impact in an incredibly short period of time and this was sustained through dogged determination, commitment and above all else the mutual trust that had been forged.

Confidence was built at all levels, particularly, and strategically significant, with the client-side project sponsors and stakeholders who had previously been wary and doubtful of the likelihood of a successful delivery.

Project board meetings and steering committees were no longer an unknown quantity to be met with trepidation. The value of and agreement between both sides at an operational level of “no nasty surprises” was immeasurable.

Naturally - as with any project implementation - there were challenges and difficult decisions that had to be addressed and resolved over the remainder of the delivery.

But these were all faced together as a united front and in the spirit of partnership. A big difference.

No one was ever thrown under the bus again. If there was a risk or issue or need for change then this was in the open and reported as soon as it became apparent.

The project closed out successfully, on time and on budget.

It generated significant additional revenue through change control, boosting the original total contact value by a hefty six figure sum. Needless to say this was very much welcomed by the GTM account owner as an unexpected booster to their annual targets!

It was no accident that the success of the project was down to the open communications, backed up with clearly documented governance and reporting and above all else the buy-in and mutual trust that ensued between all parties.

Project management is not, as some would believe, a dark art. It really isn't. It requires adherence to governance and process and (’m going to say it again to really push this home in case anyone has missed it!) open, honest and frequent two-way communications.

Regardless of the technical or commercial complexities that may exist (or appear) here are 5 simple yet crucial points that I have found, having led numerous projects over the years, to be invaluable to ensure a successful project delivery. Keep these at the forefront of any project you lead or initiate, regardless of its size, importance and complexity, and you will increase the likelihood of delivering a successful project :

1. Be clear and agree roles and responsibilities of all parties

2. Confirm the scope at kick off and continue monitor and adjust as necessary

3. Document, agree and report regularly using clear and simple tools

4. Frequent communication (formally and informally) - remember the 'no surprises' ethos

5. Always be open and honest and build the trust

Stu Robinson is a proven and accomplished operations, project and programme management professional with over 20 years’ experience in building and delivering robust strategies for start ups and established businesses alike. Adept in problem-solving, strategic planning, data analysis, and auditing, Stu's project leadership experience ensures high quality behaviours are established and operations are aligned to accelerate business growth and profitability.