A Project Management methodology that has an integrated Change Management methodology is essential but monitoring its implementation through a project plan is too!

5 November, 2019

As mentioned in our August blog, nowadays there are numerous methodologies to lead and manage a transformation project. These are based on various internationally recognized best practices and normative frameworks, such as: PMI-PMBOK, PRINCE2, PMI-AGILE, SCRUM, NCB-IPMA, PMDPro and ISO 21500, among others. Furthermore, in that same blog we introduced the concept of DNA, where the two components of people and methods, the double propeller (the two columns) found in a project are indivisible if we want to attain project success. We also mentioned that that those methodologies do not include Change Management as an inherent, integrated part of their knowledge base. In some cases it is no more than an appendix of their practices.

There is an aspect that is fundamental in ensuring that the chosen methodology meets its purpose: and that is supervision. Supervising and following up on the methodology and the project work plan is one of the principal responsibilities of the project governance bodies. This is why it is important for all organizations to have systems to measure performance (based on methods such as Earned Value and Planned Value) during the project implementation and follow up on achieving the expected benefits.

As many people as have skin in the game or that are impacted by the project should participate in putting together the project work plan. Participating in the construction of the plan may require more time but it generally achieves greater commitment on the part of all the stakeholders affected by the project. Once the plan has been defined and approved it should become a guide for top management as well as the project team during the whole project. Furthermore, it should be communicated to all the stakeholders impacted within the scope of the project using all the means of communication previously approved.

Discipline in complying with the project plan in terms of time, scope, budget, and expected benefits is a determining factor in a project’s success. One of the characteristics of a successful transformation project is that any modification to of the plan should be an exception, fully explained, and rigorously evaluated.

Frequently modifying the plan is, in our opinion, a fear of failing on the part of those leading the change. Moving targets are an excuse for not making a solid commitment. In some organizations this behavior is accepted even when it generates cost overruns and demotivates those participating on the project.

Steadfast commitment to the project plan is the best way to ensure proper supervision and follow up. Any non-compliance of the commitments in the plan should be fully explained with activities that specify the reason for the deviation and that look to not impact the overall project plan.