”With more and more matrixed projects
(sales, operations, etc); the conflict could come from competing priorities
and/or schedules on the "customer" side. That is, one
customer may deviate from plan and ask for an additional enhancement (or
requirement) that could add "xxx revenue" to the organization.
Yet, delay in delivering that item could lose xxx in savings to the operations
team”.
Project
Managers (PM) know this all too well, whether we are in a traditional Project
Management Office (PMO) or in a Professional Service Organization (PSO). This
statement captures scope creep and the traps that come along with it very well.
The additional enhancement is something that was missed in the initial stage of
the project, but is necessary for the successful completion of the project. So,
what is a PM to do?
First, do no harm
So, the PM is
happily reporting that the project is green and progressing along very well.
Then, the project sponsor, or the client, along with the users or the
customers, alerts the PM that there is one missing deliverable. Calmly, the PM
collects the information and realizes that the additional deliverable will make
the project late and over budget, not to mention that this request is out of
scope. So, the first priority for the PM is to ensure the success that has been
accomplished during a project is not jeopardized by this additional deliverable.
So the first thing the PM should say is the following:
“I understand that this additional
deliverable brings with it sizeable advantages for the product. I also
acknowledge the work of the project team for delivering a project that is
meeting scope, time, and cost so far. I believe I have all of the objectives of
this new deliverable and new scope for the project. What I will do is come up
with a change request that will review the additional deliverable and the
changes that this additional deliverable brings with it. I hope to have this
change request delivered to you in XX days so that the project team can review
and evaluate it”.
Let’s review
what is stated in this message. First, the PM acknowledges the project team for
delivering a project that is, so far, within budget, on time, and within scope.
It is critical that everyone on the team understands this point. The PM is
simply saying that gold-plating is not acceptable and that the current success
of the project must not be jeopardized. The PM is also saying that, besides the
additional scope, time, cost, and possibly additional resources may be added.
Now, this additional deliverable brings with it
additional revenue for the client/customer and possibly additional revenue to
the team delivering the project, the PSO. So the PM must keep this in mind when
evaluating this additional scope. When evaluating this new scope/change, the PM
must also take into account the additional value this new deliverable brings
with it. Also, when evaluating this change, the PM may have to add additional
resources, as the current project resources may not be able to deliver certain
additional tasks that will be added to the project. Once the additional costs
are tallied and the possible change in delivery date is determined, the PM must
discuss this with his or her management first. The PM’s management must be
convinced that this is the correct course of action, along with the change in
scope, cost, time, and possibly resources. If the delivery date is not
something that can be changed, then the need for additional resources is almost
a certainty. If the change only moves the delivery date out a short period, for
example a week, without adding resources, then the PM may be able to deliver a
change request that may be acceptable to the project sponsor.
Integrity
It is imperative that the PM keeps composed and delivers
the change with integrity and composure. The project sponsor needs to know that
the PM is the leader as well as the manager of the project. This change is a
challenge that the PM must meet and use his “capital” to keep the project
sponsor as an ally. There is no greater responsibility for the PM than to keep his
or her integrity, even in the face of a change that may be difficult.
If you would like to comment about this blog, please do so by responding in an email at Benny A. Recine, or if you would like to publicly comment in this blog. I will respond as soon as I can and you may inspire a blog article. I look forward to your comments.
If you would like to comment about this blog, please do so by responding in an email at Benny A. Recine, or if you would like to publicly comment in this blog. I will respond as soon as I can and you may inspire a blog article. I look forward to your comments.