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Managing Project Expectations in the IT Organization
October 4, 2007 | Author: PM Hut | Filed under: Project Stakeholder Management
Managing Project Expectations in the IT Organization - Provoking Stakeholder Thought With Two Simple Words
By Christopher J. Wright, MPM, PMP - Global Knowledge Course Director
Dan Maloney, the Director of Marketing, tells Elie Chapman, the IT Project Manager, he just received word that the competitor will be launching its new retail point of sale (POS) system one month ahead of their own company’s planned deployment. Maloney stresses that being first to market is critical to the success of the company’s new ad campaign on improved customer service. At this point, Maloney asks Chapman, “Can the IT project team expedite its launch schedule for the new POS system one month ahead of the original schedule?”
What should Chapman’s answer be to this project change request?
The Common Problem
Because most internal IT organizations are viewed as a cost center and not a revenue-generating entity, the IT project team is expected to automatically acquiesce to the business request and answer “yes”. At the same time, the IT department is stretched beyond its current resource capacity, and all project managers have been instructed to advise all suitors that they cannot take on any more work - effectively answering “no” to all requests.
These positions create a common paradox for all IT organizations. If the project team consistently answers yes to these requests in order to meet the expressed and implied business needs, they can create a problem for IT’s ability to deliver on expectations. If the project team consistently answers no, the organization will be viewed as an obstacle, a roadblock, and not a “team player.”
The Key Words for Managing Stakeholder Expectations
Though eliminating scope creep is a valid concern, many change requests for IT projects are based on a valid business need. Therefore, it is important that IT organizations do not simply disregard them for the sake of maintaining the project and resource status quo. At the same time, teams must carefully consider the impact that immediate business needs have on the projects. So, what should the common answer be to key project stakeholders who inquire about changes?
In nearly two decades of experience in technology project management, I have found that the best answer contains two simple words: “It depends.” This response is not designed to answer the immediate question, but to encourage discussion and provoke rational thought. If project manager Chapman responds to Maloney’s inquiry regarding expediting the timeline with an “it depends” response, it opens the door for a discussion on critical trade-offs. In practical terms, Chapman’s project team may be able to deploy the POS system sooner if they are provided either with more resources (budget, people, and capital) or a reduction in scope or quality requirements. At that point, Chapman’s team must determine the impact on the project’s budget and/or scope if the sponsor decides to expedite the schedule.
Prioritizing the Triple Constraints
To help guide the project team’s decisions, it is imperative that the project manager and sponsor reach an agreement (early in the project) on the relative priorities of the triple constraints (time, cost, and performance). Though project success is often measured by the team’s ability to deliver the project on time, on budget, and on specification; these elements often do not carry the same weight. Though all are important, one of the constraints is considered more critical than others. For instance, a new video gaming system project with the primary objective to be first to market will likely consider time to be the most important constraint. An ERP upgrade project intended to reduce costs, on the other hand, might consider the cost leg of the triple constraint model as the most critical constraint.
All IT organizations regularly face the challenges created by constant change in stakeholder direction. Due to competitive business pressures, IT organizations cannot erect a firewall to keep out project change requests. IT project teams can, however, provoke an objective review by working with key stakeholders to prioritize the triple constraints and promote discussion and analysis. Will this work for all of your IT projects? It depends on how early you engage key stakeholders and how consistently you apply these techniques. Good luck.
About the Author:
Chris Wright, PMP, is the President and Managing Principal of Tanden LLC, a Raleigh, NC-based Project Management consulting, mentoring, leadership, and education firm. Chris specializes in blending his 15+ years of hands-on project management and team development experiences in various industries with useful team leadership principles that can be applied in all organizations. In addition to being a certified Project Management Professional (PMP), Chris has a Masters Degree in Project Management (MPM) from Western Carolina University and is an active member of the Project Management Institute (PMI). Chris is currently the Vice President of Education for the North Carolina PMI Chapter and can be contacted at chris.wright@tandenllc.com.
This article was originally published in Global Knowledge’s Business Brief e-newsletter. Global Knowledge delivers comprehensive hands-on project management, business process, and professional skills training. Visit our online Knowledge Center at www.globalknowledge.com/business for free white papers, webinars, and more.
© Copyright 2007, Global Knowledge. All rights reserved.
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