If It Ain’t Broke, Fix It Anyway
The mentality of, “If it ain’t broke, don’t fix it” is an outdated philosophy that has proven to have catastrophic effects on project investments. Our projects are volatile endeavors filled with numerous uncertainties, dependencies, contingencies, and risks — not to mention the personalities and competing interests; they require a lot of attention and enhancement! Projects that just limp along without the required adjustments and improvements are sucking the lifeblood out of too many companies. In this ludicrously competitive new world economy, our project management mantra needs to shift from “If it ain’t broke, don’t fix it” to:
“If It Ain’t Broke, Fix It Anyway!”
Effective project management that utilizes the most optimal business improvement tools is paramount to ensuring that our strategic investments are generating their intended results. There is always room for improvement. Our projects are constantly ripe for fixing, adjusting, and enhancing along the entire life cycle. We must never become complacent just because we feel our projects are rolling along smoothly. We can always get better. We must get better to remain competitive and to consistently achieve optimal and enduring business results from our project investments.
At the end of each chapter, you will find a section titled: Chapter Recap: Choose the Right Tool for the Job at Hand. The intent of these sections is to summarize the key business tools at our disposal that we can use to improve our projects and propel our businesses forward. We must be careful not to pigeonhole ourselves into a certain methodology, but leverage and deploy those tools and approaches that best satisfy our most stringent business goals and objectives. Adapt to the situation and business climate, because chances are they won’t adapt to you or your approach. You utilize the right tool for the job at hand (i.e., each project task) to build indestructible projects with enduring results.
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Chapter 1: Time for a New Project Mindset
Current State of Affairs
If It Ain’t Broke
Project Management Is #%&@#% Hard!
It’s About the Business, Not the Methodology
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 2: Project Alignment to Corporate Strategy
It All Begins with the Mission
Strategic Alignment to the Mission
Business Objectives Outrank All Other Objectives
The Pareto Principle
But, the Cost of Doing Business
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 3: Relentless Engagement
Mission First, People Always
Delegating Is Not Abdicating Responsibility
Manage Up, Not Just Down
Mobilize and Remobilize Commitment
Escalate but Never Cry Wolf
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 4: Plan, Adapt, and if Necessary, Change
Plans Are Useless but Planning Is Indispensable
The Bunny and the Berry—Case Studies
Don’t Change for the Sake of Change
BAU Process Improvement May Be the Required Fix
Assess the Cultural Appetite for Change and Act Accordingly
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 5: The Business Case—Your Most Important Tool
It’s the North Star of Project Investments
It Calculates Hard Cash
It Calculates Yearly Rates of Return
It Calculates Your Project’s Black Friday
It Calculates ROI
It’s a Living Document that Drives Value
Uh Oh, There’s No Business Case!
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 6: Have an Insatiable Thirst for Feedback
Check Your Ego at the Door
Perform Voice of the Customer
Specify Value from the Perspective of the Customer
Perform Lessons Learned Throughout the Project
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 7: Strengthen the Foundation of Your Project
Establish (and Reestablish) Laser Focus
Identify and Fix Root Causes
Don’t Just Communicate, Communicate with Substance
Evaluate and Enhance Project Artifacts
Perform a SWOT Analysis
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 8: Establish and Enhance the Benefits Realization
Plan and Processes
Where We’re Falling Short
The Value-Driven Life Cycle
Constructing the Benefits Realization Plan
Example Benefits Realization Plan
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 9: Strategically Transform Your Project
Make Strategic Decisions Based upon Changing Circumstances
Start with the End Goal and Plan Backward
Revitalize the Plan
Rebuild the Team with the Power of RASCI
Chapter Recap: Choose the Right Tool for the Job at Hand
Chapter 10: Possess an Incessant Focus on the Business
Know More than Anybody Else—You’re in Charge
Standardize and Optimize Future State Business Processes
Focus on Business Quality, Not Arbitrary Quantity
Implement Mistake Proofing Throughout the Business
Reduce Interruptions and Context Switches
Be a Positive Force for Business Change
Chapter Recap: Choose the Right Tool for the Job at Hand
Appendix A: Strategic Project Management Checklist
Index
