Balancing the Art and the Science of Project Management - 5 key learnings

Far too many projects fail to deliver on their outcomes but effective practices can improve the chance of success.

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In our new ‘Balancing The Art and The Science of Project Management’ blog series CES Director of Change and Improvement Ken Stanley will share CES’ insights into 5 key learnings based on our experience which, if adopted, would help any project improve the likelihood of success.

Over 5 instalments we will explore:

• Decision-enabled lean governance structures
• Autonomous project teams
• Deliverables and outcomes need to be agreed and clear from the start
• Have the right mix of experience and skills
• The importance of continuous communication and nurtured relationships

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You can find out more about how CES can support you with Programme and Change management here.

Learning #1: Decision-enabled lean governance structures

CES has rich and diverse experience in supporting organisations to design, develop and deliver complex projects and large scale programmes to design, optimise and improve how public services are delivered.  

Delivering projects and/or change within any organisation is challenging. Doing so within large or complex organisations is even more so.  

Project governance establishes the decision-making process, accountability, and oversight mechanisms necessary to ensure successful projects.  

Governance structures should be tailored to the specific needs and complexities of each project with consideration to the project size, its strategic importance, range of stakeholders and levels of anticipated risk.  

However, we do caution in over-complicating the governance structures as very often project governance structures feel they must reflect the scale and complexity of the organisation. This is far from ideal!

“Smaller teams who have a clear mandate and ownership to direct the project are more effective”

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Why?

• Leaner governance structures promote swifter and better decision-making
• Having a single Project Sponsor gives absolute clarity of accountability and the final authority for escalations
• In turn, this supports getting work accomplished in a more efficient and effective way.  

An effective Project Sponsor will:

• provide a clear vision for the intended project goal
• hold the project team to account
• support the removal of barriers and obstacles to project progression
• ensures the project remains focused on realising its benefits.  

What about others, will they feel left out?

Other stakeholders (not directly involved in the governance structure) can be kept informed through appropriate status reports and information-sharing forums. 

And finally….

For governance to provide meaningful oversight, governing mechanisms should be documented with each governing component clearly defined.