Far too many projects fail to deliver on their outcomes but effective practices can improve the chance of success.
In our ‘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.
Learning #4: Have the right mix of experience and skills
People deliver projects! While it is essential that project team members comprise the appropriate subject matter expertise required to deliver the outcomes, teams need a broad mix of knowledge, skills and capabilities to navigate the project journey and all the twists and turns that invariably will be seen.
“Project teams need to have the right mix of experience and skills to deliver the expected outcomes and realise the desired benefits”
Effective sponsorship and leadership of the project directly impacts the likelihood of successful outcomes.
The Project Sponsor:
Is critical to facilitating and achieving the right mix of subject matter experience and the appropriate technical and soft skills amongst the project team. They should use their leverage within the organisation to champion this.
Must act as a visible leader to the project and articulate a clear vision for the project that inspires the team to get behind it. Demonstrating a passion for realising the project outcomes, active involvement in the review of project progress, understanding and appreciating the challenges and issues and being able to recognise key achievements and accomplishments of the team (and its individual team members) supports this.
Should be able to see beyond the silos and promote collaboration cross-functionally. Supporting the Project Leader in breaking down barriers between groups involved and seeing beyond them are practical ways the sponsor can play their part here.
Must be able to step back and empower the team to deliver but also be there to provide meaningful leadership, oversight and appropriate support where needed.
The Project Leader does not need to be a subject matter expert but must:
Model the behaviours expected of team members.
Hold team members to account – in turn team members should own their part in the project and feel accountable for what they do.
Be able to step back and look across the project and be able to bring all team members along the project journey by keeping the team focused on the outcomes, goals and deliverables of the project. They should not get bogged down in specific or individual areas (Project Leaders are often tempted to focus on a specific aspect of the project related to their own subject matter expertise).
Not shy away from tackling issues that are impacting delivery and be able to seek the input and support of the Project Sponsor when needed. While always nice to be liked as a Project Leader by team members, it is far more important to be respected by them.
