How To Finalize The never-ending Project-wh60a

UnCategorized If you are similar to many other .panies dealing with the new challenges of today’s economic environment, you may be facing the situation where you are deeply worried whether a critical project that has been going on for some time will end successfully. An example of such a project involved the CIO of a major energy .pany. This .pany was moving a key part of its business to another country. This part of the business relied heavily on its IT systems, and ensuring that the transferred IT-systems were working and were .pliant to the local regulatory environment was therefore crucial. The team had been working for several months, original deadlines had long since passed, but the team kept on requesting more time for additional analytics. Due to these delays, the IT-department was rapidly losing credibility, and was seen as representing a major threat to the move being carried out on time. Due to the .mercial and regulatory advantages of the new location, each month delay would represent major financial losses. The CIO decided to use external assistance to help/force the team to finish its work within two weeks. While the initial reaction from the team was that this would be impossible, the team was able to deliver more than acceptable results within the suggested deadlines. The methodology that was followed to achieve this remarkable turn-around is fairly straight-forward and easily transferable to other situations. The starting point was to sit down with the team and go back to the beginning of the project to discuss and agree the basic issues that needed to be resolved, and to develop a .mon understanding of the goals and general framework (including time pressure) for the project. In this case, as in many other similar situations, it was surprising both to the CIO and the team how much the team’s perception of the goals and deliverables had drifted over time. The next step was to quickly but thoroughly to review the work that the team had carried out and link the of this work to the agreed goals of the project. In this process it became clear that much of the work that the team had carried out was in the "nice to have" category rather than critical to reaching the goals of the project. In addition, the team agreed that the same could be said about a large portion of the further work that the team had planned to carry out. Based on this, the team agreed that with a minimal number of additional interviews it would be possible to finalize the project based on the results at hand. The next step consisted of structuring the results of the work that had been carried out and getting a .mon understanding of what these results meant and signified. The next step was to translate the team’s conclusions into a .munication plan. This involved understanding who had to buy-in to the re.mendations from the project, and develop a plan to "sell" the key messages to these individuals (with a special focus on those who would be surprised and/or unhappy with the team conclusions). In this case the .munication plan involved a number of structured presentations and a written document outlining the overall conclusions with supporting arguments. Although there was considerable discussion related to some items, the overall re.mendations were accepted and implementation started within an acceptable timeframe. This approach has been used to help a number of teams that have this (fairly .mon) problem. You can therefore safely assume that following the broad steps outlined in this article will help any sponsor and/or project leader facing a team that is having problems finishing its work in an acceptable manner. About the Author: 相关的主题文章: