Powerhouses of Motivation
The best tool for
motivating teams to complete projects is the project charter. In fact,
when all else fails, this simple tool helps teams get over project
At its heart, the
project charter is an essential ingredient in the "define" phase of any
Lean project. It sets the stage for how the project and its outcomes
will be measured, analyzed, improved and controlled.
While project charters come in different shapes and formats - from simple handwritten descriptions to formatted A3
documents to multiple typed pages - their function is always the same:
Project charters establish focus and motivation for the team.
There are six
elements in any good project charter. They include the business case,
problem statement, project scope, project goals and objectives, project
milestones, and project roles and responsibilities. Here is how these
elements contribute to the project.
- The business case
describes the project and its impact on the organization's strategic
business objectives. The business case can be a powerful motivational
tool to explain why the project is worth doing.
- The problem statement
identifies the problem that the project will address. The problem
statement is specific and measurable. It indicates how long the problem
has existed and describes the gap between current and desired states. (The
problem statement differs from the business case in that the business
case is a non-quantifiable statement about the problem. The problem
statement, on the other hand, is specific and quantifiable.)
- The project scope defines the boundaries of the project work. It also helps avoid scope creep -
situations when "what is inside the scope bleeds into what is outside
the scope." Scope creep is the second most common reason for project
failure (the number one reason is poor team dynamics).
- Goals and objectives
in the project charter identify what will be accomplished and within
what timeframe. Use the "SMART" methodology to define your project's
goals and objectives - that is, keep the goals and objectives specific,
measurable, attainable, realistic and on-time (i.e., provide a
are dates assigned to each goal. They help the team stay on track with
the project and are important for overall project completion.
- Roles and responsibilities
are a key part of the project charter. The roles include a project
champion (absolute "must") who allocates resources, removes obstacles to
the project, and identifies the project team. In addition, a project
manager (internal or external to the organization) as well as an
internal team leader is required. And, of course, the project team is an
essential component. However, keep the number of team members to eight
or less for better manageability of the overall project.
may have other elements in addition to the above, but start with these
six to ensure your project charter is effective.
Also, treat the
project charter as a living document for a living project. In doing so,
you may very well save your life on the project!
No Place for Dead Ideas in Successful Organizations
it comes to "leaning" organizations for success, projects worth doing
provide outcomes of increased efficiency and productivity. Marked
improvements in quality and quantity of services and products are the
hallmarks of thriving organizations.
However, in the organization's quest for success, it is important to not lose sight of how projects are impacting employees and their performance. Organizations with high-performing employees are able to deliver top notch customer service.
it comes to improving process, the more risk-averse organizations
undertake projects that produce incremental improvements. While this
approach may provide desired results, sometimes, playing it safe
may mean that the organization is building on dead ideas - improving
upon systems and processes that have long outlived their usefulness.
Matt Miller, journalist and author of The Two Percent Solution, suggests three steps to letting go of dead ideas to propel you and your organization to success.
- Identify the ideas that matter.
Since we can't boil the ocean, pick the projects or ideas that will
really make a profoundly positive impact on your organization or your
life. These ideas will typically be strategic - those "sacred" ideas
that no one has dared question until now.
- Understand each dead idea's "story."
This comes down to identifying the root cause. How did this process
become so entrenched with sub-processes? Why did this process seem to
make sense in the first place? By understanding the root cause of the
idea, it's much easier to discern an action for change.
- Reach for new ways of thinking.
Don't dismiss ideas because they seem counterintuitive. If they seem
counterintuitive, this may be a sign of how skewed our thinking has
become, entrenched with only one way of doing things. Brainstorm. Look
at possibilities. By reaching for new ways of thinking, we expand our
the end, organizations need to continuously improve and grow. Shedding
old ways of doing things and inventing and implementing new concepts
allows everyone in the organization to thrive.
Don't get stuck in an outdated paradigm just because it's been there all along.
In My Humble Opinion (IMHO)
The most successful projects on which I've worked
included not only a project charter, but they also included a very
committed project champion - someone in the role who actually believes
in the project and not just someone assigned to the role. If the
champion is "lukewarm" to the project, the project's benefits and great
outcomes are quashed. If you're a lukewarm project champion, remove
yourself from the project and go work on something where you can make a
positive difference. Don't kill someone else's project just because you
can't move past your own dead ideas. IMHO.
"I alone cannot change the world, but I can cast a stone across the waters to create many ripples."
- Mother Teresa
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