© Dynamic Technologies Ltd 2018
It's people that make projects successful, and effective teams that deliver that success -
Building the right team is more than selecting the right people; it’s about developing the people you have, and building a culture focused on success not process. When integrating businesses after merger or acquisition, motivational challenges often arise when staff are redeployed onto projects prior to redundancy -
Identify the project sponsor and ensure they understand their accountability -
Set the project team boundaries correctly -
Build a team that understands the complete solution (including a Design Authority). When the solution is split into sub-
Build & motivate teams -
Don't skimp resource at first -
Set clear roles and responsibilities in the project, and explain the consequences of failing to meet them.
Understand and document the uncertainties in the project and share with the sponsor.
Identify and involve all key stakeholder representatives from the start, especially end-
Lead the project, don't just manage it. Leading change requires:
Forge the project team and reinforce team behaviour -
Plan for succession/staff turn-
Refine effort estimates and skills requirements and forecasts regularly, and plan for changes in staffing as far in advance as possible.
If there is a risk of resource shortfall, start looking for the right people right away and escalate there is a resource risk.
If there is a resource shortfall, impact assess the situation and formally raise the issue as soon as possible. It isn’t uncommon for resource to be dragged away onto firefighting, or another “higher priority project”. Carrying on with an undeclared shortage of staff will lead to under-
Identify the trainers and super-
Prepare all the training materials and communications to stakeholders. The solution will only work well if the users/maintainers have been well-
Plan for the human aspects of go-
Train, train, train -
Plan for the redeployment of the project team once the project is complete. The definition of “project” includes that it will have an end, so plan for it, releasing team members as quickly as is appropriate.
Plan for some relevant project staff to stay on for operational support; throwing it over the wall doesn’t work well!
Maintain the right standard of staff to use and maintain the solution -
Brief the “Phase 2” project team thoroughly. There is often a follow-