Transcript
Last time I talked about objective and business case of a project. There is one thing I want to clarify.
Finishing on time and within budget is not a project objective. It is what you as a manager must achieve. So, you must look for a reason why the project appeared.
Once you know that, there is another important aspect that you need to understand and accept.
Projects are not equally important. Some projects are entirely unimportant for some of your stakeholders. It is vital to know their interest. Why?
It impacts the approach you can select and project management plan that you should create.
You see, everyone assumes that stakeholders will act professionally and timely manner. But how can you force someone to solve problems of your project when these problems are of low importance? Moreover, when this person is overwhelmed by other crucial issues. Therefore, you can expect delays and risks in communications and stakeholder engagement on a low priority project.
So, for example, Scrum will be less efficient with a product owner who is not interested in the project.
On the other hand, if a project is critical for your organisation, you can expect much more attention than you would like to have. You will need to manage more stakeholders. A lot of them will have a high level of authority. Therefore, you will have to spend more time communicating and managing their expectations and engagement.
On a highly important project, you can expect a lot of internal escalations caused by stakeholders responsible for controlling your work.
Bottom line. Control the relative importance of your project.
And see you in the next episode.
The post [Video] IPM #2: How to Leverage Relative Importance of a Project appeared first on PM Basics.