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Project lessons - critical lessons learned from 327 project teams

More than 300 project teams working on major change initiatives were asked three questions that summarized success factors for their projects. These questions were:

1. What would you do differently on your next project?
2. What are the most critical "must-do" items?
3. What are the most critical "must-not-do" items?

The following excerpt from the 2002 benchmarking study provides the answers to these questions.

What would project teams do differently next time

In priority order, teams cited the following things they would do differently on their next project:

1. Utilize an effective and planned change management program. This aspect of the project includes:
   
      - demonstrating the need for change
      - communicating the implications and logistics of the change
      - creating buy-in at all levels within the organization
   
   An effective change management program decreases employee resistance, lessens productivity losses during the change and improves the likelihood of project success.
   
   
2. Ensure senior management support throughout the project. Senior management should be “kept in the loop” so they have an understanding of the need for change and the goals of the project.
   
   “Assure senior management commitment. Nothing matters without it!”
   
   Some participants felt that hidden agendas at the executive level derailed the project. In future projects, senior management would be tied more heavily to the sponsorship and success of the project.
   
   
3. Select team members more carefully. Team members should:
      - be self-starters
      - show dedication to the project itself, not just the financial or professional rewards
      - be strategic thinkers rather than practical implementers
   
   Participants cited improved team structure in addition to actual members. This included the use of sub-teams and the delegation of more duties.
   
   
4. Conduct rigorous up-front preparation and planning. Research and analyze the selected process. Benchmark other competitors and organizations. Investigate support technologies and systems. One participant cited the old adage, “if you don’t know where you are going, any road will get you there.”
   
   
5. Manage the scope of the project. Defining scope is essential in the planning of the project. Clarify and limit the scope, and clearly establish the objectives and goals of the project.
   
   “Scope-creep can throw the whole project off course, over budget and over time.”
   
   
6. Communicate clearly and effectively within the team, between sub-teams, and to upper management and lower-level front-line employees.
   
   “Communication helps eliminate misunderstanding and distrust.”
   
   
7. Maintain focus and priority of the project. Some participants felt that without 100% day-to-day time commitments from team members, the project was lost in the shuffle of daily duties and responsibilities. Ensure that resources are committed and available as the project progresses.

Most critical “must-do” items

Teams that achieved success in their projects shared key factors that were major contributors. The top-four most critical items are:

1. Gain active support from upper-level management. Strong support provides the project with credibility and force.
   “Gain support from a majority of the senior management team. Not just lip service, but actually able to see the potential benefits and willing to make sacrifices to get the organization there.”
   
   
2. Plan the project fully. Identify the goal and keep this as the focus to drive the project forward. The methodology should be well thought out, and scope definitions should be strictly adhered to.
   “Plan it realistically, and allow some slack.”
   
   
3. Communicate effectively and regularly, include everyone involved in, or impacted by, the project.
   “Communicate the scope and importance of the project, how it will affect them, what participation will be expected of them - manage expectations.”
   
   
4. Select strong reengineering team members that are the “best and brightest.” The team should be trained and experienced, and be drawn from different cultures within the organization. Members should also be full time.
   “Bring together the best and brightest team who are dedicated and empowered.”

Other significant answers included having a high level of involvement. Including as many people as possible in the communication plan ensures less surprises as implementation approaches.

Most critical “must not do” items

The top-five activities that project teams did and would not do again on their next project are:

1. Do not use part time staff. Teams cannot ensure a successful project while they are performing their day-to-day tasks.
   “You must have team involvement. The surest way to assure non-success is to not empower the actual teams to design and implement the necessary changes to the process.”
   
   
2. Do not “go light” on communication. Informing everyone of the change as it happens is the best way to prevent rumors and misunderstandings.
   “Do not perform in a vacuum. Open the lines of communication.”
   
   
3. Do not stop. Keep moving and keep motivated, then ensure that you do not get bogged down at a particular phase.
   “Do not take a break in the project if possible. We went on a two month hiatus .... and lost considerable momentum.”
   
   
4. Do not ignore the targets of change. The change will not be successful if the end users cannot or will not implement the new process.
   “NEVER NEVER disregard the soft issues of staff.”
   
   
5. Do not start without proper planning. Changing scope or focus of the project will damage the integrity and commitment.
   “Do not assume that management and employees will just move on themselves. Do not leave out the time and activity plan.”

Other significant answers include: Do not assume anything, always reiterate and make sure everyone is on the same page. Do not stray from the objective; do not lose top management support.

Other words of advice from project teams

1. Have confidence and determination. If you have belief and commitment then the project has more chance of succeeding, do not give up. “Keep energy high and maintain momentum towards the common goal.”
   
   
2. Talk and listen. Communication will uncover answers, and prevent misunderstandings. “You cannot underestimate the importance of effective communication; be clear on the behavior changes that you need to make - individually and as an organization.”
   
   
3. Always have a goal. Try and have short, medium and long-term targets so that people will always see an improvement and/or results. “Recognize and implement ‘quick wins’ so people will see that results can be obtained without waiting for 6 months or a year for project roll-out, this will provide credibility for the project and a wider breadth of buy-in.”
   
   
4. Secure management buy-in. The project is easier to manage and more likely to succeed if it is seen to have the blessing of upper management. “Good committed sponsors are crucial to the success of a project.”
   
   
5. Make sure that you get consultants with aims and experience that match the needs and criteria. Try to speak with past clients and make sure that you get an experienced individual. “It’s a very good idea to get war stories from others who have been through the same process with the same vendors if you can.”

Other words of advice include:

“Do not try and rush through changes. Spend more time on the people aspect of the process than any other part.”

“BPR projects are like going to the dentist, painful at the time but worth it for the outcomes.”

“We have had a couple of great leaders as part of this process who have never given up, even when things have been at their most difficult. Projects such as this require outstanding leaders to keep things progressing.”