Stop This Project--I Want to Get Off! (Part 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

  PMO  

In Part 1, we covered how important it is to activate the workforce properly for dealing with constant change. We learned that we must counter the feelings of frustration, helplessness and loss of control to maintain the performance necessary to complete a project successfully. During the Control stage, new techniques and strategies must be used to maintain stability. Despite being constantly buffeted by change, you must establish an environment where issues are resolved quickly and change control decisions are made in a timely fashion.

Lowly Procedures, the Linchpin of Stability

You can't maintain stability unless you use some type of formal way to identify, document and handle issues. There are two areas to consider:

1. Establish proper change control. Without a way to formally track and make decisions on changes to project scope, the workforce suffers in a chaotic environment. Put an effective system in place, announce it and report on its success.
2. Establish proper issue resolution. Use an effective issue resolution tracking system, keep it updated and manage aggressively towards resolution. Look for listed issues that are really organizational change issues (for example, the lack of an important decision-maker or stakeholder due to departmental reorganization, or a change in business strategy that appears to undermine the business case or support …

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