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Full Project Potential (measured, redefined or ignored)

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George Freeman Thought Leader | Author | Architect| Florida, United States
Reaching full project potential is like a tightrope, yielding success when one reaches the other side of the abyss but imminent failure when imbalances are left unchecked.

Do you define and then lock your radar onto “full project potential,” knowing that its narrow definition will be your measure? Or do you negotiate a redefinition of full-potential, recognizing the size of the abyss that you must cross? What is the role of the project manager in these matters?
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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
Feb 26, 2020 10:27 AM
Replying to George Freeman
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Hi Sergio,

As a general rule, enterprises want “one throat to choke,” as multiple accountability structures are hard to manage as they create their own ecosystem of political mayhem.

You can have the functional delineation within the project for “Product versus Project,” but the “accountable PM” is still the throat which will be choaked. If I were to report to a steering committee that “x, y, and z” is not in my domain of control, I would see “three X’s” flash on the screen and would find myself sliding down the trapdoor that exists in every executive’s conference room.

I do understand what you are saying, but it doesn’t fit in all organizations.
In my personal opinion and my way of thinking and behave is not about what fits. Is about you will assume the responsability to be "dead on arrive" or not. And if you will assume it then make it visible and "do not cry" after that. Is pure logic: the project manager do not "define" the solution, just "define" the work needed to create the solution. Just to comment, is the "fight" I give each day from years and thanks God I had the possiblity to change some behavors and way of thinking in the companies I had the pleasure to work in. As other things, is up to the project manager.
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Wayne Mack Retired| Retired South Riding, Va, United States
I am not sure what "full project potential" might be,but if it means expending no time, money, or effort on risk mitigation, then I do not believe it is a realistic hope. I suggest reading "The Goal" by Eli Goldratt for a more pragmatic target setting approach.
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Daire Guiney Dublin, Dublin, Ireland
Dear George,

Defining a very narrow gauge for Full Project Potential should also be included under the risk register as you are dramatically reducing the likely hood of project success even if you hit all your targets.

I would prefer to leave a bit more latitude with which to work with especially in the early stages of the project and tight up the definition of the Full Project Potential when certain targets have been reached.

If you make promises at the very start of the project and do not reach the very strict definition of what would be called the Full Project Potential you are leaving yourself open to potential complications as a result.

Daire
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