You think you are making progress, getting your ideas accepted or making progress in your project but in reality all you are doing is pushing into a wall of foam, giving you the illusion of progress.
Then one day it finally bounces back and you are back where you started from. In many ways a brick wall is much easier to deal with, at least you know where you stand.
What are the techniques you can use to overcome the foam wall?
Saving Changes...
That is an interesting scenario.. it can happen but should not!
As we know PM's work within a structured controlled environment, there are many processes to follow to satisfy the thirsty stakeholders who are overall responsible for our projects. Well I suppose it is about clear understanding and communications to the right people, having ideas accepted but not approved as viable business solutions will create this foam wall! on the surface people may agree but really this is not good enough.. stakeholders must buy into your ideas, rubber stamp them and you as PM implement. As the legal system goes is it in writing signed and sealed! same principal works for Project Management, the key is to ensure the progress made to projects is rock solid supported by the business and its stakeholders. Saving Changes...
Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
We usually have a 'Quality Reviewer' in the team to work side-by-side the project manager to monitor the quality and progress and to give alternative views if necessary. We also conduct review meetings with key stakeholders and steering committee in key milestones.
Prototyping and storyboarding may help to bridge the understanding gap. Saving Changes...
Governance structures for projects are critical to success. Sponsors, Steering Committee, Sponsor briefings, Sponsor and PM one on one weekly meetings. Basically, it comes down to face time with the key sponsors and stakeholders who hold the purse strings to the project. Also, if your structure is more within a matrix organization rather than projectized; prepare yourself for the challenges. PMs need a to develop trust amongst the team; and gain support and respect from your team that you are leader of the project. Don't underestimate the ramp up time with your team but don't let them drag their feet either. Focus on the 20%, (80/20 rule)use good tool, tips and best practices; make sure you understand the vision from your sponsor and develop a vision for the project approach and scope of the project to get buy in from your team. Saving Changes...
Alan CaseySenior Project Manager| Ford Motor Credit CompanyDewitt, Mi, United States
Love the analogy! Saving Changes...
Omar RadwanSenior Planner/Scheduler - PM Consultant, Senior Quantity & Cost Engineer| King Faisal Specialist Hospital & Research Centre - Projects Management Dept.Riyadh, Riyadh, Saudi Arabia
Claim today as your day to make some progress. If you are a planner, you already know what you need to do. Pick one thing off your list and go do it. If you are a jumper, choose three individual things you want to accomplish today and then start with one of them. In my experience, when a deadline starts getting closer that is when I am motivated to action Saving Changes...
Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
In my opinion, getting formal approval and sign-off from stakeholders and steering committee at critical checkpoints is important to minimize the likelihood and impact of the foam wall bouncing back. Saving Changes...
