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Thanks Esosa -
Alignment of key roles (e.g. program manager, project manager, team member) and synchronization/orchestration of work efforts to ensure everyone is working towards the same outcomes are critical actions for those in project leadership roles.
There is a key word missing into the post: solution. We contribute to create solutions where solution is equal to "the thing" to be create plus "the way" to create it. Putting this in the context of PMI (and beyond that what exists into the industry) the first component belongs to business annalists domain. Without "the thing" definition "the way" can not be defined. Because of that the business analyst is a critical role for other critical activity: make a situational annalisis to define the approach to be taken to create the solution.
Handoffs, cross-training and knowledge transfer are key activities to ensure the original vision remains until project closure.
yes, you mention two important aspects for project managers.
1. the gap between planning and execution by different people is inevitable. The targets for both are mostly different (sales guy gets bonus for selling, PM gets bonus for profits) and any handover communication is error prone.
There is the famous fable of a sales guy and a PM going on a safari, sleeping in a hut with a door and a window: The sales guy goes out before breakfast and returns running thru the door chased by a lion. He yells at the PM 'take this, I am going to get another' and jumps out the window.
2. And your second point about personnel: I would not use this term but the term fellow human. Any project or solution is different with different humans as team members, customers or other stakeholders.
It has been proven that PM theory, rationality and systems thinking (which take the form of methods, processes, tools) is not sufficient for success, note even leading to success. It is the human side, the culture, the leadership which makes the difference.
There was a salesperson, an engineer and a project manager driving to a company conference. The car got a flat. The three of them got out of the car and stared at the deflated tire.
The salesperson said they needed a new car. The engineer said he could take air from the other three tires and put it in the flat one. The project manager looked to the right, looked to the left, then said: "Let's get back into the car and drive off. Maybe nobody will notice?"
That’s why we have so many grey swans.
Thank you for sharing
I have a problem with the opening statement "When a programme or project is perfectly understood the actions that follow become more easier to achieve". Its the 'deliverable' or 'solution' that has to be clearly defined and understood. I see the 'project' or 'programme' to include the delivery process which has to have flexibility to adjust for the unknowns. One has to understand what needs to be achieved - the how will evolve as the project advances.
The Risk Management Plan has to identify that there will be different interpretations as to what needs to be achieved and recognize that there are more than one way to to get there. The plan needs to allow for finding the route most likely to achieve success with built in flexibility to adjust for changing conditions.
The fable of Stephane is funny, especially the words said by the Project Manager.
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