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Steven, so true, the client engagement needs focus. From a business perspective if we are partnered with a client for long, say 2 years or more on a project, i see more comfort in an explicit and transparent client involvement with a scalable business model in place. These are fewer and long term projects, generally. Another is a new client assignment with focus on client engagement but not much visibility or involvement facilitated to the client. Efficeint PM but more of business relationship emphasizes the client engagement. The third is the innovation PM category which requires more risk appetite and agile project execution. Engagement in this case is the investers and the principle stakeholders who envisage the concept future. This needs an agile thinking for go to market readiness but scope and timelines remain "drawings on beachsand" until atleast one tangible product package is versioned for demo or even better, delivery.
A lot of good points in there, but I don't see the magic word....value.
Strategy is useless if it doesn't create value.
I really enjoyed that, lots of good points. Now can you squish it down into an elevator pitch (15 seconds). That's the goal, can we CLEARLY define without ambiguity project success. Not a catch-all statement.
When you deliver a product in line with the organizations strategic plans then you are creating value. You never create value if you do deliver a product that is not in line with the strategies.
The magic word is called Magical because it is hidden.
The answer to life, the world, and everything is.....value.
I agree here, especially about always bringing the project back into focus of the bigger picture. This is essential and has proven very successful in my own experience.
The only reservation I have with the firs paragraph is that a project can meet its product/service/result and scope, cost and schedule flawlessly and still fail sponsor/client expectations or value.
This is where tracability and proper walkthroughs come into play. What do you think?
Take into account this: value is a subjective matter. We need to make it objective. Here is where the project objectives has to be defined aligned with the reason to start it which is creating something that creates value to the organization. But what it is valuable for the organization is defined in accordance to the organization strategy taking into account it could be something objective to be meassurable.
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