I work in a PMO and we have rolled out a new set of internal processes and PM deliverables. We have Walkthroughs (Targetted as a Business Overview) and Technical Reviews (Review of the Techncial Requirements) for all of our projects. Typically during Walkthroughs we discuss the BNA (Business Needs Assessment Document), BRD (Business Requirements Document) and a high level review of the technical requirements. I am finding that as our Strategic Planners work with business unit sponsors in defining Scope, Key Deliverables and Acceptance Criteria, Gap Analysis, etc. for these documents that they are not defining Scope items, Key Deliverables and Gaps accurately. There is certain terminology and sentence structure that should be used when defining these items (e.g. Scope should define the major activities, deliverables focus on output and words like produce, create, etc. should be used). Does anyone have any suggestions on how the Strategic Planners can be trained or mentored properly to make sure a deliverable is truely a deliverable, etc.
Thanks for your feedback and suggestions. Saving Changes...
Yours is a common problem, often restated as: How can we get marketing to make deals that are achievable, i.e. realistic and agreed scope with reasonable time and cost estimates and realistic quality.
It comes down to 'projectizing' the entire delivery envelope, which also includes the post implementation phase for a whole of product life approach.
It means that the initiation (strategic planning, marketing, whatever) processes need to be specified and re-developed in outputs,processes and document templates that integrate with project management. This normally requires a holistic BPR of the project process envelope by folk who really know their way around PM methodologies, eg PMBOK.
The introduction of project management qualified personnel early in the initiation phase can be helpful, particularly if it includes the project manager designate for the initiative.
Our experience is that it not only possible to train the initiation team in project management fundamentals, it is becoming a compelling business competiveness event to do so.
So my suggestions are:
. take a whole of life approach to the project . projectise the initiation and post project phases . specify strategic initiation processes in project compatible terms . include project managers early in the process . train strategic/marketing staff in project management fundamentals.
This is a core aspect of my consulting experience if you would like to discuss this further.
