After weeks of negotiation and alignment, a viable plan to select a technology/service vendor within a very short time is agreed to by the project sponsor and his lieutenants.
The plan uses a well known "best practice" model for making selections of this type - starting with requirements and ending with a defensible recommendation, containing both qualitative and quantitative information. It is logically sequenced based primarily on the information and logistical constraints inherent in this type of exercise.
On day 1, the sponsor unexpectedly announces he needs numbers for an informal budgeting exercise due in 2 weeks and insists the only way to get those numbers is by sending out an RFP ASAP. Creating an RFP is of course part of the plan, but comes after the proper groundwork is performed, of which nothing has been done.
Cris,Sponsor's say can be accepted subject to their written confirmation brought on Project record that " all the consequential impact(Time and cost related) will be absorbed by the Sponsor in a time bound manner or as provided under the terms of contract or MOU."
Thanks Chandra.
I agree completely. But for many organizations, the formality of holding the sponsor accountable just doesn't exist at the project level. Accountability from above the project is a different story but only comes at the tail end of the process.
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1 reply by Chandrashekhar Thatte
Feb 10, 2017 12:51 AM
Chandrashekhar Thatte
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Cris,thanks ! In business relations,rationally, all should at par and ,therefore,accountable to each other.Keeping the issues unresolved to protect relations and attempt to find resolution at the tail end of the Project process generally results in an inevitable compromise to the party at the receiving end.It is always better to hit the iron when hot.
You are describing what I refer to as the "Grin and bear it" approach. And your suggestion of letting the frustration go is an excellent one. Unfortunately, no matter how much you document, when the outcome is less than expected, all heads turn to the PM, not the sponsor. So this strategy only works when the stakes are relatively low.
Thanks Stephane.
While your point regarding parallel activities is spot-on, there are always some tasks which must be done in sequence that no amount of creativity can overcome. My analogy for this is "you can't withdraw money from the bank unless you've first made a deposit."
In this instance, the sponsor wanted to create an RFP without doing ANY of the prep work.
"you can't withdraw money from the bank unless you've first made a deposit."
Unless you have an overdraft, Cris.(That would be your contingency reserve.)
I realize my comment is a bit tongue in cheek. In your specific scenario, I would say that creating the RFP would force the prep work to be done before, simultaneously or after.
As PMs we are very comfortable with our "sequences". Sometimes, we need to look at activities and work in more than one dimension.
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1 reply by Chandrashekhar Thatte
Feb 10, 2017 12:54 AM
Chandrashekhar Thatte
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very aptly put,Stephane ! Crisp and to the point .
Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Sorry, Chris, I couldn't help but laugh when I saw the title. I can't count how many times I've stood there holding my perfect little project plan- the one I spent weeks or months putting together, with every detail painstakingly documented- only to wad it up and throw it away. Saving Changes...
Anonymous
Cris:
Certainly not the best way to start a project but call it a concept paper, business case, mini RFP; it should be something you can pull together in two weeks. It's the nature of the job to switch and swift along with your sponsor whims and well planned strategic direction. You're learning alot about what and what not to do on a project. Keep up the good work.
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1 reply by Cris Casey
Feb 10, 2017 10:53 AM
Cris Casey
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Thanks for this but you should know weeks of working shoulder-to-shoulder with the sponsor to clarify and refine his strategic vision so it was achievable (not all strategies can be executed out of the box) preceded his "whim" of issuing an RFP without the proper prep work or organizational input.
As for learning a lot about what and what not to do on a project, after 30+ years of handling a spectrum of sponsor behavior ranging from near total absence to sexual assault against a team member, I was actually not surprised when this happened. I offered this example up to the group because, as Wade shared, this is not an uncommon occurrence.
I agree completely. But for many organizations, the formality of holding the sponsor accountable just doesn't exist at the project level. Accountability from above the project is a different story but only comes at the tail end of the process.
Cris,thanks ! In business relations,rationally, all should at par and ,therefore,accountable to each other.Keeping the issues unresolved to protect relations and attempt to find resolution at the tail end of the Project process generally results in an inevitable compromise to the party at the receiving end.It is always better to hit the iron when hot. Saving Changes...
"you can't withdraw money from the bank unless you've first made a deposit."
Unless you have an overdraft, Cris.(That would be your contingency reserve.)
I realize my comment is a bit tongue in cheek. In your specific scenario, I would say that creating the RFP would force the prep work to be done before, simultaneously or after.
As PMs we are very comfortable with our "sequences". Sometimes, we need to look at activities and work in more than one dimension.
very aptly put,Stephane ! Crisp and to the point . Saving Changes...
Thanks for this but you should know weeks of working shoulder-to-shoulder with the sponsor to clarify and refine his strategic vision so it was achievable (not all strategies can be executed out of the box) preceded his "whim" of issuing an RFP without the proper prep work or organizational input.
As for learning a lot about what and what not to do on a project, after 30+ years of handling a spectrum of sponsor behavior ranging from near total absence to sexual assault against a team member, I was actually not surprised when this happened. I offered this example up to the group because, as Wade shared, this is not an uncommon occurrence. Saving Changes...
Satish SharmaCertified SAP S4Hana 1909 Financials Expert| FreelanceNew Delhi, India
Feb 07, 2017 7:06 PM
Replying to Henry Hattenrath
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Day 2 - I will prepare a plan and start development of a scope and budget estimate using the sponsor's organizational data as well as informal outreach to several contractors. Days 3, 7 and 11 - Meet with the sponsor to describe the plan and to report progress for completing in 2 weeks. Day 3 - Initiate contact with qualified contractors. Day 4 to 7 - Expedite feedback from contractors and compile data from sponsor's organizational data. Day 6 to 12 - Assemble cost input and prepare cost estimate with notes, assumptions, basis of estimate and rational for contingency and range estimate. Day 13 - Review estimate and append source documents. Day 14 - Present budget cost estimate to sponsor.
seems to mechanical an exercise... Saving Changes...
Satish SharmaCertified SAP S4Hana 1909 Financials Expert| FreelanceNew Delhi, India
At times when you find a disconnect between the offered best practices and the management decision, then its time to rework the plan, see why standard implementation was not practical and act accordingly.
If on analysis of the fact it proves that management's deviation from the offered standard might fetch short terms goals but prove costly in longer run, the fact must be appropriately communicated to the stakeholders. Saving Changes...
Thanks Rami, Henry and Chandra. All of your suggestions were implemented, including demonstrating to the sponsor that performing key activities out of sequence will delay the project, increase cost and risk and lead to rework.
The stock answer from the sponsor was "what's important to me, should be important to you." which was reinterpreted to mean "what's not important to me (in this case delays, increased cost and risk and rework), is not important to you"
Cris, this was a very good discussion. The way everyone responded was great to read. Sponsors come in all flavors.
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1 reply by Cris Casey
Feb 16, 2017 10:54 PM
Cris Casey
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Thanks Demetrius. Sponsors do indeed come in all flavors.
