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Methodology Is Not an Option |
| John Ruff | 10.13.2006 | Any/All Industries | Project Management |
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For successful project management to take place on a corporate wide basis, a robust, well-publicized and continually maintained methodology is a must. The development method does not matter iterative, waterfall all methods need to use a methodology.
Lets look at the things a methodology can do for an organization.
1. Definition - In a general way, it defines for everyone in the company when a project starts, when it ends and all the steps that take place in between.
2. Terminology A well-publicized methodology establishes a common set of definitions and terms that will help eliminate confusion when discussing projects.
3. Activities For each phase of the project, the methodology identifies mandatory and optional activities that take place in those phases.
4. Roles The methodology should also state the roles used in each of the activities and if the role is mandatory or optional for the activity.
5. Deliverables The deliverables are the outputs from the roles and activities. Each phase of a project builds on the preceding phase or kicks off some activity in another area. The methodology defines the deliverables (optional and mandatory) and the role that is responsible for producing each deliverable.
a. The deliverables represent the knowledge that is being acquired for use in later phases of the project or for activities that must be started in support of the final project delivery. For instance there may need to be a document describing storage requirements needed by the final product in order to allow hardware to be acquired and installed well in advance of the implementation.
b. Deliverables also allow for communication to stakeholders as the project moves forward.
c. Finally deliverables allow for signoffs to occur through out the life of the project. The signoffs provide checkpoints, discussion opportunities and audits along the way to insure that the end product will be achieved and will meet the needs of the customer.
6. Tools The methodology may define various tools and templates to be used throughout the life of the project.
7. Closure the methodology provides a defined closure point for the project. This is important and avoids the syndrome that allows projects to continue on with endless enhancements and changes.
8. Process Most importantly, the methodology provides a documented process to be followed throughout the project development lifecycle. This allows management to concentrate on the management of processes rather than personalities and individuals. With a defined set of processes that need to be performed, the focus of management becomes matching people/roles to those processes. It also allows for the objective measurement of performance based on the process being performed.
Now that we have somewhat defined it, lets look at what makes it work.
1. Publication and socialization It must be published and socialized thoroughly throughout the company. This does not mean putting up a poster here and there or putting an article in the company magazine. This means living the methodology and believing in it throughout the organization.
2. Top down Methodology must come from senior management and be pushed down. Again, this is not simply a statement or a one-time presentation but a daily example of adoption by everyone. If the CIO, VPs and directors are not walking the walk, it is just a waste of time and money. It does absolutely no good at all to authorize spending money, bringing in a high priced set of tools and practices if the senior leadership is not going to participate. I was once working on an assignment where the IT shop did not follow a methodology and things were rather chaotic. I asked the director if they had ever thought about developing and implementing a methodology and he replied that they had one as he pointed to the bookcase filled with two-inch binders documenting a purchased methodology. Then he replied that the people just did not want to use it and that he was unable to get them to do so.
3. Take it in small steps There is no need to try and implement some huge, cumbersome process where none existed before. People can only adapt to so much change during a given time period. Go for the big pieces that are important and add the other pieces later. Take it in small steps with a vision to the future.
4. Get everyone involved Allow people to help develop or modify the methodology that they will be using. On one program I was asked to lead, there was no methodology being used. I put together a small four-phase process with a few defined deliverables and then presented it to the project managers and business analysts in order to gain their acceptance. When I completed discussing the material, one of them asked if they could take it and add enhancements. I knew then that they had embraced it and we ended up with a pretty good methodology for the projects we were doing and one that became a way of life for all of us.
5. Customer involvement Along with senior leadership involvement, customer acceptance and involvement is certainly one of the most important elements. Every project needs the customer involved as part of the process in order to build a partnership. Having the customer accept responsibilities defined through roles, activities and deliverables makes them part of the solution and a team member with a vested interest in making the project successful.
What makes a good methodology?
1. Simplicity Never make it complicated. If people have trouble comprehending or following along with something, they will just avoid it.
2. Ease of Use Make it easy to use. Add templates and other material that support projects and make things easier for them. Every deliverable should have a template and an at least one example to assist the person trying to complete it.
3. Available Make the methodology readily available. At the least, it should be printable on a standard sheet of paper so it can be carried around and referred to as needed. While web sites are nice, requiring people to click through endless screens to get to items in the methodology is not going to make people want to use it.
4. Applicable and Modifiable A methodology is developed for a generic project. Project managers should be capable of deciding if certain deliverables are needed and if not, the authority to omit them from a specific project.
5. Helpful The methodology should be helpful for all involved. Its purpose is not to generate extra work but to help identify what is needed to complete a project. If someone is having a problem with the methodology, it should be recognized and modifications made where necessary.
6. Owned The methodology must have an owner. A methodology is never and end product that is completed but always improving and changing, as the company needs and industry practices change. The owner keeps the methodology evergreen and fresh and publicizes those changes to keep everyone informed. If the changes require training, the methodology owner will coordinate that also.
In summary, a methodology is something that the entire organization views as an organized approach to getting projects done and something that brings all the stakeholders together in a way that generates small agreements along the way to a larger accomplishment.
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