If you look around the web for the term "Progrestination" you will find a number of different definitions. It is a term that we use quite a bit when it comes to managing projects in the public sector.
For us, the term is defined as:
Progrestination n. (pro - gres - tin - a - shun) - Creating the illusion that something is progressing nicely when actually it is stalled or going backwards.
For example, when required to provide an update to my team on how our data migration project was traveling, my reply was "... the project is currently in an advanced stage of progrestination and is tracking well against stage goals...".
In other words, we are waiting for senior management and elected officials to say the magic words that will empower the project with what it needs to undertake the work (i.e. resources, money etc).
We are being told that this data migration project (and its parallel migrations being undertaken at the same time, care for a resource conflict anyone...?) is of the utmost importance and priority to enable our organization to become a unified entity. While at the same time being stalled for commitment of, well, everything.
So there we have it, the project team are currently in a heightened state of "hurry up and wait!"...
Project Impact:
Staff Morale
The mixed messages from senior management have the tendency to cause angst in the wider staff population. There is a feeling that the project team are not doing anything with the project.
Project Momentum
Any momentum we were able to create has all but gone.
Project Schedule
This project has a definite end date but the start date is being delayed. May need to review other project tolerances to find areas of compromise that will allow the project to be delivered on time.
Showing posts with label Decision Making. Show all posts
Showing posts with label Decision Making. Show all posts
Jul 19, 2008
Jul 4, 2008
Project Momentum
I guess most of you who have been following the previous posts have been wondering when we are going to get down and dirty with some data migration action... Well, not just yet I'm afraid. Is this not a blog dedicated to managing data migration? I hear you ask...
True, true, however the reason we are lacking in the data area is simple; it comes down to momentum. When dealing with a large scale project like ours, never under-estimate its power.
So far in our project, we have been trying desperately to follow sound PRINCE2 project management practices but unfortunately our organization does things its own way (often, it would seem, in spite of any reasonable logic).
We entered the Starting Up A Project (SU) process a while ago and had we waited for everything we needed (according to PRINCE2) before moving on, we would still be sitting in the SU processes. The problem lies with our senior management structure and although I like to blame them (as much as possible in fact) the issues are understandable and, to be honest, expected.
In a previous post I explained our very new and widely dispersed management structure which is only just finding its feet. This has meant that although we have the go-ahead for the project, we are having difficulty getting anything else from them.
PRINCE2 tells us that all projects need a Project Board from which the project manager takes high level direction for the project. This is especially important for us as the project manager (aka yours truly) does not have the authority to do things like commit resources from the business, commit budget funds or set enterprise level priorities. Although we have hassled senior management to get their act together, they have to sort themselves out first (there's power structures to be built and reinforced don't you know...). At this stage we have a headless
project.
We made the mistake of waiting for senior management to catch up with our fast passed schedules and in process we have lost some project momentum. People in our organization got a taste when the project was first mentioned (dare I say, even a little excited!) but because we were not able to follow up on that initial interest, we lost some focus and attention.
However, all is not lost.
While trying to get through this stalled period, the Project Team have been madly working through the Initiating a Project Stage and many other areas (PRINCE2 purists will be horrified) taking into account what we know and making assumptions left, right and centre.
Basically we are not prepared to simply sit and wait. What we hope to do when management get their acts together, is to flood the organization with our massive wave of project planning. Before they realise it, they will be swept up in the project and we will have our momentum back!
Project Impact:
Project Planning - Positive
We have used the delay in managerial decision process to gain more planning time that may not have otherwise been available. Extra time is spent on solidifying our communication plans to ensure the momentum is regained.
Project Planning - Negative
As we are currently 'headless', our planning in some areas has been based on assumptions or tentative schedules. These may very well turn out to be invalid further down the track.
True, true, however the reason we are lacking in the data area is simple; it comes down to momentum. When dealing with a large scale project like ours, never under-estimate its power.
So far in our project, we have been trying desperately to follow sound PRINCE2 project management practices but unfortunately our organization does things its own way (often, it would seem, in spite of any reasonable logic).
We entered the Starting Up A Project (SU) process a while ago and had we waited for everything we needed (according to PRINCE2) before moving on, we would still be sitting in the SU processes. The problem lies with our senior management structure and although I like to blame them (as much as possible in fact) the issues are understandable and, to be honest, expected.
In a previous post I explained our very new and widely dispersed management structure which is only just finding its feet. This has meant that although we have the go-ahead for the project, we are having difficulty getting anything else from them.
PRINCE2 tells us that all projects need a Project Board from which the project manager takes high level direction for the project. This is especially important for us as the project manager (aka yours truly) does not have the authority to do things like commit resources from the business, commit budget funds or set enterprise level priorities. Although we have hassled senior management to get their act together, they have to sort themselves out first (there's power structures to be built and reinforced don't you know...). At this stage we have a headless
project.
We made the mistake of waiting for senior management to catch up with our fast passed schedules and in process we have lost some project momentum. People in our organization got a taste when the project was first mentioned (dare I say, even a little excited!) but because we were not able to follow up on that initial interest, we lost some focus and attention.
However, all is not lost.
While trying to get through this stalled period, the Project Team have been madly working through the Initiating a Project Stage and many other areas (PRINCE2 purists will be horrified) taking into account what we know and making assumptions left, right and centre.
Basically we are not prepared to simply sit and wait. What we hope to do when management get their acts together, is to flood the organization with our massive wave of project planning. Before they realise it, they will be swept up in the project and we will have our momentum back!
Project Impact:
Project Planning - Positive
We have used the delay in managerial decision process to gain more planning time that may not have otherwise been available. Extra time is spent on solidifying our communication plans to ensure the momentum is regained.
Project Planning - Negative
As we are currently 'headless', our planning in some areas has been based on assumptions or tentative schedules. These may very well turn out to be invalid further down the track.
Jun 28, 2008
Setting the Scene - Part 2 - New Management
With the merger of the organizations comes the integration of staff into a new structure. Our merger was constrained by employment guarantees so that no-one lost their jobs as part of the process.
The entire management structure of the four previous organizations was thrown into the air and where it all landed is where it stayed. In areas where there was competition for roles (e.g. Senior Management), new roles were created for those who needed positions.
Another constraint on the merger was that no staff member would be made to relocate to another site or office. Given the wide geographic dispersal of the original organizations, the new management structure faced challenges of distance and fragmentation. In some business units of the organization, the manager has been appointed from one of the original organizations where the team that they now run did not exist or have an equivalent. That manager now has to run the team from an office 30 miles away which does help the process.
Project Impact:
Staff Morale
Staff morale in some areas is low due to issue surrounding the new management structure - more effort will be required to encourage active participation in the changes the project will bring.
Communication Barriers
In some business units the psychical distance between staff has been turned into a communication barrier - a heavy focus needs to be placed on a formal Project Communication Plan to bridge the gaps
Management Ideologies
With an expansion of the management group (approx 50 managers) as a result of the merger, there are now great variations in management styles, personalities and agendas - the Project Manager needs to invest a large amount of time in a diplomatic capacity to negotiate agreements between units regarding business activities
Decision Making
The size and fragmentation of the management group adds time onto the decision making process - project time lines need to allow for this during planning
The entire management structure of the four previous organizations was thrown into the air and where it all landed is where it stayed. In areas where there was competition for roles (e.g. Senior Management), new roles were created for those who needed positions.
Another constraint on the merger was that no staff member would be made to relocate to another site or office. Given the wide geographic dispersal of the original organizations, the new management structure faced challenges of distance and fragmentation. In some business units of the organization, the manager has been appointed from one of the original organizations where the team that they now run did not exist or have an equivalent. That manager now has to run the team from an office 30 miles away which does help the process.
Project Impact:
Staff Morale
Staff morale in some areas is low due to issue surrounding the new management structure - more effort will be required to encourage active participation in the changes the project will bring.
Communication Barriers
In some business units the psychical distance between staff has been turned into a communication barrier - a heavy focus needs to be placed on a formal Project Communication Plan to bridge the gaps
Management Ideologies
With an expansion of the management group (approx 50 managers) as a result of the merger, there are now great variations in management styles, personalities and agendas - the Project Manager needs to invest a large amount of time in a diplomatic capacity to negotiate agreements between units regarding business activities
Decision Making
The size and fragmentation of the management group adds time onto the decision making process - project time lines need to allow for this during planning
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