“If project managers co-develop standard practices and templates, then practice adoption and baseline performance would be higher, but with so many varying opinions, a ‘We’ culture is required.”
Gary stares at his computer monitor, bewildered, as he scrolls through a large folder of project template files, “Just ask the top project managers to share their templates”, he mockingly mumbles to himself. With project performance varying greatly across the different project management teams, Gary, as part of the Governance team, has been tasked with establishing a standard set of project templates to improve project performance across his business unit. Just like a fancy dessert, without a recipe or set of repeatable steps, consistent results aren’t guaranteed.
Creating templates that are leveraged across the organization is something that requires consolidation of input from many sources. Just asking the top performers to give you their templates and combining those into one set of templates, is a daunting task that will not get much buy-in from other project managers. You will get better adoption and leverage of these templates if members of the project management team are involved in developing them. Using a “We” thinking approach and leveraging their diverse knowledge, skills, and experience, you can define much more competitive standard practices and templates.
Even though Gary has been given the authority to define the standard templates, he knows that if he builds them on his own and dictates them to the rest of the organization, not only will very few people adopt them, but they will be much less effective than templates co-developed with the entire team. To lead this initiative, he needs to exercise “We” leadership principles. Key aspects of “We” leadership are to share power, be inclusive, seek feedback, break down silos, celebrate diversity, and encourage discussion.
1) We start by first defining what the characteristics of a good project management process are. 2) Rank these factors based on importance using a simple pair-wise comparison method. 3) We need to define the project phases and their objectives/deliverables. What must we achieve before we move on? 4) Brainstorm on the different tools, methods, templates that could help achieve those objectives. In portfolio management decision making we refer to this step as listing alternatives. Since we don’t have unlimited time, we need to decide out of all the practices we could include in our template, which ones will provide the most value to us.
Using the factors of a good project management practice we defined earlier, we can rank the impact of each proposed practice. When selecting from these ranked practices, the team should keep in mind their current practices and try not to introduce an overwhelming amount of change.These selected practices are included in the baseline template that will be used going forward. This establishes the standard set of practices that Gary was tasked to produce.
By leveraging these standard templates, project performance is no longer solely dependent on the individual managing the project. If we follow the recipe, our desert will turn out well. Performance of your project management teams can now be predicted, measured, and improved. By establishing a fair and inclusive process, that leverages “We” thinking, you can capitalize on the diverse knowledge and experience of your team to create competitive templates that the team is excited to leverage.