If you were deserted on a stranded island, what three things would you take with you? While there is no official answer to this question, you could answer this question by identifying the core fundamentals of survival – essentially, food, water and shelter. If your three things address these needs, you have a good chance of survival.
A similar stance can be said for project management. All too often, managing a project introduces specific processes, tools, documentation and applications all of which are designed to streamline the act of project management, but may do the complete opposite in enabling true productivity.
I believe that there are three things one needs to have at her/his disposal to accomplish a specific task with a discrete number of resources. These three things can be thought of as the “project survival kit” – their collective use allows one to “get the job done.
1. Description of the end-state – This 1-2 page document is an expansion of a traditional “scope” statement. It provides a full picture of the project including artifact creation, team dynamics, communication plans and final deliverables. The intent is to describe the “ideal” project in sufficient detail before you start working. Think of it as your “map” to your destination.
2. Team Strengths and Personality Inventory – You have resources at your disposal, but how do you utilize their talents in the best possible way? Know the strengths and personalities of your team members! When the relationship is strong, anything is possible.
3. Organizational Chart – If you don’t know how project participants are “linked” to one another, your effectiveness as a project leader will be limited. In addition, you run the risk of “crosstalk” (redundant and inefficient communication) between project participants which can impede progress. Also, if there is more than one leader identified on the chart, you have a problem.
So, what am I leaving behind?
You’ll notice that I don’t have a timeline or project plan listed. While I think a timeline is useful, I don’t think it’s one of the top three. If you know what you are looking to accomplish, have a good sense of how the team will be organized to deliver this end-state, and their strengths, the project will move forward at it’s most efficient pace; a timeline isn’t going to matter.
I also don’t have risks identified. Remember, anything can happen. Even if you list all of the risks you know about, there are plenty of things that you likely don’t. Spend your time on what’s happening now. If an issue exists, take action.
To be clear, I am not suggesting that you completely eliminate the use of supporting documents or forgo the use of a project plan if it provides a real benefit.
However, by looking at projects with a forward-thinking mindset, I think you’ll be less concerned about timelines, documentation, “CYA” strategies and risks / issues inventories. Instead, you’ll be utilizing resources whose activities are all designed to achieve the end-state in the most efficient and enjoyable manner possible.
It’s about focusing your attention on the activities that truly matter, and isn’t that what getting things done is all about?