Project methodology considerations

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Choosing the right methodology for your project is crucial for success. Agile methods are effective when iterative development is suitable for the product, capable technical team members are available, and access to client stakeholders is assured. But other considerations may affect which methodology you choose.

  • Do specific milestones have to be met? Consider a project’s date-driven key process indicators (KPIs) when selecting a methodology. The flexibility and adaptability of Agile projects is meant to support iterative KPIs to measure progress, focusing on incremental improvements. On the other hand, structured waterfall projects are more suitable for milestone-based KPIs, when an agreed set of pre-defined objectives must be achieved by a specific date. Agile can be used to deliver milestone-based KPIs. However, when specific and detailed requirements are in place, stakeholders are less likely to want to participate in project development to the degree that agile requires. If stakeholders aren’t committed, waterfall is the best approach, especially in larger organizations that often are reluctant to assign key operational personnel to longer-term projects. Waterfall methodology is also a better approach for industries or projects that have specific regulatory or compliance milestone requirements that require a more structured and documented approach. 
  • Is the project complex? Complex projects benefit from a waterfall approach, especially those with interdependencies between numerous internal groups or external entities. Planning interactions and timeframe commitments must be carefully structured and agreed upon beforehand. The fluid nature of agile can make these inter-organizational interactions challenging. Less complex projects, with few internal interactions, are more suited to agile, given its flexibility and short-term delivery mindset.
  • Are there many assumptions associated with the project? Project justifications that rely on many assumptions — or assumptions tied to crucial aspects of the business –are more suitable for agile because it promotes learning and iterative improvement. Risks are reduced via quick prototype features built to validate assumptions, diminish risks, and confirm suitability for business processes and outcome generation. A waterfall approach when many assumptions go into a project justification introduces risks that aren’t likely to be resolved in the short-term.
  • Is the project aligned with strategic or shorter team goals? Projects aligned with long-term strategic plans might favor a waterfall approach, because they must produce more extensive, non-flexible objectives. In contrast, agile is ideal for addressing shorter-term changing market conditions and achieving quick wins from a cost or productivity standpoint.

 

Have you used other considerations to choose between methodologies? What happens if the company wants to force a methodology that doesn’t suit your project? Share your experiences with us in the comments section.

For more about methodologies, check out my Project Management Foundations course.

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This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 83,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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Focus on Project Goals

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Long-term goals are what projects are all about. Daily project challenges make it difficult to keep focus on those goals. Here are tips to help you keep your eye on the prize of successful project completion.

  • Use two goal definitions. The first set of project goal definitions needs to be relatable to your stakeholders to maintain their interest and support. But what about your needs? To keep you moving toward completion of the project and your growth opportunities, write your own goals for project completion. What will you gain personally? How will this project’s success help you get your next assignment? What other benefits might you receive after the project is completed?
  • Track multiple milestone types. Milestones can demonstrate progress. Because that progress can take several forms, create milestones that show positive movement for your stakeholders. Create a second set of milestones that are significant for the project team, like getting interfaces to work, overcoming a problem, or settling team staffing. Acknowledging these accomplishments boosts team morale and recognizes the valuable contributions all of you are making to the project’s success.
  • Focus on learning moments. Projects offer a bounty of unexpected moments, many of which are great learning opportunities. The more difficult, the more learning! Reflect on what you and the team have learned from what the project has thrown at you. How can you apply that learning to your current and future projects? You’ll see the value of the project journey — and the destination.
  • Adjust your plans without shame! Projects present us with unique circumstances. Despite diligent planning, you may have to adjust mid-flight. That’s okay! It’s part of project management and increases your ability to deliver your project successfully. Ignoring the need to replan is a much worse sin. 
  • Hold celebrations along the way. Achieving milestones, learning lessons, and successful replanning are causes to celebrate. Don’t wait until the end to acknowledge your accomplishments. Get your team together, celebrate your progress, and enjoy the journey.

Be honest: are you still aiming for your project target or are you lost in the weeds of day-to-day project minutiae? If you’re lost in the weeds, take a moment now to try one of these tips. If you’re laser-focused, share one of your secrets with the rest of us in the comments section.

For more about goal setting, check out Todd Dewett’s  Performance Management : Setting Goals and Managing Performance course.

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This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 82,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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Make the Most of Opportunities in Risk Management

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Focusing on Opportunities

To most people risk has a negative connotation. In risk management, opportunities are the bright side of risk. This article identifies several common opportunities that projects can use to their advantage.

Let’s start by reviewing the terms used to describe positive risk and the actions that can be taken to turn them into reality.

  • A risk often focuses on the negative, for example, a delay caused by a late shipment.
  • An opportunity, according to the Project Management Institute (PMI), focuses on the positive, such as early project completion because a shipment arrives early.
  • To exploit an opportunity is to take action(s) to help realize that opportunity. For example, an exploiting activity for early shipment arrival opportunity might be to set up a bonus payment for the shipper to deliver ahead of schedule. 
  • The outcome is the potential benefit when that opportunity is realized. In our example, that outcome might be savings on labor cost because the project finished early. 

Here are several opportunities that can provide significant value. Take time to consider whether they apply to your project, and, if so, plan for them.

  • Accelerating product development. Exploring ways to deliver sooner can realize business value earlier, which might increase profit. For example, invest in better development tools, train staff members to use AI’s development capabilities, or add highly skilled employees to the team. Agile methods can speed up product development when skilled team members are available and their workload allows them to focus on producing project deliverables. 

Summary: 

Opportunity = Accelerate product development to complete the project sooner

Exploit actions = Invest in better development tools; train staff members to use AI; add skills to the team

Potential benefit: Realize project benefits earlier, increasing profit

  • Consider shortcuts. Opportunities can be pursued by crashing or fast-tracking a schedule to complete projects earlier. Tasks that aren’t necessary could also be bypassed. Note, however, that crashing, fast-tracking, and bypassing tasks can introduce negative risks. For example, bypassing testing before delivering a product usually creates expensive fallout. Shortcuts that support opportunities and introduce minimal risk include bypassing sequential department reviews in favor of prototype testing, where many departments can validate a product simultaneously. No matter which shortcut approach, balance the negative and positive risks to ensure the best outcome for stakeholders.

Summary: 

Opportunity = Use shortcuts to complete the project earlier

Exploit actions = Crashing or fast-tracking the schedule, by-passing unnecessary tasks

Potential benefit: Saving money by finishing the project sooner

  • Reduce manual overhead tasks. AI can automate tasks such as creating draft meeting notes or providing templates for project control documentation. Tools are readily available to automate processes such as expense and decision approvals. These tools save time and can expedite progress through the project lifecycle, as staff time can be directed toward knowledge-based activities rather than chasing administrative tasks. Time saved can be allocated to creative thinking or trying new solutions that can exploit project opportunities.

Summary: 

Opportunity = Reduce overhead tasks/manual labor

Exploit actions = Use AI tools 

Potential benefit: Better project solutions due to a reduction of manual labor and using the time gained on knowledge-based activities

  • Expand available skills. A lack of staff knowledge and availability can introduce project constraints. Partnering with specialist consulting firms can expand the availability of skills and introduce new technology or processes. This specialized expertise can expand product viability or allow a project to deliver more quickly, providing significant opportunities for sponsoring businesses.

Summary: 

Opportunity = Expand skills and capabilities

Exploit actions = Develop strategic partnerships with specialist firms

Potential benefit: Expanded product viability and quicker project delivery

  • Seek to exceed requirements. When given time, team members can derive product ideas that exceed stakeholder’s requirements. Delivering against these product ideas can exploit opportunities. However, that should NEVER be done without a proper change management review before developing products with expanded capability. 

Summary: 

Opportunity = Exceed requirements

Exploit actions = Invest in time to derive new product ideas that surpass stakeholder expectations

Potential benefit: Happier customers, more profit in a commercial environment

 

What other types of opportunities have you found in your projects? Do you track these so you can see whether they might apply to your future projects? Just like lessons learned, potential opportunities make for a great checklist.

 

For more about risk management, check out Bob McGannon’s Project Management Foundations: Risk course.

 

Coming Up

January 9, 2025 Coaching Your Project Sponsor

The project sponsor plays a big part in the success of the project. And yet, very few executives understand their role as project sponsor. In this Office Hours, Antonio Nieto-Rodriguez joins me to talk about what makes a great project sponsor and what you can do to ensure that your sponsor lives up to their title.

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This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 82,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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How to Coach Your Project Sponsor

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How to Coach Your Project Sponsor

How to Coach Your Project Sponsor

An effective sponsor can contribute 30% or more to a project’s success. Yet, according to recent research performed jointly with Harvard Business Review, only 13% of executives have received specific training on how to be a successful project sponsor. What do good sponsors do and how can you make sure yours is doing those things?

A project sponsor is usually a senior executive with a vested interest in the success of the project and enough authority to shepherd it to success. A sponsor makes sure the project is aligned with the organization’s strategy and goals, helps obtain the funding and resources it needs, supports the project and the project manager, communicates with senior management and stakeholders about the project, oversees project execution, assists with solving challenging problems, and more.

The sponsor does a lot, so a bad or untrained project sponsor can lead to an unhappy team and project failure. Antonio recommends coaching your sponsor. For example, at the beginning of the project, set up a meeting with your project sponsor to review the importance of the role and its key responsibilities, and discuss how the two of you will work together. Then, request a 30-minute meeting, ideally every two weeks on the same day and time to create a habit. In this meeting, you can provide a project update and discuss any support you need. 

Have questions about the specific duties of project sponsors, how they can support you as the project manager, or how you diplomatically coach an executive-level project sponsor? Join Antonio and Bonnie in their Office Hours event, Building a Better Project Sponsor, on January 9, 2025, at 9 AM MT.

Coming Up

December 11, 2024 Where Microsoft Project Management Tools Stand Today

Microsoft project management products come and go, change names, and introduce or retire features, which can be confusing and a bit nerve-wracking. On December 11, 2024 at 9am ET/11am MT, Bonnie Biafore and Cindy M. Lewis will answer your questions about Microsoft’s project management tools: what’s changing, what’s new, and what’s staying the same. Feel free to add your questions to the comments section of the event.

January 9, 2025 Coaching Your Project Sponsor

The project sponsor plays a big part in the success of the project. And yet, very few executives understand their role as project sponsor. In this Office Hours, Antonio Nieto-Rodriguez joins me to talk what makes a great project sponsor and what you can do to ensure that your sponsor lives up to their title.

_______________________________________

This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 82,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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Delivering Projects in a VUCA World

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The world is complicated. Almost every project faces variability, uncertainty, complexity, and ambiguity (VUCA), which makes delivering even the most straightforward project a challenge. Here are 5 ways to increase project success in a VUCA world:

  • Engage in regular, transparent communication. The sponsor, key stakeholders, and the team are all invested in project success. They will make significant contributions as long as they understand how. To help everyone contribute, communicate status, project needs, and risks truthfully and frequently. Regular communication fosters trust in the project manager and project processes. It also encourages people to share information with the project manager, which helps avoid issues. With everyone on the same page, uncertainty, variability and ambiguity will be less challenging.
  • Embrace plans, but not too tightly. Jeff Bezos, Executive Charman of Amazon, said, “Any business plan won’t survive its first encounter with reality.” Project plans are no different. Plans are crucial, but reality will require changes to those plans: staff shuffles, business prioritization, inaccurate estimates, and more. When you have to deal with reality and its variability, change your plan pragmatically to adjust accordingly.
  • Use agile approaches when conditions are right. Agile addresses ambiguity, uncertainty, and variability by supporting learning and business change. A principle of agile is to learn as you go. Stakeholders use early deliverables to increase their understanding of what the project team can produce. Agile works when the project’s products can be created and modified quickly, and appropriately knowledgeable team members are available.
  • Hold pre-mortem meetings! Hold meetings to envision negative and positive project outcomes and discuss how to address them over the project’s duration. For example, if staffing demands typically create issues for projects, discuss how to address this problem in the long term. One way to deal with staffing issues is to use contracted skills from the beginning with internal staff as reviewers for most of the project while requiring that they own and complete specific tasks. Picture how this would work and the positive and negative impacts it would have on team members and project output.
  • Follow what the data tell you. Do whatever you can to obtain project history. Gathering data and abiding by what they say helps reduce VUCA by aligning expectations with reality. If a set of tasks consistently takes two months to complete, don’t cave to pressure to finish those tasks in one month. Those tasks will take two months unless you change staffing or use new processes or tools. Don’t tell management anything different. (Another way to say this is “hope is not a strategy.”)

Think about your current or recent project. Identify any VUCA characteristics it presents. Would the methods above help make the project more manageable? What else could you try?

Coming Up

December 4, 2024 Survival Tips for Managing a Difficult Boss

We’ve all had at least one – a boss that makes our jobs challenging if not impossible. They come in several forms, each with their unique challenges, such as the clueless chameleon, the MIA boss, the meddlesome micromanager, the wishful thinker, and more. In this Office Hours, Dana Brownlee joins me to talk about the different types of difficult bosses, how to identify which one we’re dealing with and what we can do to work with them successfully.

December 11, 2024 Where Microsoft Project Management Tools Stand Today

Microsoft project management products come and go, change names, and introduce or retire features, which can be confusing and a bit nerve-wracking. On December 11, 2024 at 9am ET/11am MT, Bonnie Biafore and Cindy M. Lewis will answer your questions about Microsoft’s project management tools: what’s changing, what’s new, and what’s staying the same. Feel free to add your questions to the comments section of the event.