Do you find that no matter how brilliant your, *insert appropriate role here [PM, AC, TC, SC, Sponsor, Consultant, Kronos Guy]* is that often the implementation or upgrade project just doesn't go as well as it should? Not that there aren't good excuses, but they are just that, excuses. I'm here to say that's not an option and the way around it is to realize that teams need to include more than the typical group when solving a problem. You've all read about the different types of players on a team, each with a different way of delivering his special abilities. I'd like to suggest that unless you have this group, NEVER all in one person, the likely hood of success is lower than you'd hope.
Firstly you need smart people who agree on how to deliver. Nothing is worse than having mis-understandings of 'what is right'. Get everyone at the table to sign off on the roles before figuring everything else out.
Every Kronos Implementation or Upgrade project is dependent upon smart people in the following roles:
- A Creator: You MUST have a visionary who understands the organization, the functional areas, the strategic reconciliation possibilities AND the available tools at a broad AND deep level. This person helps the entire team understand the potential of the project and pushes the scope to include what's really going to be needed, not just what is thought to be needed. He looks across the organization and considers all related projects and activities to find synergies. Someone else can later pare it down to fit the goals, but one should start BIG with a creator, a re-framer, a big picture guy. At Improv these are the Engagement Managers.
- An Advancer: Our Project Guides are not simply project managers. An advancer builds connections within the group, forming coalitions and ensuring stakeholders voices get heard. They use standard and out of the box techniques ensure collaboration is an inherent part of the project.
- A Refiner: Someone needs to be able to edit/audit/validate the project. During the Discovery one finds the gaps and from those gaps creates the actual scope of the project. The Refiner continually looks for project gaps, and gaps in the overall process, and fills them.
- An Executor: Who keeps the project moving forward on time and on budget? This is your old school Project Manager, herding the cats so to speak.
Match the talent to the task. It might not be whom you expect. I like doing this during the work definition very early on. If the team isn't part of the discussion, make it so. With these four roles set one can expect a more efficient project team.
Questions:
1. Why should your Project Guide/Manager/Lead be talking about these things?
2. How can one be certain that these roles are in place on your project?