“Managing projects requires managing dependencies.” – Charlene Aldridge, President of Aldridge, Kerr & Associates, Inc.

Did you hear about the Builder that attempted to install the sinks before the foundation was laid? Or the IT Engineer developing enhancements to software before the original software had even been designed? Or that same Builder attempting to paint before walls were even built. Or the Baker icing a cake before it is baked? The answers to these questions are all the same: “of course not!” Some tasks simply cannot be performed until others have been completed.

As we continue our discussions on hints for effective execution, this month we will be focusing on understanding the role of dependencies in implementing any project or initiative. Although we may not think about it often, dependencies are an intricate part of our lives:

• Plants are dependent on sunlight and water
• Fish are dependent on water
• Babies are dependent on caregivers
• Ability to effectively function is dependent on enough sleep, food, water, shelter, etc.

Dependencies are sometimes, unfortunately, not considered when performing tasks related to any project or initiative. This can lead to the project stalling, creating wasted time, energy, and resources, or worse jeopardize the completion of the project.

Dependencies have a huge impact on any execution’s success. Here are some dependencies to consider:

• Project constraints that drive dependencies related to time, cost, and/or the project’s scope
• Resource dependencies: the resources available to perform the necessary tasks influence the ability to get the work done. The order in which tasks are done is partially driven by the availability of the resources as well as the expertise of those resources.
• Expectational (or preferential) dependencies: the expectations of Leadership, the Project Team, the Customers, and other Stakeholders all impact what needs to be done and may become required dependencies.
• External dependencies: the saying “the best laid plans” applies here. There will be some things outside the Project Team’s control that will impact the project’s completion. These unplanned delays should be factored into completing the project. In addition, subsequent tasks can easily be impacted due to these external factors.
• Logical dependencies: the example of the Baker having to wait until the cake is baked before frosting it is a great example of a logical dependency. Some tasks simply must be performed in a certain order.

The success of any project or initiation is considering and planning for dependencies that could impact subsequent tasks. Planning for these dependencies will ultimately ensure a more successful execution of a project.

“Highly effective teams have clearly articulated roles and responsibilities.” – Author unknown

The Abbott and Costello comedy routine “Who’s on first?” entertained us with a great example of confusion and lack of communication! Unfortunately, that type of confusion often occurs when Organizations are working to implement a desired task.

As we continue our discussions on hints for effective execution for an Organization’s project/initiative, this month we will be focusing on the importance of clearly-defined roles and responsibilities with the Project Team.

When a Project Team’s roles and responsibilities are not clearly defined, a project can stall, impact the project’s direction, create confusion and disconnects. To mitigate this, establishing clearly defined roles and responsibilities reap numerous benefits including but not limited to:  

• The Project Team works more effectively together
• Communication is improved
• Tasks are less prone to be missed and are completed by the person assigned to perform each task
• It reduces confusion and finger pointing
• Here are some hints when defining the Project Team’s roles and responsibilities:
• Identify those who will be participating in the project
• Review the tasks identified within the project plan
• Align those tasks with the roles of each Participant based on expertise (skills and capabilities), experience, and availability
• Identify additional Resources needed so that all tasks have the necessary expertise applied
• Assign the tasks each Participant will perform (i.e., project lead/manager, communication coordinator, experts based on the project’s tasks) within the project plan  
• Create a job summary of the specific role each Project Team Participant will perform that aligns with the tasks and timeline of the project plan
• Establish performance reporting and milestone indicators to assess the progress of the project to ensure its successful completion based on the project plan, including defining how to escalate and address issues and delays

Clearly-defined roles and responsibilities support a project’s defined objectives and focus on what is most important as we discussed in previous insights. Collectively, these encourage a successful execution of any project or initiative within an Organization. Do you need help executing a project/initiative? Aldridge Kerr are experienced Project Managers and can provide the project management framework to successfully execute your project. Contact us today.

“Most of us spend too much time on what is urgent and not enough time on what is important.” – Stephen R. Covey

Have you ever seen someone working on a project and never seem to get it done? This may partly be due to not focusing on the priority tasks needed to complete the project. Often, more and more tasks are added to the project until it takes on a life of its own causing unnecessary delays and compromising the ability to complete the task. (This is often referred to as “scope creep.”)

As we continue our discussion on effective execution insights, clearly understanding the focus and priority of what needs to be completed is a key factor in successful execution. Last month, we discussed the importance of clearly defining the project’s charter and creating a project plan to move forward.  

Once it is time to “roll up your sleeves” and begin to work through the tasks (that should have been identified in the charter and project plan), it is essential that the Project Team stays focused on what is to be accomplished.

As we discussed in last month’s insights, a project plan is similar to a blueprint when building a home. Both define what the end product will be. If during the course of building, additional rooms get added or the layout changes, it negatively impacts the completion of the build and can compromise the integrity of the end product. This is what can happen when “scope creep” creates additional tasks outside the project’s priorities.

It is important to note that those additional tasks that are identified during a project may be needed and valuable. However, adding those tasks to a project’s scope should be fully considered. (Change management and the value of a phased approach both will be discussed in later insights throughout the year.)

The value of a clearly defined charter and project plan provides the structure for focusing on the priorities required to execute a project. Aldridge Kerr can help your organization focus on the priorities required to execute your project. Contact us to discuss how we can assist you.

“Clarity of vision is the key to achieving your objectives.” – Tom Steyer

In 2021, I built a new house. Before the ground was dug or the build began, a blueprint with specifications was designed to ensure both the Builder and I agreed on what the end-product would be. This is not the first house I had built; and the same approach was previously used as well. We started with establishing the parameters of the size, shape, structure, etc. so that I would be happy with the house I had built.

It is fascinating to me that Leaders jump into to an initiative or project without a clearly defined end result. We at Aldridge Kerr believe this is a common first mistake that Organizations make when attempting the execution of any project or initiative.

As we continue our 2022 discussions on execution hints, here are some insights to consider when beginning a new project (or any initiative):

• Create a Project Charter that defines the project’s objective, scope, and responsibilities. It summarizes what the project will have accomplished once it has been completed.

HINTS:

• A Project Charter is the project management version of a blueprint for building.
• Ensure that the project size is achievable within a realistic timeframe. Aldridge Kerr’s proprietary Doable, Chewable Chunks® methodology encourages our Clients to scope a project to achieve this.
• Obtain appropriate approvals and buy in from Key Stakeholders.

HINT: Stakeholders include those who will fund the project, who will manage and participate in the project, and a representative of who will benefit from the completion of the project.

• Develop a project plan once the Project Charter is approved that includes a timeline, budget, milestones, dependencies, roles and responsibilities of the Project Team, defining methods to mitigate risks related to the project, a communication plan, and success metrics.

Leaders often think that smaller, less complex projects do not require this rigor. However, we at Aldridge Kerr believe a project’s success is more easily realized when the above tasks are performed.

NOTE: If you have already started a project (or an initiative of any kind), it is valuable to pause and create the above in order to enhance your chances of a successfully executed project.

We will continue discussing the importance and the role of the project charter and its plan in the coming months.

Similar to a Builder creating a blueprint before starting the actual build, a well-defined Project Charter provides that blueprint so the execution of the project will be completed. This provides defined objectives that ensures clarity on what it will take to execute successfully. Aldridge Kerr are Experts at managing projects. Contact us to discuss how we can assist you.