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Initiating A Project: Really Just
A Business Goal?
A Business Goal?
In the last article on project management we covered the Let’
s do a little review. Each project can be divided into 3 easy
phases: the start (initial phase), the middle, (intermediate
phase) and the end (final phase)… and broken in to 9
knowledge areas: Scope, Time, Cost, Quality, Human
Resources, Communication, Risk, Procurement and
Integration. In this article, we will focus on the initial phase
where organizations spend time considering what the project
really means to them.
Like most things we deal with in business, a project first
starts as an idea. However, just having an idea is not
enough! The way you execute your business strategy
(building clientele, expanding your market, producing
additional product, etc…) is through ideas or initiatives, also
known as projects. Without having some kind of a goal that
aligns with your organizational strategy, how do you know
where you are going or when you are there? Let’s look at
this from a consumer perspective. This shouldn’t be too hard,
we all buy stuff, right? If you have every shopped for an
automobile or other expensive item, you’re probably familiar
with these three questions:
- What do I get?
- What’s it going to cost?
- When can I get it?
If you can relate to those three questions, then you can
relate to how business owners and top executives think
about initiatives. A good strategic thinker is far less
concerned with how you’re going to produce results than
what the results will be. The results are called the Measure
of Performance (MoP). A business owner or executive also
needs to know what resources, including money, will be
consumed during the project. They also need to know how
soon the results will be delivered. The answers to these
three questions are known as the total project objective. So,
you need to expand your idea (project) and be able to
describe what success looks like. A project’s Measure of
Performance (MoP) expresses the measurable results of the
initiative. The MoP brings clarity to the project and helps
focus a team as well as the business owner. Basically;
Measure of Performance = What’s the Point? or What do I
Get?
It is important to understand that MoP is not the conduit to
achieve a result, it is a result! For example, if someone asked
you to describe your trip to Mexico, they are not asking you
to describe how you got there. Likewise, Measure of
Performance (MoP) is not about the project’s budget, time
frame, or scope. These are topics well deserving of attention
(which will be covered in later articles), but they are conduit
topics, not destination topics. In addition to thinking about
the result (objective or destination) of a project, it is
important to consider a second element to a MoP. This
element is known as a restriction. Restrictions are the results
you are NOT supposed to produce! For example, you may
have an objective to “reduce cost per whatchamacallit by
35%”. This objective can easily be reached by cutting corners
and reducing quality. So the restriction could be, “No more
than a 5% increase in defects” and “No increase in the cost
of other parts that the whatchamacallit integrates with.” A
properly written Measure of Performance (MoP) basically
takes this form: “Please deliver this result, but don’t do these
bad things while you’re at it!” Or, Do this: [objective], subject
to these [restrictions].
Once you know your MoP you can lay out the rest of your
total project objectives and estimate how much it will cost
and how long it will take. This brings you back to the three
questions any strategic thinker considers: “What do I get?”
“What’s it going to cost me?” and “When can I get it?” In the
beginning, your total project objective elements will most
likely not be precise. More precision requires more detailed
planning and investing more time later in the project phases.
Taking the time up front to build and expand on your idea
(project) will allow you to focus your efforts more during the
intermediate phase and move to the final phase. The
Measure of Performance (MoP), developing a high level cost
and estimating duration will allow you to know what the
project really means to your organization. Remember, if you
don’t know where you are going, how will you ever know you
are there?
And now, I’d like to invite you to download a free teleseminar
on Initiating Projects: The Importance of Mapping Your
Destination, for the small business owner looking for a
solution to help him obtain business goals more efficiently.
Click here to download your copy!
About The Author:
Nathaniel J. Quintana is the Director of Chaos at Harvest PM
and is a certified project management professional. He has
over 8 years of project management experience. 10 years in
the field of Information Technology (IT) and 5 years of
teaching/training experience. He has consulted and worked
in an array of industries such as the Department of Defense,
Civil Government, Aerospace, Manufacturing, Convention
Services, Call Centers and Education. To contact Mr.
Quintana, click here to email or call (720) 851-4841 .
s do a little review. Each project can be divided into 3 easy
phases: the start (initial phase), the middle, (intermediate
phase) and the end (final phase)… and broken in to 9
knowledge areas: Scope, Time, Cost, Quality, Human
Resources, Communication, Risk, Procurement and
Integration. In this article, we will focus on the initial phase
where organizations spend time considering what the project
really means to them.
Like most things we deal with in business, a project first
starts as an idea. However, just having an idea is not
enough! The way you execute your business strategy
(building clientele, expanding your market, producing
additional product, etc…) is through ideas or initiatives, also
known as projects. Without having some kind of a goal that
aligns with your organizational strategy, how do you know
where you are going or when you are there? Let’s look at
this from a consumer perspective. This shouldn’t be too hard,
we all buy stuff, right? If you have every shopped for an
automobile or other expensive item, you’re probably familiar
with these three questions:
- What do I get?
- What’s it going to cost?
- When can I get it?
If you can relate to those three questions, then you can
relate to how business owners and top executives think
about initiatives. A good strategic thinker is far less
concerned with how you’re going to produce results than
what the results will be. The results are called the Measure
of Performance (MoP). A business owner or executive also
needs to know what resources, including money, will be
consumed during the project. They also need to know how
soon the results will be delivered. The answers to these
three questions are known as the total project objective. So,
you need to expand your idea (project) and be able to
describe what success looks like. A project’s Measure of
Performance (MoP) expresses the measurable results of the
initiative. The MoP brings clarity to the project and helps
focus a team as well as the business owner. Basically;
Measure of Performance = What’s the Point? or What do I
Get?
It is important to understand that MoP is not the conduit to
achieve a result, it is a result! For example, if someone asked
you to describe your trip to Mexico, they are not asking you
to describe how you got there. Likewise, Measure of
Performance (MoP) is not about the project’s budget, time
frame, or scope. These are topics well deserving of attention
(which will be covered in later articles), but they are conduit
topics, not destination topics. In addition to thinking about
the result (objective or destination) of a project, it is
important to consider a second element to a MoP. This
element is known as a restriction. Restrictions are the results
you are NOT supposed to produce! For example, you may
have an objective to “reduce cost per whatchamacallit by
35%”. This objective can easily be reached by cutting corners
and reducing quality. So the restriction could be, “No more
than a 5% increase in defects” and “No increase in the cost
of other parts that the whatchamacallit integrates with.” A
properly written Measure of Performance (MoP) basically
takes this form: “Please deliver this result, but don’t do these
bad things while you’re at it!” Or, Do this: [objective], subject
to these [restrictions].
Once you know your MoP you can lay out the rest of your
total project objectives and estimate how much it will cost
and how long it will take. This brings you back to the three
questions any strategic thinker considers: “What do I get?”
“What’s it going to cost me?” and “When can I get it?” In the
beginning, your total project objective elements will most
likely not be precise. More precision requires more detailed
planning and investing more time later in the project phases.
Taking the time up front to build and expand on your idea
(project) will allow you to focus your efforts more during the
intermediate phase and move to the final phase. The
Measure of Performance (MoP), developing a high level cost
and estimating duration will allow you to know what the
project really means to your organization. Remember, if you
don’t know where you are going, how will you ever know you
are there?
And now, I’d like to invite you to download a free teleseminar
on Initiating Projects: The Importance of Mapping Your
Destination, for the small business owner looking for a
solution to help him obtain business goals more efficiently.
Click here to download your copy!
About The Author:
Nathaniel J. Quintana is the Director of Chaos at Harvest PM
and is a certified project management professional. He has
over 8 years of project management experience. 10 years in
the field of Information Technology (IT) and 5 years of
teaching/training experience. He has consulted and worked
in an array of industries such as the Department of Defense,
Civil Government, Aerospace, Manufacturing, Convention
Services, Call Centers and Education. To contact Mr.
Quintana, click here to email or call (720) 851-4841 .
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