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Posts Tagged ‘Project Management’

Sustain Benefits; Organize into Programs

Posted by Ammar Mango on October 4, 2016


If a company assigns a project manager to build a new branch, is the project manager responsible if the branch does not perform well? Most likely the answer is no.  As long as he delivered the branch according to requirements like scope, time, and cost.

This is a major issue today in organizations; there is a gap between the strategic objective, the project’s product or service, and the ongoing operations based on that product. In the branch example, someone decided there was a need to expand into a new location.  The organization assumes that simply initiating a project to open  new branch is sufficient to meet the strategic objectives behind the decision.  So a project manager is assigned to “deliver” a new branch.  But once the branch is delivered, and handed over, the branch is not attracting customers.  So they start another project to correct the issues making the branch not attractive.  etc.

The problem is the sporadic effort of dealing with the initiative.  A much better approach would have been to identify the strategic objective behind the requested expansion.  Assign a program manager, to see the expansion through beyond just delivering a new branch.

So a Program Manager would be assigned to identify expected benefits from the Program, work with key stakeholders to develop a program road map, program plan, and road map.  The program will include multiple related projects that aim at achieving the benefit of expanding into a new geographical location, for example.  The Program Manager will still be responsible for the Program and delivery of benefits beyond delivering an opened branch.

A big part of Program Management is Sustainability of Benefits.  A Program Manager would be responsible for operations, marketing projects, infrastructure projects, customer loyalty sub programs, etc, and whatever else it takes to ensure achieving and sustaining the benefits.  Once the benefits sought are in place and sustainability is ensured, only then would a Program Manager close the Program.

Contrast the above to the act of initiating and closing a project.  The project is about delivering a group of deliverables.  Programs are about delivering values and benefits. According to the Project Management Institute, PMI, Programs Are a group of interrelated projects managed managed to produce benefits that cannot be achieved from managing each project separately.

Organizations who recognize the difference between programs and project will quickly reap rewards of having accountability and governance associated with benefits and value focus that a Program offers, not just a deliverable focus that a Project offers.



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Are you Asking the Right Questions?

Posted by Ammar Mango on September 19, 2016

Image result for asking the right questions

Did you know that the most effective risk management takes place before the project is even started?  Here is why and how:

One of the most misunderstood knowledge areas of Project Management is risk.  At the theory level, there is a lot of literature talking about risk.  But mostly theoretical.  According to PMI’s PMBOK Fifth Edition, Project Risk Management: “includes the processes of conducting risk management planning, identification,
analysis, response planning, and controlling risk on a project.”

All true, but so theoretical.  I consider it theoretical because it leaves you with principles but no actions to take, beyond generic, mechanical steps of going through the motions of project management without really getting most of the intended benefits.

After 25 years of experience working on a few high stakes projects, I only wish that businesses focus more on practical risk management before and during project initiation; when risk is highest, and businesses have the best chance to influence risks.

Risk is about uncertainty, and uncertainty is best defined through questions.  Ask questions that encourage discussion of risk.

Do not ask stakeholders: “What could go wrong?”  or “What are the opportunities?”  Then you will get generic answers like: “We might be late” or “We might be over budget,” etc.

Instead, ask questions like: “If this project was a huge success, what would be the reason?” or “if it was a huge failure what would be the reason?” Another area to explore is “how have previous projects succeeded / failed?” Also”In our industry, how have previous companies messed up or did well on such a project?” and continue with the question: ” What can I do to make my project more like the successful ones, and unlike the failures?”  Finally, ask:” How can stakeholders help me in this endeavor of dealing with risk? The owners, clients, department managers, team, PM, etc.”

With such questions you will have much better chances of identifying real risks and dealing with them effectively.

Project Risk Management is where the project succeeds or fails.  Everything else in project management is there to serve risk management.



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Top Ten Differences between Managing a Program versus a Project

Posted by Ammar Mango on September 4, 2016

space program

Program Management is managing multiple related projects combined to deliver benefits not achievable from managing them separately.  This makes Program Management a magnitude of complexity over Project Management.

These are the top ten differences between program and project management:

  1. Programs are about benefits, not just deliverables.  For example, a project manager delivering a system implementation is responsible for the delivering the system functional for the organization.  However, in a program setting, the program manager would probably be responsible for the strategic intent behind the system.  So, the system implementation might be part of an initiative to improve the organization’s ability to do business online.  So migrating online is a program, and the system implementation is one of many projects the program manager has to worry about to ensure delivering the benefit (do business online) .
  2. Programs require a lot of stakeholders’ expectations management, much more than what a project requires.  Remember programs have multiple projects under them and affect many more stakeholders than a project.  So managing expectations become more difficult.
  3. Programs bring about deeper and tougher changes at the organizational level than a project does.  This makes resistance to change much higher towards a program compared to a project.  The program manager must have the ability to deal with this resistance to change proactively and throughout the program lifecycle.
  4. Programs usually have a much longer span of time than projects.  In a single program many projects are initiated and closed over many years (usually).  The longer span of time adds to the complexity of the program and poses its own challenges when it comes to funding, managing stakeholders, getting buy in and commitment, etc.
  5. Programs financial management is more complex than a project.  The inflows and outflows over the span of the program sometimes leave the project financially challenged.  The Program Manager must develop the necessary financial plans to ensure this is handled wisely, with the support of program sponsor and board.
  6. Program Managers must have knowledge of the organization beyond managing projects.  Knowledge of the organizational culture, operations, background, etc., are key for program success.
  7. Benefits realization in programs sometimes come long after the program itself is closed.  This is challenging as the program manager might have to plan for sustaining the momentum for the changes brought by the program long after he or she closes the program.
  8. Risk Management on projects is key, but it is more so on programs.  There is a lot of uncertainty on programs.  For example, not all program components might be known at the beginning of the program.  So estimation becomes difficult early on, causing funding to become a potential issue.
  9. Balancing between controlling program components (projects and operations) and allowing project managers enough autonomy is a challenging task.  Project Managers need room to maneuver on their project, but the program manager must keep a close eye on the performance of the project.
  10. Benefits realization means always keeping an eye on the big picture, and having the wisdom to see the long term vision.  This becomes the responsibility of the program manager, even when everybody else seems focused on short term issues.  Project Managers deal with shorter term issues than program managers.

For More about Program Management and Program Management Certification, follow this link to one of my youtube videos.

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1+2=Business Success: An Empirical Business Success Formula – If there ever could be one!

Posted by Ammar Mango on October 16, 2014

Have you been to a crowded restaurant and noticed the place next door completely empty? When I see this, I try to guess what is the difference between the two; why is one seemingly successful but not the other?
I have had my share of successful and not so successful ventures, and as a consultant, I have also consulted to both types. It seems like there is an empirical formula of some sort at play when it comes to which businesses make it and which ones do not. I call it the 1+2=Business Success formula. It goes like this:
There are three key elements to business success. “1” of the elements is not like the other 2 this is why it is called the “1+2” formula.

The element that is different and held separate is God’s guidance. Some call it God’s will. Just to make sure I am clear: Yes, I am calling on a mystical element in a world that insists on materialistic business science. I know this is so against everything we learn in business. But experience shows us that it is true. Look at all business majors out there. They are experts in their fields. With their prestigious MBA’s. You find as many of them as there are non experts on the successful side of business. Also, business experts are not immune to business failure either. So, the first element has to account for this uncertainty, and it has to be placed first and foremost.
If this is out of control then why talk about it? For two reasons: One it teaches us to stay humble; no matter how successful or knowledgeable we think we are, we have to submit to the fact that the first and foremost factor in our success might be out of our control. This is by no means a call for complacency, but more of a sobering reminder to stay humble and anticipating. After all it is more fun that way. The second reason this is a blessing: imagine if there were a couple of people who could not go wrong. Everybody else will have no chance, and everybody in the world will end up working for these business geniuses. I mean would you risk putting your money anywhere else in the stock market? When you can partner with the best? Even worse: imagine what would happen to their ego, and would they even want to partner with others? They will rule the world, indefinitely, and worse yet: no one else would have a chance. Some might say that this is already happening and they will mention a few entrepreneurs who seem to always be successful. However, history shows us these business geniuses are not perfect after all. All it takes is a change in market, politics, people attitudes, or even temperature, and failure can be imminent.

We covered element “1” so far. Let us move to the other “2” elements: “Perceived Value” and “Reach.”

Perceived value is key. Because it is what customers buy. Value from their perspective. You can have the best product in the world, but if they do not see its value to them then they are not interested. Perceived value is usually on the emotional side, not objective side. It has to touch a nerve. A pain area. The ego if you like. There is more that one can find on this subject of value. I really like the Six Sigma perspective on value and customer satisfaction. There is lots of literature on this subject and no place to go through it here.
The third element is “Reach,” which means you need to let your target audience know about your product. So you can have the best product in the world, but if they do not know about it, they cannot buy. I read about a real estate expert who gave his students this question: “ If I were to tell you that I have a buyer who is looking at a house very similar to the one you are selling, in the same neighborhood and budget, would you be interested in showing him or her your property?” any real estate agent in his right mind would say yes. To that he answers “ well, I can assure you that this buyer exists out there, now you need to go find him.”

The formula might seem simple but it is not. It is easy to say you need a product with a Perceived Value. But to design the product and show its Perceived Value is a very difficult matter. Same goes for the Reach element. To know how to Reach your audience is not necessarily straight forward.
the formula serves to remind us of these important elements. If at least to ask the right questions when designing new products, services, or start up companies. However, finding the right answers is up to you, after God’s blessings of course.

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Project Management with Ten Elephants in the room

Posted by Ammar Mango on August 18, 2014

download“So should we start with a meeting to review project charter, or shall we wait until the scope statement is more clearly defined?” asks the Project Manager in a typical give and take that takes place at the beginning of a project.  Realty is that, most probably, it does not matter.  Or at least it does not matter as much as other so important issues that need to be addressed, but are ignored.  These are the elephants in the room that get ignored at the beginning of every project.  These issues are so big and obvious, but maybe because of their sheer size, project managers, clients, and suppliers,  prefer to ignore them as if they do not exist.  Guess what: They do exist and they are the biggest challenges facing the project, and lead often to project failure.

The elephants in the room are all man-made.  They are all about people.  This is another reason why they get ignored.  Most of them are caused by project influencers that no one wants to alienate.  This results in sacrificing project value to address other factors like “looking good,”
preserving status, gaining favors, or being comfortable in complacency.  Here are the top ten elephants that are places in the room on new projects, and get ignored by project stakeholders:

Elephant #10-Pick a big name: A project supplier is chosen because they have a good name, regardless of whether another supplier has more relevant experience.

Elephant #9- Cutting Corners: Trying to avoid risk, by taking shortcuts and downplaying key parts of the work, just to finish work on time and get payments

Elephant #8- Bureaucracy First: Worrying about deliverables and documentation, instead of results and value.

Elephant #7- Dangerous Leverage:  Assigning juniors the work of seniors to save on project cost, then use politics and sales savvy to get acceptance

Elephant #6- Fancy software and shiny hardware: More attention is given to purchasing brand name software and hardware instead of focusing on improving performance, change management, and learning.

Elephant #5- To Accept or Reject is merely a question:  Trying to control project when no one internally has the ability to review completed work.  Sometimes external consultants are hired to review the work but they also do not have as deep knowledge as the supplier, and they end up limiting the supplier’s ability to deliver value, instead of assuring quality.

Elephant #4- Spending the Budget: Clients who are not sure what they want but have a budget that they must spend, and need to show quick wins for spending the budget.  This results on tactical improvements being worked on instead of strategic improvements.

Elephant #3- The Hat does not fit: Roles and responsibilities on the project are distributed politically instead of technically.

Elephant #2- “Whatever”: Lack of interest in the project, especially when undertaken due to an external mandate.

Elephant #1- The Political Game: Project is lost in internal struggles where its value is judged based on who sponsored the project, not the actual value it delivers.



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Can You Stop Thinking about that Project?

Posted by Ammar Mango on June 7, 2014

The controller project manager needs everything in order.  And since nothing is in order almost ever, the project manager’s mind is always working to find ways to put things in order.  The result is a mind that is always trying to change things, never happy with things as they are.  This mind is a tired mind.  Stressed.  Unable to take a break.

If this describes you sometimes, then that is OK.  This is part of urban life as designed for us modern urban-ites (is there such a word?) But when this becomes “you” most of the time, then it might be time for some changes.

The human mind needs to rest the same way the body needs to rest.  Sometimes people neglect this fact, as the toils of the brains are not accompanied by sweat and physical movement.  So we do not feel the need to rest.  However, a preoccupied brain causes tensed muscles, irregular breathing, and the feeling of being flat out beat.  This is more stressful than physical work.  So how do we put our minds to rest?

Ahhh, the million dollar question.  I personally have not figured out a cure-for-all on this issue, but if you have, please do share.  Luckily there are a few things that can be done, so if one does not work the other might, and each person is different so do not dispair.  Here are a few proven methods that worked for some.  Which one is for you? it is up to you to try:

Some swear by prayer.  Personally, I believe nothing can be as calming as asking God for help in complete surrender.  Now, if you have tried this and did not work immediately, remember that the problem might be in your approach not the prayer itself.  Prayer works.  However, sometimes we are too hasty, or do the physical moves, but the brain refuses to succumb.  Then prayer might not be as effective.  However practice makes perfect.  One thing I learned form a colleague is to speak to God in my own language.  Tell him what is bothering me, and asking him for guidance.  Try that after formal prayer see if that works for you.

For some, intense cardio exercise gets their mind off work.  When the body tires, it requires full attention from the brain.  A friend of mine runs, not jogs.  When he is “tired” from work, he runs as soon as he gets home.  Before anything.  It helps him remove the clutter from the mind.  Another friend took more extreme measures.  He loves boxing.  He says “nothing will keep your mind focused and clear like someone trying to punch you square in the face.”  He also loves his punching bag.  Before starting, he remembers the most annoying thing on his mind that day, then punches away until he can go on no more.

Then there are the yoga types.  Some say that 20 minutes a day of yoga can help you reorder the “top shelves” (i.e. the brain) and feel in sync with surroundings, no matter how stressful the day is.  Some practice “moving” yoga in the form of Tai Chi.  Some practice yoga by watching their breath.  There are numerous ways of doing this and any might do the trick.  Try breathing deeply and slowly, allowing more time to exhale than inhale.  after doing this for a couple of minutes, try to pause for a few seconds after the exhale.  How did that feel.  Some swear by it.  You judge what is right for you.

Another thing to consider, is that you might have a personality that is prone to over thinking.  This is very common in today’s day and age.  Some (OK many) have obsessive compulsive tendencies, so they repeat the same thought over and over again in their mind, ruthlessly over heating their systems, so to speak.  Someone once described it as “a car being stuck in first gear.” To get out of that gear, you need to be consciously aware of the problem you have to agree with self to move on to another subject, or get off thinking altogether.  Obsessive compulsive behavior can be mild but also can be a mental illness that requires medication to control.

Not only obsessive compulsives overthink, but also regular personalities that are more on the “sensitive” side, like empaths.  Empaths will scrutinize their behavior in fear of being wrong, or in having to defend themselves from verbal abuse.  Some people do not care how they come across to others, or what others say to them or about them.  These are rare.  Most do care.  However, some care too much, and as a result overthink ways to protect themselves from these “attacks” by others.  Empaths need to be aware of their tendencies to be sensitive, and accordingly deal with their, sometimes overwhelming, emotions.  Deal does not mean suppress, or reject, or demean.  To the contrary; it means accepting and respecting self for what it feels and how it feels.   Then letting go.

It is amazing how we evolve and “grow” as human beings, and with that comes changes in our personalities and the ways we deal with work related stress. We need to be in tune with these changes and be accepting of ourselves and emotions.  To some, this might be the hardest thing to do, and the biggest hurdle on their road to cope with stress at work.

In the end, please remember that most projects fail, most stakeholders are dissatisfied, and when projects succeed, you might be the last to be recognized.  So, where does that leave us? Have a good day!

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Operations and Projects; back together again…

Posted by Ammar Mango on February 9, 2014

…And that is OK.

Many project management practitioners always complained in the past of the lack of distinction between project work and operations work of an organization.  A case in point is the hand over phase agony of turning the completed deliverables to its owners to become the responsibility of operations team, vs project team.  This was a big problem and caused many project failures, and it still would be a problem if it is still handled the same way today.  Luckily, we are seeing organizations avoiding this pitfall, and becoming more mature in their ability to organize project work into projects, and to recognize when other work has to be left for operations.  However, this is not the end of the story.

Today, the line between operations and projects is becoming blurry again, but in other, more positive ways.  For example, the PMO is becoming more interfaced with other operational departments of the organization, like finance, HR, procurement, etc.  Also, the PMO, even though it is handling projects, it is being recognized more and more as the operational function that it is.  While some PMO’s are temporary, serving a project or a program, most organizational PMOs are permanent, serving the organization on an ongoing basis. So, this makes it more an operational function.

With that recognition by the organization, the PMO is becoming more accepted among departmental managers as a function of the organization like other functions.  Of course I am talking about organizations who were able to successfully implement their PMO and sustain it.  Because those who are still struggling are another story altogether, and there are still quite a few out there.

Back to our sustained, value adding PMO.  There is a trend today for PMOs to step outside the “projects management” into two important areas: The first is portfolio management.  While it is theoretically one of the key functions of a PMO, in real practice, most PMOs do not handle most of the defined portfolio management functions.  The second area is operations.  Many PMOs will have to step up and handle procurement, financial, and HR issues, in cooperation with the respective responsible departments.  The standard way that these departments handle these functions are more geared to operations, and in many cases are not sufficient from a projects portfolio perspective.  This is why it will become essential for the PMO to step out of its traditional boundaries into operational areas.

For this to happen, more leeway should be given tot he PMO to get involved in operational issues, outside the PMO jurisdiction, and to be empowered to interface with other functions and seek solutions to common cross functional issues.  Moreover, the PMO can play a leading role in such improvement initiatives as it has a unique cross functional perspective of the organization and its “value chain” if you will, that other functions might not have.

Also, the character and capabilities of the PMO head will play a big role in the realization of benefits from such PMO involvement.  The PMO manager  needs to be a veteran with the conviction and capabilities to make such interfaces a reality, rally the organization towards improvements, and sustain these improvements.

This is a tough quest for the PMO and might prove more challenging than it seems.  The executives see the PMO as primarily tasked with handling the project portfolio (usually billable work) and keep that as focus, over any internal improvement initiative.  So, the PMO manager  must strike a balance and address change in perception and behavior required to sync operations and projects in the overall corporate scheme.

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Is Project Management Moving Away from Analytic Models?

Posted by Ammar Mango on January 23, 2014

Summary:  When I learned Project Management in Undergraduate and Graduate studies, I remember scheduling taking a center stage.  We were taught everything about scheduling, its models, relationships, PERT, CPM, PDM, dependencies, etc.  Today, most projects are succeeding or failing, for reasons other than how “perfect” or “imperfect” the project schedule is.  Furthermore, I feel that the love that engineers have to the scheduling and its intricacies has  counterproductive effect on the project.  This is why the role of scheduling and its value needs serious and brave reconsideration.

When I teach project management for PMP candidates, you can immediately see how engineers and programmers love the part related to scheduling; it is common sense to them, and puts them in their comfort zone: 1+1=2.  However, in the context of the project management knowledge, scheduling techniques are taking less and less percentage over the years.  The domains of knowledge of project management are being enriched in the areas of stakeholders management, soft skills, leadership, risk management, etc, and less attention is given to scheduling.  This is important as project management is about value, people, and interactions, beyond what a scheduling model can describe. In Project Management, one of the most detrimental things a manager could do to the project is to assume that the project models, including the schedule, to be the absolute truth.  Models are there to help us comprehend reality, not to replace reality.  So, to rely completely on analytic models in project management is like fooling oneself that everything in project management is as simple as a formula to calculate the forward pass. Understanding the way of thinking of your key stakeholder, or making sure they can imagine the value the project will deliver might be more important than any schedule or cost baseline.  Also, a market that is stalling, or a cash-flow that is dwindling due to external factors, might not show on your schedule or cost forecast if you do not stay alert to what the world is telling you about the project and its environment. GIGO my professor used to tell me about models: Garbage In Garbage Out.  What we put in the model, and what we know about what the model cannot represent might be more important than the model itself.  KISS another professor used to tell us: Keep IT Simple (lets skip the last S), and definitely this is more relevant today than any other time.  if we start complicating models, then changing them will be become very hard, especially in the fast paced world of today’s projects. So, what is a project manager to do? in addition to the above advice, it is important to stay close to the stakeholders, get used to working in a grey zone of “mushy” information that is not a product of a cast in stone analytic model.  This includes “feeling” the vibes from the stakeholder, learning to build decisions on bet available information, not just data.  Also, keep your toughest critics close, so they help you improve on your plans.

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How do I prepare a fifteen minute presentation of a project business case?

Posted by Ammar Mango on November 25, 2013

This is a good question I got and thought to share the answer with everyone, as I get asked this question often.

The most important thing is to start with “drawing a big picture:” so, before you start working on content so diligently, stop and ask your self the following questions.  Take your time answering them and do not rush them so to get to the “important stuff” which is preparing the presentation.  This IS the most important thing in a presentation, not the content.  So here are the questions:

1. What is the context? 

– What is the purpose of the presentation?

– Who is attending?  their background, ages,interests, influence?

– What are your goals from the presentation?

– What are the goals of those attending?

– What does an “excellent presentation” look like?

– What is the ideal outcome your and your audience and stakeholders want from the presentation?

– Are you presenting alone, or is your presentation part of a bigger longer presentation?  what you say it will be different based on this.

2. find a theme for your presentation.  To do that here are some tips:

– What is it you want to tell these people?

– What do you want them to do?

– Can you state the above in a simple few words sentence?  can you present it early, and reiterate it so it sticks?

– how hard is it to convince? are you driving a tough bargain?  or is it an “easy sell”?

– What are the main objections and questions your audience will have to prevent them from “buying” your proposal?  do you have convincing answers for them (if you are not convinced chances are they will not be convinced)?

3. Time to develop an outline

– Go now to Powerpoint

– Start creating an outline (table of content) for your presentation.  do not be traditional.  focus on what they want to hear, do not put “filler” information, like formalities, useless info, etc.  When  you put the outline, consider that each slide answers an important question, concern, or interest for you audience to accept your proposal.  otherwise, it is a waste of time.

– A good generic outline for a business case, brief one, is:

  • Title,
  • Introduce yourself (if you are good, you can do this in a creative way that relates to your project and get people attention),
  • Goal from presentation,
  • Agenda (with minutes for each item), here you should tell your audience if you want them to wait until you finish or to ask you as you go.  it depends on how good they and you are in managing the time.
  • General info about the project, who what where why when (very briefly)
  • Draw a picture of what life will be like when the project will be completed (value from the project)
  • Why it is the best alternative (you can either focus on your project, or on subliminally and tactfully show how other alternatives do not work as well.)
  • Challenges expected (HERE BE CAREFUL, you can use this to show them thatyou know their concerns and that they will be addressed properly).  Be brief unless it is a tough sell and they are really concerned.
  • Reiterate value briefly but convincingly
  • Tell them how they can continue the discussion or get more info
  • Ask them for action.  This can be titled NEXT STEPS, WHAT IS NEEDED, etc.
  • Q and A

4.  Now get the “beef” for your presentation.  the less words the better, the more graphs and pictures the better


– Do not apologize for  anything while presenting.  you look weak.  never apologize for not being prepared, for not having info, nothing what soever

– Be confident. breathe and smile.  it helps

– Do not read the slides.  put a word on the slide or a picture that is inviting, then talk about it

That s it .  Good luck

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Because the contract is not enough

Posted by Ammar Mango on November 10, 2013

I always get asked this question from trainees in my project management courses: “Why do we need a project charter or a project plan if we have a contract?”

There are many, not one reason.

First, the Need for Clarity. Contracts are made as legal binding documents for legal purposes.  The project charter and plan are not developed for legal purposes, but to ensure delivery.  While the two parties of the contract are set in the contract as adversaries (almost), the plan is more of a collaboration between both parties to get the work completed successfully, as a team, not adversaries.

Second, the contract might not have the necessary details to clarify the scope and other plan elements.  It is an agreement between two business parties to get the project completed, but the technical people and the project manager who lead this effort need now to meet to get the work relationship defined from a work perspective, not just business perspective.  While I am a big proponent of project managers and team being business savvy, but business savvy alone does not get the job done.

Third, the plan in the contract usually has key elements of the plan at a high level but not a workable plan.  To organize work , the project needs a workable plan that everyone can follow.  Organization and structure is needed to get the job done and what is in the contract of the plan is not enough to do that.

Fourth, the client needs to be involved in this plan and not just be a referee or a judge.  Unfortunately, many clients assume that they have now a constitution (the contract) and it is time to lay judgment on the supplier based on the constitution, so to speak.  In reality the worst thing the client can do to lose value from the work is become a judge.  A client is a partner, who treats a supplier as a partner, to ensure mutual benefit and win-win relationship.  A client is usually afraid that being a partner will make him vulnerable if the supplier does not perform.  With this kind of attitude, the project cannot be heading towards creating value, even if it formally gets completed.

That’s it for now.  What do you think?

Posted in The PMO | Tagged: , , , | 1 Comment »

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