Have you ever witnessed a project that is about to go live when all of a sudden it stalls and the implementation fails? The failed project was kicked off with fanfare and had encountered no major problems (at least that you were aware of) until now! This article provides advice on using project controls to steer you away from project failure and towards success. Firstly I will establish the importance of using effective project controls and explain how they work.

The failed project scenario introduced above points to a lack of adequate project control. Gregory Balestrero, President and CEO of the Project Management Institute identified in a recent keynote presentation that “50% of project failure is traced to poor (or no) project management”. Between starting and finishing a project controlling delivery is vital to a successful implementation.

When you are sailing a yacht you are required to make corrections (tacks) in order to successfully navigate around the course. The skipper and the crew react to information received on the environmental conditions and operate within rules and set objectives to complete the race. Project controls are analogous to tacks in yachting – well defined controls, properly applied will keep the project from wandering off course and hitting rocks.

You need to use a framework to implement effective controls across your project. In my professional practice I have recognised the need for different controls for the different levels of management – or project hierarchy. There are three key levels of control operating within a project: the project board, project manager and project team member/supplier. Each level of control will be considered in turn.

Project board level controls

Clear project goal and scope - A good Project Manager will make sure that they are never given anything ambiguous to deliver. Project objectives must be SMART with clear scope statements of what will be delivered and what won’t be delivered. Importantly project objectives must be approved by the project board and their delegated representatives. The project manager must focus only on what is important. Changes to the scope must be approved by the board.

Stage gates – These are check points set at important points in a project when the board convenes in order to gain assurance that the products scheduled for the current stage have been delivered and sufficient planning and preparation has been done in readiness to commence the next stage. If the board gives its approval to proceed to the next stage they are in effect giving the Project Manager the authority to act.

Importantly these meetings are not regular but timed for review at key decision points, such as approving the business case, signing the supplier contract, a major milestone with a large payment attached to it and commissioning.

Tolerances – The board needs to delegate authority to operate the project on a day to day basis. The executive can ensure the operation of a project is controlled by setting tolerances for time, cost and quality that the Project Manager must operate within. If a tolerance is, or will be, exceeded then the Project Manager must report back to the board.

The role of quality assurance – The board needs to appoint internal customers and supplier representatives responsible for ensuring the project will deliver something that works. These representatives often attend stage gate meetings and are asked by the executive if the status reported to the board is accepted as accurate. Importantly the Project Manager is required to gain their confidence before he can report readiness to proceed to the next stage of the project.

Change management – Someone from within the organisation, normally the project executive (sponsor), needs to be encouraged to take on the role of change manager – this person has the necessary delegated authority and influence to make decisions, remove road blocks and take responsibility for making the change work.

Project Manager level controls

Project plan – Develop project plans in stages - maintain a high level project plan for the entire project and a detail project plan for the current stage. Towards the end of each stage work with the team and project stakeholders on detailing the project plan for the next stage – make sure agreement on this plan is obtained, including assignment of resources, before presentation of this plan to the project board at the next stage gate meeting. Planning in this collaborative manner increases the influence and control a Project Manager can exert.

Issues log – The Project Manager should log everything their project team raises with them using the issues log so there is one place that keeps track of everything. Issues logged need to be managed towards a resolution. The Project Manager should look for the person on the team who is a good problem solver - they can become the chief ‘fixit’ officer. Project Managers need to master the skill of listening and recognising when someone is telling them about an issue. The Project Manager also needs to work with the team on solving issues, as the team will understand the implications of an issue much better than the Project Manager on many occasions.

Risk log – Risks need to be specific to the project and not just picked from a “risk list”. If you are working with a supplier then the due diligence phase can often be useful for identifying potential risks when working with this party. If the likelihood of a risk occurring is high, the Project Manager will need to plan how to respond if the risk eventuates - thus contingency planning is essential.

Evaluate progress based on evidence – You must be able to track progress by being able to observe tangible results. Results need to be delivered regularly so you can assure yourself as to the speed of progress being made. Importantly if results are not delivered by the due date you need to begin investigating the reasons for this immediately.

Manage people issues – Controlling the progress of a project can be hampered by conflict, low motiviation and challenging personality types present within the project team. A good Project Manager must use their people skills to resolve these problems and lead the team towards working collaboratively.

Taking corrective action - Re-plan areas of the project plan requiring corrective actions (e.g. falling behind the schedule) with the team, and in enough detail in order to be able to control progress. If corrective action is required from a supplier consider using formal letters to the senior supplier as a point of escalation,

Regular reporting of progress – Regular status reporting on the health of the project in key areas: schedule, cost, quality, scope, resourcing, issues, risk and change management. Use one page traffic light or weather reporting to effectively highlight progress to the project board.

Reporting key metrics for a project increases stakeholder understanding of project performance and in turn invests the Project Manager with the ability to influence some control over the project. As Bill Hewlett founder of The Hewlett-Packard Company said “What gets measured gets done”.

Project Team Member / External Supplier Level Controls

Work packages – These are the key control between the project team member and the Project Manager. The work package contains:

• an unambiguous description of what you have been asked to deliver
• a clear method, techniques and plan for delivering it
• a clear description of the standards your product must meet and who will check this for you – time, cost, and quality.

Issues, roadblocks and emergent risks – Team members need to be encouraged to share their concerns – highlighting things that are preventing them from making progress, issues they are encountering and potential risks which are emerging. Most importantly the culture within the project team needs to be one where team members feel comfortable reporting their concerns.

Progress reporting – Many staff are not used to reporting on a regular basis the work which they have achieved last week and what they are planning to achieve in the following week. On projects this is a very necessary discipline which can prove even more beneficial for those doing the reporting to the Project Manager!

In Summary

• Project failure is often caused by poor, or no Project Management.
• By applying a framework for controlling projects based on the three levels of the project hierarchy (board, Project Manager and team levels) you will ensure improved control of your projects.
• Project controls enable the Project Manager to achieve results by identifying course corrections required to manoeuvre the project to a successful conclusion.

What makes a project goal SMART?

Ensuring your Project has SMART goals is a good first step towards success.  Poorly defined Project goals significantly increase the chances of project failure.

• S - specific, significant, stretching
• M - measurable, meaningful, motivational
• A - agreed upon, attainable, achievable, acceptable, action-oriented
• R - realistic, relevant, reasonable, rewarding, results-oriented
• T - time-based, timely, tangible, trackable

Read more about SMART.