Solution implementation… Project and change management by any other name!
- Compare the solution elements to the design specifications. An important point to remember is what the client brief was originally. Does it match it? Will we be able to measure the performance improvement gap and quantify results for the client?
- Make sure solution elements are developmentally tested. Use the appropriate testing mechanism and method.
- Make sure the solutions are feasible and work as intended. This has to closely match the design specification and the original request of client.
- Arrange to pilot test the overall solution.
- Oversee improvements and changes based on the results of the tests.
- Develop messages that clients can use to communicate what is being done, why, and when.
- Develop tools and feedback mechanisms so people can monitor their own progress.
- Draft messages clients can use to report progress.
- Facilitate discussion on how to address deviations from the plan.
- Advise clients how to manage changes in practices so gains are sustained.
- A holistic view to scope and plan a project – all possibilities are considered in a systemic and systematic way.
- All project team members are involved from the start to final project delivery. They will workshop each area in the matrix of the tool with a project team.
- In this way all possible areas are considered when planning and scoping a project.
- What is the external logic?
- What do we need to consider in the environment and its conditions?
- Have you checked the external environment for opportunities and threats the organisation faces, due to forces in its own industry?
- What are the general trends in the world around it? How will these opportunities, threats and trends impact the project?
- What is the strategic objective of the project? Does it support the organisation’s strategy?
- What do we need to consider in this project as a specific stakeholder output?
- What is the final observable project deliverable/target?
- What are the priorities associated with this project deliverable?
- How will the project be measured?
- What are the key milestones?
- What are the key indicators and standards to judge the successful performance of the output/target of the project?
- What are the measurable timelines? Are these timelines realistic and achievable?
- From who is internal and external support required?
- What are the risks and challenges associated with the project – what could jeopardise the project?
- What are the recommendations?
- What is the contingent/alternative strategy to this project deliverable?
- What are the observable measures/targets and have the timelines been met?
- What is the process and activities for this project?
- Who are the stakeholders that will assist with the project?
- What are the procedures to be followed?
- What is the procurement process to be followed?
- What are the possible operational and procedural factors that may affect the project delivery?
- What is the contingent plan when things go wrong?
- What resources, budget and information are needed to deliver on the output? Are all resources readily available?
- What are the budget constraints?
- What are the internal and private/investor/donor requirements and funding?
- What is the total expenditure for the project duration?
- Who is the supplier(s)? How will the supplier be selected (procurement)?
- What is the stakeholder input to the project?
- What are the input delivery constraints of the project?
- What is the contingent plan for insufficient resources?
- What are the observable measures/targets and have the timelines been met?
- Who are the internal and external beneficiaries/stakeholders of this project?
- What are the benefits?
- What are the external beneficiary/stakeholder expectations and needs of the external client/stakeholder we are delivering to?
- What are the internal beneficiary expectations and needs of the client/stakeholder we are delivering to?
- What are the client/stakeholder criteria for satisfaction for this project?
- What are the success indicators for the client/stakeholder?
- What are the expected standards of delivery to the client/stakeholder?
- What is the contingent plan for poor client/stakeholder support and buy-in?
- What is the consequence management system for the project?
- What are the positive and negative consequences of this project output? What will the impact be on the project?
- What is the consequence management alignment to strategy, work plans and individual plans? How are the positive and negative consequences aligned with the desired, strategic project output?
- What is the feedback system for this project? Who will get feedback? And how often? Who will do the feedback?
- What are the feedback loops in support of the project output? Is feedback on demand or only formal? How will it be documented?
- How will you ensure consistent feedback?
Authors profile:
Belia Nel
Performance Architect and strategist, author and teacher of Performance Improvement
Belia Nel CPT, is a member and an internationally Certified Performance Technologist and Performance Coach with the International Society for Performance Improvement, USA since 2003. She has published widely academically and in business journals both locally and internationally. She is a regular speak at conferences and seminars. Her publications include Performance Improvement – Essential Tools for Performance Consulting and Performance Improvement – Essential Guide to Performance Consulting.
email: belia@improvid.co.za
website: https://improvid.co.za/