PROJECT GOVERNANCE AND WHY PROMPT DECISION MAKING IS THE NEW BLACK

INNOVATIONS AND INSIGHTS

HOW CAN WE APPLY THE LESSONS FROM THE CURRENT SITUATION TO THE WAY WE GOVERN OUR PROJECTS TO GET BETTER OUTCOMES AS THE NEW WORLD ORDER EMERGES?

In these strange and changing times of COVID-19 where companies are under threat to completely overhaul their financial management forecasts and review new and different business opportunities, there has never been a better time for those in a position of project governance to step up to the mark.

One of the most interesting things for me about COVID-19 has been to see governments (state and federal) demonstrating the ability to make quick and effective decisions. When making those decisions, upon which we have been dependent on for survival and income, they have been honest in acknowledging when there have been defects along the way and not been afraid to readjust the path when needed. This has resulted in us all being ‘in this together’ and getting the majority to dance to their COVID-19 tune.

Things will never be the same again and hopefully nor will your organisation. If your business hasn’t changed and become more creative and innovative in the way it operates you may find yourself frozen in time. Yes, it is time for a review from strategy through to project delivery.

Don’t pick up your projects where you left off. Review, revamp, and realign.

Decisions about each stage of lockdown have been made based on relevant data and the advice of subject matter experts (SMEs). Asking the right questions when presented with information is vital to make sure we have our facts straight.

Give your SMEs the respect due to them and consider the facts, information, and recommendations they provide – even if you don’t agree with them.

What does success look like today? How have priorities changed? Your stakeholders may have come out of this pandemic with different perspectives, but what are they? Communication is going to be critical to your success in this new environment so openly listen to what your stakeholders are saying. Poor financial management is out of fashion so keep project outcomes and benefits real and measurable.

The ‘T’ at the end of SMART objectives is more than just a timeline. Consider whether this is the right time to do the project, followed by the right time to complete it. Our governments have given us a good lesson in fast decision making but we have seen that when people get impatient and restless, they are not prepared to wait, irrespective of the risk.

Timing is everything. As is your ability to link the speed of your decision making to match the urgency of the project.

COVID-19 has shown that EVERYTHING is connected. If you haven’t used systems thinking before, now is the time to start. Whether you are conducting a risk analysis, procuring goods, or deciding on a new program, taking a systems thinking approach can add a realistic dimension to your decision making.

All decisions have a knock-on effect, good, bad or ugly, so consider what systems you will be impacting when you make yours.

Utilising resources in different ways and providing them with new skills has been part of the COVID-19 process. There is no need to lock team resources into boxes defined by their job title. Break down those walls of constraints and see how team skills can be mixed and matched for a better workflow and efficiency.

LESSON 7 – OPPORTUNITY IS A KNOCKIN’ Opportunities are no longer a subset of a risk management table. They are real and plentiful, and we need to be proactively looking for them if we are to boost our project benefits. Let’s build entrepreneurial thinking into the way we run our projects and be proactive about building on opportunities.

Include opportunity into the decision-making mix to enable best value for the project, the customer, and the organisation.

LESSON 8 – WITHOUT COMMITMENT YOU’RE DOOMED! We have witnessed the results that can occur when everyone is committed to the same goal – success! Now is a good time to review the what’s in it for me project communications and put effort into identifying a purposeful why for your projects that will connect with your stakeholders.

Make the why relevant to your key stakeholders to gain their support and commitment.

LESSON 9 –‘WE’RE ALL IN THIS TOGETHER’ – COMMUNITY MATTERS Community, connection, and collaboration. COVID-19 has given a sense of belonging to individuals. We are seeing streets or apartment blocks united via Facebook where residents had not previously ‘spoken’ to their neighbours. People have sung in choral unison across the world in the warmth of community.

Consider how you will bring a sense of community and belonging to your project. If people feel they belong, they will feel they matter, and commitment will follow.

LESSON 10 – RECOGNISE CONTRIBUTION What COVID-19 has shown us is that all jobs matter whatever the pay scale. Recognition of contribution and work well done helps to boost morale and motivation. Individual acknowledgement is great, but don’t miss out on the energy generated when team contributions are recognised as a whole. Celebrations give the team a chance to stop and recharge ready for the next challenge the project brings.

If the world was moving at a fast rate of change pre COVID-19 it is now zooming ahead in light years! Informed and prompt decision making is crucial as we take action to succeed in these financially challenging times. Don’t lose the sense of urgency, drive and energy that was required to survive COVID-19, use it to propel your organisation and project forward.

Author: Georgina Rowe is passionate about project management and has worked in the industry for over fifteen years, more recently working with organisations to improve their strategic and project governance. Georgina is a Founder and Executive Director of the Australian Institute of Leaders and Entrepreneurs (aile) aile.com.au, where the focus is on providing training and coaching that is outcome driven and enables individuals and organisations to make a positive difference.