Lesson 5: Managing Your Project: Part 1
Step 1: The Idea
Regardless of whether a project aims to create a space station or a dinner party for 600 of your closest friends, it all begins at the same place: the idea.
Based on The Lewis Method and PMBOK, the idea step, concerned playing around with a project need that someone (or some group) has identified.
The key here is the word need. We all need things. I am staring at a large coffee and it needs me to drink it (and after much deliberation I have reluctantly agreed to sacrifice my digestive system in this way). The project, too, will respond to a need.
Many times, the focus of discussion this idea step quickly devolves into defining the project, which is an error: we’re not looking at the project yet – we’re just look at the need to which the project will respond.
The idea step may last for longer than a meeting or two. In fact, it can last for months, especially if a needs analysis is required for the project. A needs analysis will comprehensively identify this all-important need for the project, to make sure everyone knows what the need looks like, how important it is, and what can be done to address that need.
There are two very sad things that can happen during this step if things aren't done right:
Sad Thing #1: Sometimes, a project is created whereby the senior project team members do not all know or agree with what the need is. The result is a project that might be technically sound and well run, but will not exist once the project is over because there is no need for it. I have been in this situation. It is very depressing. Try to therefore avoid my fate by ensuring that the senior project people understand the need for the project through performing a needs analysis.
Sad Thing #2: If I were you…. I’d be wondering:
Well, uh, okay Jason, nice little therapy session you have going here in this section, but really, it’s not that easy to convince people, especially hyper-active happy go-go-go-project people that a needs analysis needs to be done. What do I do then, huh? HUH? DON’T MAKE ME HUNT YOU DOWN.Well, I do empathize with your plight. Some people on the senior project team will know much less than you do about project managing in general, but especially nuances like the idea step we are discussing here. As a result, they may not want you to bug them with chitchat about this needs thing. Should this happen, as diplomatically as you can (I did mention that Project Managers have to be good politicians, right?), persuade your crew of the importance of realistically identifying the need. Do your homework. Show them examples of their fate if they do not realistically ground the opening project discussions in response to practical and realistic need.
The PMBOK offers some typical types of needs that inspire the creation of projects:
- A Market Demand
- A Business Need
- A Customer Request
- A Technological Advance
- A Legal Requirement
- A Social Need
You should be able to find your project need somewhere in this list before you should comfortably move to the next stage: strategic development.
References used in this section (these books are available for order via the Resources link above):
The Project Manager’s Desk Reference, by James P. Lewis. Chapter 2; Chapter 4.
A Guide to the Project Management Body of Knowledge, by the Project Management Institute. Chapter 5.
