Initiating new project or initiative

Although there is an acknowledgement improvement is needed, managers often don’t know where to start a project. The routine firefighting dominates. Ideas and projects pill up and lack resources to reach significant change. It leaves little to no space to step back to solve the fundamental problems. The first condition, for change to happen, is to invest time and means to make changes. 

Every methodology has goal setting in their first stages. It is true for project management. It true for LEAN Six Sigma. They also emphasize on the business value or business cases. When speaking of goals, we could distinguish the ones related to business value and the ones related to the project execution (e.g. % complete, velocity, gates completed). Too often, project execution goals become the center of attention. At the same time, the lack of focus on business value (vs. technical details) is one of the major causes of project failure. To overcome that pitfall from the start, defining business value goals is where every project or initiative must start. This will provide:

  • A Road Map for success by clarifying the start and end points;
  • Focus by visualizing the objective;
  • Priorities by defining level of importance or influence;
  • Measurement of progress to the realization of the desired benefits (different to project monitoring);
  • Motivation;
A variety of methods and tools available in Goal Nabber

These are also the reasons that setting goals should not be fast tracked or overlooked.  Through engagement with team and stakeholders, it aligns the team and organization behind the expected benefits. By describing the start and end points, it helps define the types of benefits, the measurements, understand the current state. The measurement is not always easy to determine. Because what is not measured can’t improve, you can consider broaden from conventional key performance indicators. For examples, a condition or event occurring. At the beginning, you probably use assumptions to quantify. That’s alright, it enables to prioritizes the biggest opportunities and expectations. These assumptions can and should be refined as the project progresses.  In Goal Nabber, this is done in the Value Proposition of the Project Plan. Based on the context, it will propose the most adapted and common methods to complete the above (e.g. brainstorming, prioritization, voice of customer, decision matrices). Taking the time to clarify the goals and objectives will increase the buy in and increase the motivation.

Socrates said that a properly articulated problem was already halfway solved. The above provides essential inputs for completing the plan and delivering the desired outcomes.

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