What is possible is often less about what we have done, and more about what we need to do. This seems a simple concept, but until you practice this type of projection, you won't fully appreciate how limiting what we choose to see prevents us from step-ahead outcomes. This is part two of a two-part series. For Part 1 click here.
As we reviewed in part one of this topic, a top-down approach can be used to elevate stakeholder management, benefits realization management, BRM, outcomes, and enhance a project, problem-solving, relationship, process, system, etc. The overall steps are as follows:
Project out to a future moment of high-level and saturated happiness and success.
Imagine and deduce the conditions that would need to be in place to bring about that vision moment.
Reinforce current state enablers that support this vision moment.
Identify impediments that work to prevent the vision moment.
Build into the plan, benefits that enhance enablers and remove or limit impediments.
This allows you to formulate actions for an alternate existence, untethered to what is, and reaching for what can be. This forward process, and projecting, is sometimes hard for people. It is difficult to imagine and enhance solutions-it is naturally easier for us to correct.
That is, root cause analysis, RCA is a process with which we are most familiar. But even so, root cause analysis is a white whale-webs of causation impact outcomes. But that is a topic for another day. The point is, imaginative thinking doesn't come natural to adults, so give it some time to develop.
So let's take an example and run it through a top-down methodology. Let's say you have been assigned to a large project with a tight timeline with a high risk to slipping tasks; you are in the planning stage of team development. The team members assigned thus far are unfamiliar with each other.
Project out to a moment of high-level and saturated happiness and success. You want this to be filled with great adjectives and create a picture of an outcome, that if existed, would mean success and stakeholder satisfaction; a future state. In this example, we will use "I run into my teammates in the cafeteria, and they are excitedly discussing the work we are doing. They can really see how our solution is going to change lives for the better, increase job satisfaction, and increase employee retention--and their excitement is contagious. The team feels confident in our abilities and plan, and in the support of our sponsorship". This creates a vision of team excitement that is even spilling over into non-work areas. Thinking out to engaging and exciting outcomes shakes us free from what is, to what is possible. What is possible is often less about what you have done, and more about what you need to do. This seems a simple concept, but until you practice this type of projection, you won't fully appreciate how cognitive bias (errors in what we know) prevents us from step-ahead outcomes.
Imagine and deduce the beliefs and conditions that would need to be in place to bring about that vision moment. Still in the future, start building "what should be" to enable such an event; the environmental conditions that would need to be present.
What should be? Future state conditions | |
Project benefits dramatically improve stakeholder lives; the solution was developed using the latest technology, science and psychology; the problem solving and collaboration level is high; there is intentional action to reduce cognitive bias within the team and among stakeholders. | Project team members are confident in themselves; they have the capabilities needed; their work is matched to their expertise, there is sufficient resources, team member managers are supportive of the project and the investment needed. |
Project team members are confident in the team capability; they understand each other's strengths and have trust with each other; team members are reliable to do work as assigned. | Project team members are confident in the plan; expertise and experience is applied to project plan; the project manager is PMI certified; the team has input into the plan; communications enhance project knowledge and build excitement; the plan is on schedule. |
Project team members are confident in the sponsorship; the sponsor is well known by the team and is supportive of their work and is "all in" on the project and protects the project from scope creep. | The project work is exciting and engaging; automated workflows are in use and effective; BRM is in action; others are informed and excited about the work and progress; the team members feel appreciated; risk management is working. |
There may be more, but you get the idea. These feelings and beliefs won't exist, in the timeframe imagined, if there aren't conditions in place to give rise to them.
Reinforce current state enablers that support this vision moment. Identify impediments that work to prevent the vision moment. What already exists that builds and supports this vision moment? What is missing that can be built out? How can you enhance existing enablers? What is stopping you from reaching this vision moment?
Future State Conditions | Enablers | Impediments/Gaps to Close |
Confident in their expertise and that of their team mates. They understand each other's strengths and trust one another. Team members are reliable to do work as assigned. | The selected team members are subject matter experts, SME. | Currently, they have little knowledge and experience of each other. |
So what could be done to accelerate knowledge of each other? One great way to deepen relationships is to share an experience. The project team could receive agile project management training (as a team) since the project development approach will be a hybrid of predictive and agile practices. This training will increase skill levels and accelerate camaraderie. Other team building experiences need loaded on the front end of the project and throughout initial phases. It turns out, to live this vision moment, which occurs early in the project, and hit the high demands of the project, the team needs to hit the ground running! Also, a team charter would be a must-have to establish team member expectations. Furthermore, effective stakeholder management of team member reporting managers would foster commitment to the resource availability of each member throughout the project.
You then do the same for each of these conditions; enhance enablers, limit or remove impediments, close gaps from current to future state.
Build into the plan, benefits that enhance enablers and remove or limit impediments. After taking each of the future conditions, and identifying current enablers, impediments and gaps, now comes the easy part. Develop and incorporate plans, actions, training, etc. and costs for incorporation into the project budget and schedule. You will end up with a larger budget, but you will also formulate greater benefits. There will also be some overlap with "standard" actions you would take, so it isn't all add-ons as it relates to costs.
It might be that what you need to do to reach this vision moment is too costly for your organization. But stakeholders will understand the costs of great success-it just doesn't "happen". Also, projected thinking will stay with you and the business-especially if you keep doing it. This type of thinking will stretch your efforts and potential, past what you would accomplish and implement by only looking backwards and relying on tweaking situations.
Business transformation through a top-down approach and structured inquiry-you can do this! You elevate project efforts and plans for step-ahead outcomes. In the process, you will be surprised how much people like to contemplate great outcomes (daydream!) and create a path to get there. Have the team revisit evidence of the vision moment on a scheduled basis. Verify you are still on the right track. After all, there should be evidence of your vision, once the project is underway.
Lori G. Fisher
PLS Management Consulting
Purpose | Leap | Surge
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