Structure – Help or Hindrance?

The operation of most organized projects is guided by an underlying structure that takes the team systematically through the maze of preparing and executing a project. Many businesses have a formalized project process that defines the steps and procedures to execute projects; many have reporting processes, and almost all have accounting processes.

 When these processes are right, they produce good repeatable results. When they are not matched to a project, they can cause too much time and money to be spent on reporting and controls leading to a team that delivers less than its capabilities.

Mismatched

So when the process is mismatched to the project – and now I mean really mismatched – what goes wrong? What is the nature of the inefficiencies and errors that can happen?

First, let’s take a look at how the process and the project might be mismatched. While a process that is out of synch with the project’s small or simplicity is probably the most common, the mismatch could also be about a quick-turn project versus traditional execution timing. It is not uncommon for companies to force small custom projects through the same process as their larger or more complex typical projects.

The mismatch of custom versus standard product projects happens in both extremes. Standard product processes are often overkill for custom projects, and custom project processes tend to under-deliver standard products.

Unusual timing requirements also can be handicapped by an inflexible process. A project that has to run faster than is typical can be held back waiting for reviews and approvals while a project that needs to run slower than normal can be burdened by the cost of too frequent reviews.

Similarly, unusual customers, unusual requirements, or working with a team that is larger or smaller than needed create special planning needs that are often mismatched to standard processes.

Dangerously Mismatched

The first risk is cost. A project overburdened by process will cost more as the team complies with potentially unneeded process requirements. At the extreme, some high value projects with unusual implementation requirements may not be rendered viable due to the burden of the company’s process.

When a process is firmly dictated yet mismatched, the people working the project may use the process as an excuse for not meeting obligations. They may work the process in an offhand way, compromising both the process and the project.

How to Tell

The best way for a leader to work with this risk is to be able to escalate process issues. Many companies have an appeals board for project content or design architecture, but lack one for resolving process issues. It’s hard to roll out a process. It requires tenacity and drive. But there needs to be a limit to process enforcement when truly special situations exist.

Best yet, your process design should include scaling for smaller or abnormally timed projects. There is no one-size-fits-all for project process. The process must match the needs of the project, team, and the organization. After all, the project is the deliverable, not the process.

Home | Privacy