Let’s think a minute about what a project actually is. Consider a business wants to transform itself from where it is currently, to a beneficial future state. It has to be a beneficial future state, as at the ‘driving force’ of a project is its Business Case – and would a business ever change to make them worse off? Even if a business has to change to meet legislation, there is still a beneficial future state – usually expressed in terms of penalty avoidance. So, a business wants to change.
The future is unknown (I don’t know what I am doing next week, let alone three years on Tuesday when a project may finish!), by definition by changing, the business is doing something different and above everything else, a project is run by people – and people are not perfect. That’s what I like about people – their differences and idiosyncrasies. Looking at it this way, a project is inherently risky.
So what are the main risks in undertaking a project – excluding, of course, the future is unknown, the business is entering the unknown and people are not perfect? Well, the main risk in undertaking a project is, in my opinion and experience, the ability of the business to successfully manage this change. To achieve the desirable future state, benefits have to be realised. If the project does not deliver on it promises (i.e. on time, to cost, to quality), then will it still deliver the benefits? Who knows? But businesses have to give themselves ‘a fighting chance’. And this ‘fighting chance’ comes in the form of some means of project management process.
The consistent use of a project management process or methodology is a critical success factor in any project. Or to think of it another way, using the project management approach of ‘crossing your fingers and hoping for the best’ (which a lot of businesses use consistently, I hasten to add) is likely to increase the chances of failure. A recognised project management approach, such as PRINCE2, is, based on what we have discussed above, a risk management tool. Or to summarise my conclusions from my white paper: ‘PRINCE2 Business Benefits’. In today’s ever changing world, risk is inherent in everything we do. Who knows what the future holds? There is, however, only one thing we know to be true – the world will not be the same as it is now!
Projects are the means by which organisations transform their business operations, and organisations will have to change to survive. Those that embrace this challenge will prosper – those that don’t will struggle. Given this degree of uncertainty, organisations must transform as effectively and efficiently as possible and project management is the enabler for this success. PRINCE2 is the industry standard project management methodology and is, therefore, a known quantity. It is generic, has a common language that crosses industry and geographical boundaries, is ‘tried and tested’, repeatable and teachable. With a wealth of experience, resources, education and consultancy available PRINCE2 is a risk management tool for organisations that wish to change/transform with efficacy. Perhaps this is the most powerful PRINCE2 Business Benefit of all.
Dr. Ian Clarkson is Head of Project and Programme Management Product Development a QA -leading providers of Prince2 training. His role provides business direction and ownership of QA’s portfolio, programme, project and risk management curriculum. Ian is an experienced lecturer, author, speaker and consultant, having delivered programmes and projects in all industry sectors.