Driving
Adoption of Project & Program Methodologies, Templates, & Standards
Gaining the Buy-In You Need
to be Successful
By
Chad
I
have often been asked how I have been able to drive adoption of project
management methodologies, tools, and templates.
Below is a high-level strategy that you may find useful.
How were you able to drive adoption
of a project / program methodology templates & standards?
This is the
whole stick and carrot analogy of getting folks to change behaviors. In general, I have found that most folks buy
into the concept of a uniform delivery methodology for projects and
programs. The key items that drive folks
away from following a uniform delivery methodology is if they perceive or
witness the methodology either (1) not being followed by their peers, or (2)
not adding value, or not being valued by management, when followed.
When
presenting the case for following the methodology, for the carrot portion of
the analogy, I have started with the top-down view and began the discussion
with, “this is what will give ‘Executive
Smith’ the most insight into the project investments being made across the
organization.” I start with a high
level dashboard, and explain to the project leaders how the various reporting
elements are changed as the project progresses through the methodology
lifecycle. The next item that I stress
is the tailoring options for the project.
No two projects are 100% identical and the ability of the project
leaders to tailor the methodology based on project complexity places the rigor
decision squarely with the team executing the project. Tailoring allows the skipping of templates
that provide no value (given appropriate
justification) while allowing the overall project to remain compliant to
the methodology.
Finally,
related to the “stick” aspect of the analogy, I emphasize the audit aspects of
the methodology. Ideally, you will have
either an internal or external auditor conduct an audit of completed
projects. I have wrapped incentive items
(recognition awards, small prizes, etc.)
around successful completion of each of the items above, especially when
initially getting the process started and institutionalized. I have also incorporated completion of these
items into project manager performance evaluations.
