What Can Go Wrong?


One point that will often arise is resistance to using templates. There are many arguments that have been used in the past. Here are several and your potential response:

  • “We don’t need templates because every international project is different.” Yes, they are different in the details. However, projects of the same type are not different at the template level.

  • “Using templates, issues, and lessons learned will take more time.” Actually, it will take less time since more time can be expended on the detailed tasks and work.

  • “We have gotten along without templates in the past. Why use them now?” Ah, the fear of change again! Templates help to capture experience and to do a better job in the present and future.

  • “There is nothing in this method for me.” Now we are getting at self-interest. The project leader and the team are more effective. There is a wider common understanding of what is to be done.

  • “Using templates, issues, and lessons learned will take more time.” This is only true when they are set up. After this, time will be saved.

What is behind this resistance? Individuals, even those involved in carrying out change, will sometimes resist change. Another fear is loss of control. However, the bottom line is that with templates, the issues database, and lesson learned database, there is standardization at the higher levels. But the detailed tasks can be anything the team and leaders want them to be—giving them flexibility and control at the individual project level.

Market The Plan To Management

If you are expecting some flashy presentation ideas here, forget it! The key to marketing the plan to management is to get them involved in some of the tradeoff analysis. You should never present the finished plan. Instead, make them aware of some of the issues and the project plan at the high level. Then you can drill down to give a detailed picture of an area with risk and issues.

Another guideline in marketing is to avoid fairness. That is, don’t give all parts of the project equal time. Go right to and focus on the subprojects where there are issues. Point out the resource conflicts that are likely. In short, follow what the famous actress, Bette Davis, said—“Fasten your seatbelt, baby. It’s going to be a bumpy ride.” You are preparing managers for dealing with issues when you do the marketing. Another way to frame this is that you should not just give attention to the positive. You are not trying to negative, just realistic based upon your experience. By drawing on experience from past projects, you are more credible with management.




International Project Management
International Project Management: Leadership in Complex Environments
ISBN: 0470578823
EAN: 2147483647
Year: 2003
Pages: 154

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