GPS navigation systems and Internet map sites like MapQuest and Google Maps make it easier than ever to navigate unfamiliar territory.  These wonders of modern technology will get you to your destination, but they actually may not direct you along the fastest route available.  Sometimes, only the insight of a sage local can point out the shortcuts that allow you to arrive ahead of schedule. 

This travel analogy can be extended to project management (PM) strategies.  While the approaches and tools espoused by professional project management organizations will guide you through defining, documenting and executing your projects, applying the full-blown PM methodology, complete with all its documentation, can feel a bit like using a bazooka to kill a fly.  Organizations with a project management office (PMO) and/or dedicated project managers can undoubtedly point to specific examples that demonstrate the positive impact these comprehensive resources and tools have on their organizations.  There is a great deal of value to be found in a project charter, detailed work breakdown structure, meticulous budget estimate, thoughtful risk analysis and an itemized issues log.

But what about organizations that lack specialized PM resources or procedures?  What about situations where limited time and money demand a shorter route between Point A and Point B?  In these cases, it helps to know the local shortcuts.

It is possible to forgo the turn-by-turn navigation instructions and still arrive at your destination with both sanity and job security intact.  That isn’t to say you should skip the entire PM process and "wing it."  Instead, concentrate your efforts on staying on track and making every step count.

Destination and Landmarks
Every project, big or small, complicated or simple, should start with a specific business goal, i.e., the business problem the project is intended to address.  Identifying the business problem will help you focus on delivering value to your customers and frame the project in terms that will resonate with them.

Think of the business goal as your "official destination."  After all, you need to know where you’re going before you can determine how to get there.  By clearly defining where you want to be, you will be able to keep your eye focused on the destination through all the twists and turns along the way.

The next major landmarks to identify are the business objectives.  The objectives are a natural extension of the business goal and describe the impact the project will have on your customers in their own language.

It is important to avoid falling into a common trap of confusing the goals and objectives with technical solutions.  "Install ABC system" and "upgrade XYZ application" are not business goals or objectives.  While they might be the appropriate end result, they do not speak to your customers’ business needs.  Narrowly focusing on technology-specific tasks will not provide the landmarks needed to stay on track.  If you get lost in the technical details at this early stage of the journey, you run the risk of arriving at a dead end without providing real value to your customers.

Drivers and Navigators
In a perfect world, with unlimited time, money and resources, every project would include a thorough discussion with each stakeholder about the needs, expectations, roles, responsibilities and so on.  In the real world, sometimes generating a list of names and phone extensions may be the best you can do.  When looking for shortcuts, determine primary stakeholders by building a roster that names the main players in three key areas:

• Action team:  The tactical resources responsible for contributing to the solution.
• Decision makers:  The "go-to" individuals with both the interest and authority to make decisions.
• Audience:  The group of customers eagerly awaiting your arrival at the destination, the ones to benefit from accomplishing the project’s goal.

Road Map
With the right landmarks in mind and a team of drivers and navigators, you will be well on your way.  The next step is to identify the deliverables that will serve as your technical road map.  As the name implies, these are the tangible results that will form the solution to address the customer’s business goals and objectives.

This stage of the journey provides the greatest opportunity to cut a few corners depending on the complexity of the project and the strength of your resources.  As a general guideline, the degree of detail needed to keep on track increases with the complexity of the project.  A simple project can be successful with a few bullet-point items.  A more complex initiative requires the detail of a street-level map.  In addition, resources limited by experience and/or availability may need more explicit directions down to the task level in order to keep moving in the right direction.

Arriving Safely
Projects are a journey from inception to delivery.  PM processes and tools can provide the guidance to get you to your destination on time and within budget.  If you’re short on time, resources or energy, don’t despair.  Focusing on a few key concepts from the PM atlas will help you cut a few corners and still arrive safely.  Plan your project like you would a road trip.  Include the following:

• Destination:  Business goal describing your customers’ needs in their language.
• Landmarks:  Business objectives detailing the specific value points your customers can expect.
• Drivers:  Roster of the key individuals involved in the project including the action team, decision makers and the audience.
• Road map:  Deliverables itemizing the tangible products, processes and/or services to be delivered in order to satisfy the goals and objectives.

With these key points in mind, you’re ready to hit the road.

About our author :: :: ::

Kathrine Cain is part of the practice support team with Winston & Strawn LLP.  Her nearly 10 years of experience working with Chicago law firms encompass a variety of roles including Project Manager, Support and Training Manager and Technical Trainer.  Kate holds a Masters in Communication Systems Strategy from Northwestern University as well as PM Strategy certificates from Loyola University.  She is currently ILTA’s Project Management Peer Group Vice President and has been a frequent webinar and conference speaker.  Kate can be reached at kecain@winston.com.