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Project Manager : Project Manager June July 2013
www.aipm.com.au Project Manager 35 ( As an industry, we need to nally recognise the importance of non-technical factors on project success and e ectively manage them to reduce project failure and improve outcomes. A forceful trilogy In any endeavour there are dynamics that impact outcomes -- Kurt Lewin referred to these factors as a ' eld of forces'. A crucial aspect is how the dynamics impact and interact with each other and how this chain reaction has an impact on performance. In the project context, we believe there are three dominant groups of 'forces' that interact with the project environment and in uence project deliverables and outcomes -- technical, sociological and psychological forces (see Figure 1). e existence of these dynamics and their interaction can be a serious risk to project delivery. Just as risks in technical areas of a project lie dormant and are e ectively managed through planning, sociological and psychological (or relationship) risks also have the potential to impact project success -- often with devastating results -- and should be planned for. Understanding these dimensions, how they interact in the project environment context and adopting a planned approach to mitigate them, RIGHT FROM THE START, STRATEGIES SHOULD BE PUT IN PLACE TO SET YOUR PROJECT UP FOR SUCCESS AND MITIGATE RISKS THAT MAY CAUSE A NON- PERFORMING TEAM CULTURE will dramatically reduce project risk. However, despite the evidence, relationship risks are rarely managed due to the following reasons: • They are outside the gambit of ‘hard engineering'. • Tey are misunderstood by technical specialists. • Traditional processes adopted previously have been unstructured and ine ective. • Tere is a belief that it is already done and the process is impossible to measure. Mega performers To overcome these common myths and create a collaborative, high-performance environment, we recommend adopting a structured approach to manage relationship risks and create high- performing teams. e plan should be grounded in project reality, with a scope, schedule, budget, de ned objectives, risks and KPIs. We suggest a simple but robust four-point plan: 1 Plan for success Right from the start of your project, strategies should be put in place to set your project up for success and mitigate risks that may cause a non-performing team culture. We recommend undertaking a 'risk and readiness' review through facilitated interactive workshops to create a project vision, agree on strategic
Project Manager Apr May 2013
Project Manager Aug Sept 2013