…I warn you, it’s a daunting one.
Ok, here it is. Across the $10Billion in projects that I’ve consulted on, only 15% have been able to succinctly answer these three simple, but wholly fundamental questions:
- What is the project doing?
- Why are we doing it?
- How will we know when we are successful?
So yes, that means 85% of these projects are venturing in the dark. Throwing money at an unknown result. This isn’t just accepting ambiguity; this is driving off a cliff, blindfolded and hoping the car flies. And it gets worse…
I’m going to take some liberty here and assume that you’re a reasonable person.
So, reader, as a reasonable person, if you were leading a change project across your organisation (and you may well be already), when would you expect to be able to answer the above three questions about your project?
If you answered anything earlier than the back half of the project, then you are doing better than 95% of that $10Billion. Congratulations, you are in that desirable 5%!
But let me ask you – does your reality match this? Can your projects answer these questions clearly and succinctly? And if they do, are decisions being made with this information front of mind?
- Do you find you have projects that never end?
- Or, perhaps you have projects that experience endless requests for change?
- What about projects that everyone ‘just sort of knows’ what the scope is, but if I asked everyone to list it, I would get 50 different answers?
- Or the perhaps you are experiencing the worst of it; a project that delivers something that doesn’t solve the original problem. A worthless project.
If so, then maybe it is time to look at a better way. The good news is that you can have your cake and eat it too. After all, this book wouldn’t exist if I didn’t have a streamlined and practical way to help you create more valuable projects.