We’ve talked a lot about the act of planning your project. Review the statement of work (SOW)…check. Review the estimate from Sales…check. Request your project resources…check. Review the draft project plan and revise it – vigorously…check. Plan for your kickoff session with the customer…check.

What hasn’t really been discussed is the act of evaluating the political environment within your organization and the customer’s organization. It may be something you can’t always do too much of up front, but it is something that will have to be revisited and performed throughout the engagement. Here are the basics of what needs to be done up front and revisited in order to more successfully plan your project.

Consider the potential effects for your stakeholders.

Consider the potential effects for your stakeholders

Once you’ve identified all of your project’s stakeholders, you should take that process one step further and identify who stands to gain (or lose) if your project succeeds and who will gain (or lose) if your project is deemed unsuccessful. It can be of value to understand and appreciate the nature of everyone’s stake in your project. Use this information to your advantage – it can be critical information to have on hand if you need roadblocks removed or key resources and skill sets made available to your project. Stakeholders can help make things happen.

Identify whose support will be needed.

Try to identify who’s in the best position to help and support your project. More of the same from above. Keep this list close by throughout the project – because you will hit roadblocks and some of them may not be able to be overcome by your will and effort alone.

Identify who is likely to work against you.

Identify the parties who may feel threatened by your project or who, for whatever reason, would not like your project to succeed. What you do with this list depends on the situation. At times, these individuals need to be avoided…and at other times they may need to be included and massaged to help ensure positive results. Power can definitely shift during projects – be aware.

Secure a project sponsor.

Identify someone in management who can serve as a sponsor for your project. Sponsors are typically members of management who have a significant amount at stake in the success or failure of your project. Sponsors can work through political issues that are beyond your sphere of influence.

Address unrealistic targets or constraints.

If your proposed project targets, specifically schedule and cost, exceed management expectations, you may be forced into a situation where you’re pressured into accepting cost, schedule, or other targets that are unrealistic. If this happens, I’d urge you to pursue either or both of these options:


  1. Respond with a data-driven analysis that suggests that the project targets are unrealistic.
  2. Continue to publish documents that display your original cost and schedule targets. Once you publish documents with unrealistic targets, you’ve pretty much sealed your fate and doomed yourself to project failure.  Don't give in...stand firm if you know the targets are unrealistic.

Summary

Careful planning doesn’t guarantee project success, but it certainly doesn’t hurt. Failing to plan is planning to fail. Look at all the angles – consider who can help and who can hurt and act accordingly. You don’t have to make everyone happy – that’s for sure. But there are many eyes on your project and many individuals who stand to benefit from your project success. Know them and use that info to your advantage.