Assumptions vs. Facts

Dr. Lewis Ireland wrote the excellent article below in 2003 talking about the differences between Assumptions and Facts.

Introduction

The difference between an assumption and a fact is often subtle and confusing. Some organizations, and individuals, view assumptions and facts in the same light. This approach causes confusion in managing both the assumptions and facts as well as communicating accurately the situation during planning and execution of projects.

The American Heritage Dictionary defines both words in the context of planning as:

• Assumption – a statement accepted or supposed as true without proof or demonstration.

• Fact – something presented as objectively real or something that has been objectively verified.

Planning a project using the wrong term can convey a different meaning to fact or assumption with catastrophic results. Facts do not change whereas assumptions are typically about a future state that may or may not come true. Listing both facts and assumptions as assumptions can also cause confusion because the project manager does not know which assumptions to track to ensure they are converted to facts.

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Quote for the Day

You've got to have an atmosphere where people can make mistakes.  If we're not making mistakes, we're not going anywhere.  - Gordon Forward

Where are your Process Maps?

Well crafted business process maps should be designed to make work flow visible, understandable, and measurable. An important consideration when mapping your business processes is to view them through the eyes of your customers.

Here are some areas to consider when you are mapping business processes:

Identify Your Organization's/Project's Business Processes

What are the processes in your organization that your project will impact?

What new processes will be created once your project is implemented?

What are your customers understanding of your processes?

What are the key trigger points of your processes?

Gather required information

Who are the process owners?

What are the processes you've identified trying to accomplish?

What is the level of quality required? Risk?

What are the control points?

Documenting the Processes

What are all the steps of the processes?

What are the objectives of the processes?

What are the inputs and outputs?

What tools or techniques are applied in each process step?

Where does the process begin and end?

Who owns the process?

Who monitors the process?

How we will know it is working?

Analysis (post mapping)

Is the process efficient?

Does it make sense?

What steps are unnecessary?

Is the process in line with departmental or enterprise objectives?

Are there too many approvals or too much rework?

Are there too many delays or bottlenecks?

Is the process efficient? How do you know?

What measures will be put in place to ensure the process is as efficient as possible?

There are many opportunities for problems to occur when mapping processes, but getting started will help your organization become more effective. Once you become good at mapping your business processes everyone in your organization will begin to understand their role in the organization, what the organization it trying to accomplish, and feel like they are part of the effort to help drive improvements and efficiencies.

There are plenty of books on the subject to help your get started. Click the link below for books that can help - Process Mapping Books

Weekend Break

Kayaking at Bird Key Park, Sarasota, Florida

The Project Sponsor

A project sponsor's role is to help make project decisions (formal authority), and additionally, he or she is ultimately responsible for the project's success. The sponsor comes from the executive or senior management ranks (depending on the size of the project) and should be influential, a respected politician, and have a track record for getting things done.

The sponsors authority and stature should be such that they are independent as much as possible of the project's goals and objectives so they can cut through the political landscape to get critical project decisions made.

Sponsors don't just support projects; they support the project manager and project team. They are the project champion and won't allow others to sabotage the project manager, the project team, or the project's goals. They have authority that comes from their title and position within the organization. In order for sponsors to be effective they must have organizational respect, proven leadership qualities, and be honest in their dealings.  They aren't political sharks and they are adept at rallying the troops (project team and stakeholders), presenting a clear message, and are supportive of the project manager.

Ideal Sponsor Responsibilities

Writes the Project Charter

Help to define project team roles and responsibilities

Acts as an advisor to the project manager

Removes obstacles

Has control of project funding

Reviews and Approves any Statements of Work/Contracts and Planning Documents

Bad Sponsor Characteristics

Always too busy to meet with the project manager and project team

Doesn't have time to write a project charter

Won't get involved in assigning project roles and responsibilities

Doesn't have time to approve documents, or delegates all sponsor responsibility to others.

Blames others when things go wrong, and/or won't work to resolve project issues

Always takes credit for any project success

Is surprised when the project's deliverables aren't what they expected

A bad sponsor is a project manager's worst nightmare. Avoid them at all costs if possible.

Project Role Definition and Responsibilities

What are your thoughts?  Do these roles exist in your organization?  Do you agree with the definitions? 

Executive Steering Committee - Sets the strategic vision and objectives for a given program or project. The team leads efforts to build consensus through the organization to support the project or program’s objectives.

Governance Board - Formal team of executives from across the organization that ensure projects will meet/are meeting enterprise goals.

Project Sponsor - Provides clarity of the project vision, and directs the activities of the project team. Allocates funding and resources to the project. Provides executive authority necessary to overcome organizational obstacles and barriers. The guardian of the business case, and ultimately responsible for project success.

Performing Organization - The organization whose personnel are most directly involved in doing the work of the project. This organization usually provides sponsorship for the project.

Project Management Office - An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those programs/projects under its domain.

Project Stakeholders - Persons or organizations (customers, sponsors, performers, public) that are actively involved in the project or whose interests may be positively or negatively impacted by executing or implementation of the project.

Program Manager - Person responsible for the centralized, coordinated management of a program (group of related projects) to achieve the program’s strategic objectives and benefits.

Project Manager - The person assigned by the performing organization to achieve the project objectives. The project manager is responsible for coordinating and integrating activities across multiple functional lines, and managing stakeholder communications. The project manager accomplishes the above by managing project scope, time, cost, and quality. Finally, the project manager applies project management, general management and technical skills, as well as team management, negotiation, financial and business acumen, combined with an understanding of organizational politics to meet project objectives and to meet or exceed stakeholder expectations.

Project Team - All the project team members, including the project management team, the project manager, and for some projects, the project sponsor.

Functional Manager -  In regards to projects, the person responsible for ensuring agreed-upon project tasks are completed using pre-defined resources under the functional manager’s control within scope, time, budget and quality constraints.

Project Team Leader - Responsible for ensuring that agreed-upon project tasks and assignments are completed on time, on budget, and within quality standards for personnel under their realm of control or influence. The team leader should be knowledgeable of the principles and practices of project management and understand the business unit’s strategic and operational issues.

Technical Manager/Liaison - Responsible for the technical implementation of the project as measured against the project requirements, quality targets, and budgetary constraints, and timelines. Ensures technical deliverables are consistent with the overall technical strategy of the enterprise.

Business Analyst - Primary interface between projects and business partners. Responsible for understanding current and future processes, including processes for the entire enterprise. Documents business requirements, generate business cases, assists in defining project benefits/ costs, and participates in project reviews

Mastering Your Work

David Allen is known for great training and tools to help people and organizations efficiently manage work.  Check out David Allen's website for some great information!


David Allen wrote an article for the NYT this past weekend. Check it out here!


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