12.2 Enterprise Project Execution and Governance Part 2

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having a PSC

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is one of the key elements to getting

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dad

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gaining the ability within the organization to prevent project failure. So if you look at some of these top 12 reasons

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like a top management support Well, hey, you know what? Having a PSC kind of eliminates that issue because your top management is now a part of your PSC

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stakeholder involvement. Same thing, right? If your stakeholders are on the PSC, they're involved.

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Um,

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so some of these things failure of change, control process, your P S C is the folks that are supposed to be controlling the change within your project. So having a good PSC eliminates a number of these variables that have been quantitatively proven

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to cause the majority of project failures. So just kind of know in your head think about it, let it marinate a little bit that, you know, you've got a risky profession.

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The bigger the project gets, the more risky that it becomes

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and the proper selection and utilization of a PSC. It's really going to help you mitigate a lot of that risk and allow you to be successful.

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Bye,

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giving you the guidance and the political cover and the decision making power and the political power

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that you need

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so

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in,

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if

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possible. And it does vary from project to project.

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Like I said before, you want to bring the PSC on as early as practicable.

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And

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part of the problem that happens with some projects is

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kind of They do the ready fire aim So they somebody usually high up in the organization, wants Excuse project is the enterprise project. It's big, it's massive. It's complicated, but we got to do it. It's a great opportunity for the organization. We have huge r A y. This is the right thing for us to be doing.

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Let's go. And by the time people start thinking of standing up the PSC and developing norms, you're already

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almost complete with planning and the execution phase. So,

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if possible during the discovery phase or the planning phase of the project, once you've gone,

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maybe to the project charter drafting phase of a project,

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if possible, it's not always possible. Start to build up your initial PSC so that they have a role in hand in that project. Charter development,

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um, definitely include your main stakeholder, if possible, and then you also want to include members from other divisions or business units, not

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packed the PSC with people that are not involved in the project. But just try to have

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a good sampling of middle of senior management within the different areas of your organization.

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One of the things that I found is a common weakness is that the PSC

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is formed. Everything's going great, but they don't have the ability to make a decision. So have some sort of process in place and make sure the PSC understands that they're in this these meetings. They're in this role

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to make a decision to not

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kick everything upstairs because they're too afraid to act on information and make a decision. So usually the E S C will give

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some kind of guidance 10% of the budget, 10% of the schedule. Whatever the case might be in, the PSC needs to feel confident that they can make decisions with in that room.

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Uh, the PSC needs to be responsible for scope, schedule, budget, the old iron triangle. Remember the PSC loyalty at this point, and we'll talk about this in the next couple of videos, but think of but their loyalty

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when they're in this PSC meeting as to the project, so they can almost put blinders on for a minute about the rest of the organization and their day to day job. Everything else. And they just need to think about

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what's best for the project, and I'll explain why that is later on. But that's

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kind of

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the way to think about this responsibility thing.

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If you can avoid even numbers, that's great, because then you don't have voting deadlock when they're voting.

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Um, and again, voting deadlock is a problem. If it happens a lot, just because you're kicking stuff up to the E S C, that doesn't really need to go to them, you just couldn't make a decision. And so now you're getting the E. S C involved in things that really are not part of their their role.

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And then, of course, the SC does all the big stuff, and that's fine. We want them to do the big stuff. But you got to remember that

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If

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yes, he is there for the hard decisions that really complicated ones, the really expensive ones,

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then that means that the PFC needs to have the skills and ability authority

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to do more of the routine decision making within the project. So that's why I use the rule of thumb at 10% just because it's something everybody kind of easily understands. So small stuff PSC is gonna handle it. They're gonna tell the project manager what to do once it gets, you know, above there

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their purview or their decision making authority,

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then they're gonna escalate that to the exit

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or the U. S. C. I'm sorry.