12.5 Enterprise Project Execution and Governance Part 5

00:00

a little. Welcome back to Enterprise Project Management Lesson 12 Part three

00:05

Enterprise Project Execution and Governance.

00:09

So in the previous video, we identified who we were going to select

00:14

for the PSC or Project Steering Committee.

00:17

And now we're looking at We've got all these super type A great individuals in our projects. You're in committee.

00:26

What is it that they're going to do?

00:28

So

00:29

once you form your project steering committee, you've gotten all those key, important stakeholders that individuals with political clout that can get things done, support the project manager and do great things.

00:43

What is their role, where that they're supposed to be doing

00:46

so

00:47

First, they need to be

00:50

willing and able to take on the project

00:55

responsibility of And what I mean by that is is to kind of internalize and own the project's feasibility. The business plan that supports the project

01:04

really ink locate the achievement of outcomes. You know, the Project Steering Committee is not a disinterested observer in the process. That's definitely Maur of the role of the E S. C. The PSC is there to focus on and deliver and

01:23

own and be a part of the project success

01:27

So

01:29

they're going to look at the initial feasibility studies. The initial business plan or business case needs analysis. There's always find different terms, but they all sort of mean the same thing.

01:38

Um and then also they're going to really be a part of the

01:46

ownership process of the achievement of the project outcome. So if your project has 10 key outcomes and you get nine of them Hey, it's great, you know, 90% That's an A and some some classes.

01:57

Um and they're gonna be excited about that because there

02:00

really

02:02

vested interested party in the project outcomes. They're also gonna ensure

02:07

that the project scope

02:09

aligns with the requirements of the key stakeholder groups, the business owners, that kind of thing.

02:15

So you bring these experts in the senior level folks or middle management, but typically more on the senior side

02:23

into this enterprise project. You show him the project charter or they helped draft the project charter

02:30

and they see what's in scope without a scope, all that kind of stuff

02:34

and

02:35

that is their Their mission really is to make sure that what is finally delivered by this project

02:43

aligns with those, uh, scope items. And if they don't need to, either do some sort of change management or communicate with the business owners on

02:53

feasibility issues or whatever. But they're They're really making sure that we don't get what's called gold plating, which again, is tthe e

03:01

adding extra features and functionality and cool stuff because it's outside the scope of the project,

03:08

um,

03:09

within the project team,

03:13

especially the project manager. They provide guidance because they're the business experts

03:19

again, the senior manager, senior executives.

03:23

And so when issues arise between the project team and the business owners and so on, they need to be able to provide that guidance and guidance.

03:32

It's an interesting word because it really means more like a mentorship kind of a thing versus A. You will do this and we'll do that. So with a good enterprise project manager, somebody who's been doing this for a long time,

03:46

they don't need to know

03:46

the details. The how, if you will from the

03:50

the whole what, who? How

03:52

analogy I used in an earlier video. What they need is is the vision, the guidance, what's

03:58

what is the business trying to accomplish? Why are we doing this? project. What are the goals? So that the project manager could be creative in addressing those needs and helping to align themselves and the project team to those goals?

04:13

Um,

04:14

they really this is talking about scope creep here on this next bullet. But

04:19

the effort

04:21

the project team is doing

04:24

the expenditures that the organization is making out. Granted, they have project liners on, so they want the project to be successful, more so than the agency.

04:30

But at this point, we're talking about a Zara. Why the PSC is there

04:35

to make sure that you don't make a mountain out of a mole hill, and that is so easy to do

04:42

when you are the project manager or a member of the project team. You're deep in the woods. You're emotionally intellectually

04:51

invested in something, and I can't give a good example of the moment. There's a lot of them, though I think you can probably visualize this

05:00

when you step back away from it.

05:03

You realize that it's not really Germaine

05:08

to project success, so sometimes you need to have somebody

05:12

there to pull you back from the edge. One of

05:15

one of them or interesting analogies of this. If you follow a professional football,

05:19

American football,

05:20

Um, there is a

05:23

gentlemen whose name I don't remember

05:26

whose job. Apparently it is to prevent the head coach of the ST Louis Rams around maybe that Los Angeles Rams. I think they're moving Either way,

05:34

his job is to prevent the coach from getting so emotionally invested in what

05:41

they're doing that he stepped onto the field and draws a penalty.

05:45

So it's kind of an example of what I'm talking about, that your P S e is there to sort of not keep your p m on a leash per se. But there to, like,

05:54

be the safety net, be the person or the group of people that's going to say, Hey,

05:59

this really isn't

06:00

This is extra effort that doesn't really benefit the project. And again, they're thinking project, not organization.

06:08

But there

06:09

they don't get drawn into the weeds quite the same way the project team does, so they should be a more

06:15

impartial body

06:16

to help make sure that the effort and the expenditures are appropriate to expectations.

06:23

Um, they need to ensure that

06:26

the strategy and this is not organization lists, Project

06:30

project strategy, address risks and issues.

06:33

Um, and that the reassessed. So

06:38

they are.

06:40

They're too again. It's almost like the previous bullet they're there to look at. You know what risks and issues that we identified, what are new?

06:47

What risks have turned into issues because,

06:51

you know, we had a risk for hurricane hitting our

06:56

headquarters.

06:57

Lo and behold, Hurricane did so now with an issue.

07:00

How is that going? What are we doing to resolve it? You know that kind of stuff. So they're there to make sure that the strategy going back to the kind of guidance that they're giving to the project manager is appropriate for that issue

07:15

and that the project manager has a resource to go and talk to and get that kind of guidance on. But also, of course, get the,

07:26

uh, double check or the oversight saying yes. We are looking at risks we are looking at issues were making sure that they've been quantified.